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On one hand, this seems like a minefield of potential issues. If you build processes to measure "happiness" and make retain/fire decisions based on it, you're g
by PragmaticPulp 5y ago
On one hand, this seems like a minefield of potential issues. If you build processes to measure "happiness" and make retain/fire decisions based on it, you're going to get a lot of fake happiness as soon as the employees figure it out. A lot.
However, in the past I've made the mistake of trying to retain angry, unhappy, or otherwise disgruntled employees too long. Some people are just irreversibly angry in life and will find a way to be upset about everything. Leaving them in the company will start to bring everyone down. If someone is clearly miserable at your company and you've made efforts to address their problems with no improvement, it's time to remove them.
- roschdal 5y ago
- galaxyLogic 5y agoBut it might be that if people pretend to be happy they try to invent reasons why they should be happy and as they tell themselves and others why they (say they) are happy they start being a bit more happy. If you really want to fake happiness the best way is to try to be happy
- nefitty 5y agoOur relationships at work make or break the whole endeavor. As a manager, it is imperative to protect your directs from toxicity. Horizontally, that means discussing and working out issues regarding satisfaction with colleagues. If skip-levels aren't conducted with happiness in mind, then they're barely more than useless. Managers who cannot steer away or excise toxicity need to be excised themselves. Pizza and bonuses doesn't equal happiness. Making your office look like Google doesn't bring happiness. The two main things are positive, constructive relationships and autonomy.