Fostering employee well-being: The strategic impact of chief happiness officers

Tarini Suri 

(An alumni of FLAME University, Pune. tarini.suri@flame.edu.in)

Dr. Moitrayee Das

(Assistant Professor of Psychology at FLAME University)  

 According to the Oxford English Dictionary, happiness is the emotion or expression of pleasure as well as the satisfaction that something is right or pleasant. It is described as a vibrant sensation that can be experienced either internally or externally (Happiness, N. Meanings, Etymology, and More | Oxford English Dictionary, n.d.). Currently, India is among the world’s least happy countries, ranking 126th out of 146 countries with a happiness score of 4.054, according to the World Happiness Report (Top 20 Happiest Countries in the World in 2023, n.d.). India also ranks 61st in a global mental health report. According to the World Health Organisation (WHO), India is one of the most affected countries by anxiety, schizophrenia, and bipolar disorder.

It has been estimated that approximately 6.5% of India’s population is suffering from some kind of mental illness (India is the 6th Most Depressed Country: WHO Report, Times of India, n.d.). In particular, the idea of workplace happiness or organisational satisfaction has recently garnered a great deal of attention as companies struggle to meet the demands of contemporary work settings, which might range from the difficulties of remote work to the requirements of digitization. The Chief Happiness Officer (CHO) position, which personifies the company’s dedication to creating a happy, healthy, and productive work environment, is a crucial part of this transition. This paper explores the importance of job satisfaction, the crucial function of CHOs, and the fascinating case study of China’s “unhappy leaves.” Though it first surfaced in the early 2000s, the idea of CHO is still not one that everyone fully comprehends.

The CEO of Zappos, Tony Hsieh, was among the first to support the idea of a CHO, as seen by his focus on employee fulfilment in his book, Delivering Happiness. The primary purpose of CHOs’ function introduction was to guarantee employee contentment and increased satisfaction within their respective organizations. These individuals are responsible for ensuring that the organization fosters a culture of social recognition, psychological safety, transparency, and belonging as drivers of workplace pleasure. Employees need competitive pay, well-defined expectations and goals, mentorship opportunities, and a route for career growth in order to feel engaged at work. But it’s also critical that the CHOs customize their support to meet the needs of each individual based on the kind of work they do or the kind of company they work for (Kelly, 2024). A CHO is a relatively new idea in a nation like ours. It has been more prevalent in big businesses and is currently gaining traction in startups as well. However, a number of businesses like Google, Airbnb, Zappos, and others have been leaders in this space for years in nations like the USA and numerous regions of Europe.

The Importance of Happiness at Work It is important to note that happiness at work is not just a feel-good component; it is a crucial factor that determines organizational success. Studies have shown time and time again that happy employees are more loyal, involved, and productive. They usually appear to be under less stress, which reduces absenteeism and turnover. According to a Gallup study, businesses with engaged workers outperform their rivals by as much as 202%. These businesses also have a 22% increase in profitability. These figures make one thing very evident: contented and engaged workers can significantly improve an organization’s performance (Cardiff, 2024). Additionally, engaged workers show up on time and are more present than their disengaged counterparts, missing 41% fewer days of work, which guarantees smoother operations and less disturbance to everyday activities (Cardiff, 2024). All of this is simply indicating that everything will work itself out if we make sure our employees are content in some way.

From arriving on time and taking fewer vacation days to raising output and earnings? The response, then, is no. Establishing a momentum that makes employees feel appreciated and content in an organization requires a lot of work and effort. Successing in the organisation’s employee engagement game could be one simple step towards this. Putting workers through enjoyable activities may be once every two weeks, pushing them beyond their areas of expertise, or organizing unexpected engagements are all beneficial. Chief Happiness Officers’ Role The position of the Chief Happiness Officer was mainly created in response to the growing understanding of the significance of worker well-being. The responsibility of developing and executing work-life balance, mental health, and positive culture building measures to improve workplace happiness falls on the CHO. One of the world’s top companies in this field is Deloitte, where Saraswathi Kasturirangan, the Chief Happiness Officer, is essential to the company’s efforts to support employees’ mental health and wellbeing. The holistic approach to employee happiness taken by Deloitte includes mental, emotional, and physical health. Their numerous programmes, which include flexible work schedules, mental health services, and encouraging candid discussions about wellbeing, all represent this. The CHO’s job description includes cultural transformation in addition to program implementation for wellness. This necessitates a thorough comprehension of the dynamics of the company and the unique difficulties that its employees encounter. For instance, Jen Fisher, the Chief Well-Being Officer of Deloitte, has played a significant role in changing the way the business views wellness and health. Her efforts have been concentrated on fostering an environment in the workplace where resilience and mental health are valued as strategic priorities. But have you ever questioned if a corporation can guarantee employee happiness and contentment just by introducing a CHO who has creative ways to strive to keep people happy? Everybody has a life outside of the company, complete with concerns and troubles unique to them. How can one just disregard things that are so vital to their happiness? It is likely that a CHO can take charge of internal affairs but not all personal external affairs.

Another crucial consideration is: who makes sure the CHO is constantly motivated? What about their motivation and level of happiness? For that, who has responsibility? Like all other employees, they are a vital asset to the company; thus, shouldn’t they also be eligible for a CHO? An Analysis of China’s “Unhappy Leaves” There are distinctive reactive tactics that draw attention to the repercussions of ignoring employee well-being, in addition to the proactive strategy used by the CHO to promote workplace happiness. China’s notion of “unhappy leaves” is a powerful illustration of this. Employers in China have begun offering “unhappy leaves,” or time off for employees to take when they’re feeling very pressured, nervous, or unhappy. The emergence of this concept can be attributed to the growing levels of stress and discontent among Chinese workers, especially in high-stress sectors like banking and technology. But the introduction of “unhappy leaves” also highlights a more serious problem: China’s widespread overwork culture. Long hours, high standards, and fierce rivalry are commonplace among Chinese workers, and they can cause burnout and a serious deterioration in mental health. “Unhappy leaves” provide a little reprieve, but they don’t deal with the underlying issues that lead to discontent among employees (“‘Unhappy Leaves’ Now a Thing in China, Here’s All about the New Trend,” 2024). Although this new policy seems incredible, there are also a lot of obstacles that come with such a significant change.

First of all, it could be challenging to apply the policy consistently, particularly in fields where workloads are heavy and deadlines are short. It could also be difficult to define and quantify “unhappiness” in an objective manner. Second, providing more leave days might make it more expensive for companies, especially small and medium-sized ones. Employers who are worried about the financial effects may oppose this. Concerns about workers abusing the program and suffering from lower productivity and higher absenteeism may also exist. The Prospects of Occupational Well-Being It is evident that companies need to handle employee satisfaction more strategically as the CHO’s role develops. This entails attending to the employees’ immediate needs in addition to developing a culture that places a high value on their well-being at all levels. Businesses such as Deloitte are setting the standard, proving that putting investment into employee well-being is not just the right thing to do, but also a wise business move. China’s “unhappy leaves” story serves as a warning about the repercussions of not taking proactive measures to improve employee well-being. It serves as a reminder that achieving true workplace happiness necessitates a fundamental change in the way businesses see and treat their workers, rather than just applying band-aid fixes. In conclusion, even though a Chief Happiness Officer’s (CHO) job is critical in fostering productivity and well-being at work, it cannot provide long-lasting happiness on its own. A complex strategy that strikes a balance between internal organizational initiatives and individual support networks is needed to ensure employee happiness. The idea of “unhappy leaves,” as it is known in China, illustrates how workplace cultures are beginning to value mental health while simultaneously highlighting the challenges of maintaining long-term employee satisfaction. To create a culture of true prosperity and well-being, businesses need to combine aggressive tactics with caring regulations.

References

Cardiff, R. (2024, July 14). The Real ROI of Employee Happiness: Eye-Opening Statistics. Happycompanies.com.

https://happycompanies.com/blog/the-real-roi-of-employee-happiness  happiness, n. meanings, etymology, and more | Oxford English Dictionary. (n.d.). Www.oed.com.

https://www.oed.com/dictionary/happiness_n  India is the 6th most depressed country: WHO report, Times of India. (n.d.). The Times of India.

https://timesofindia.indiatimes.com/life-style/health-fitness/de-stress/india-is-the-6th-mos t-depressed-country-who-report/articleshow/66179026.cms  Kelly, J. (2024, March 20).

Introducing The C-Suite: The “Chief Happiness Officer.” Forbes. https://www.forbes.com/sites/jackkelly/2024/03/18/introducing-to-the-c-suite-the-chief-h appiness-officer/  Top 20 Happiest Countries in the World in 2023. (n.d.). Forbes India. https://www.forbesindia.com/article/explainers/happiest-countries-in-the-world/89435/1#:~:text=India%20is%20 currently%20 positioned%20at “Unhappy Leaves” now a thing in China, here’s all about the new trend. (2024, April 12). The Economic Times.

https://economictimes.indiatimes.com/news/international/us/unhappy-leaves-now-a-thing -in-china-heres-all-about-the-new-trend/articleshow/109252332.cms?