Valuing a culture of happiness

By Matt Weston 19th March 2018

Workplace happiness isn’t a mythical ‘touchy feely’ concept - it’s a tangible goal for any forward-thinking business and should be among a company’s top priorities. If we look at some of the most successful organisations, they tend to have a values-based culture that prioritises employee happiness and wellbeing.

With countless studies showing that companies with a strong sense of purpose and a clearly defined set of cultural values outperform peers, business leaders have recognised the importance of creating a culture that engages the workforce and has a tangible effect on both productivity and profits. Happy employees have been proven to be more engaged, loyal, creative and productive than their less-satisfied counterparts, helping their companies remain competitive and directly impacting the bottom line. But how can it be achieved?

Related: Does staff morale affect company success?

I’ve outlined some steps that businesses should take to create an environment where people can align their values to the culture of the company. 

Start by assessing the values of employees

It’s important that each company understands what common values unite their employees and build them into the fabric of the company. While no two employees will have the same needs, goals, preferences or personalities, our research shows pride, fairness and respect, and feeling appreciated are the top drivers of employee happiness in the UK. These are universal factors that employees hold in high-esteem and guide motivation. Adapting your leadership style to embody these principles will create alignment between the company’s higher goals and employees. In the long-term, this will make employees feel like they’re contributing to the success of the company and that’s the kind of investment that will get them engaged and ready to go the extra mile.

Recruit and hire employees who embody similar values

When thinking about a new hire, organisations need to consider whether that person will be a good fit for the business and whether they will be aligned to the workplace culture. We spend a large amount of our waking hours at work and the people that we interact with everyday contribute to our happiness. Overall, 81% employees believe they have good relationships with people on their immediate team and employees who are satisfied with their relationships with their team members are 2,9 times more likely to be happy at work than those who do not get along with their colleagues. Given the importance of these relationships, having a shared set of values is important to maintaining healthy relationships and avoiding conflict. To create alignment with a company’s higher goals and build rapport among teams, evaluating the attributes of new hires to see where they will compliment or contradict existing teams is an important step in the hiring process

Think about the long-term

Ee are reaching a point where there will soon be five generations working together. As Traditionalists, Baby Boomers, Generation X, Millennials and Generation 2020 come together in one work environment, organisations need to consider how they create an open and cognisant culture that works for everyone, regardless of demographics. Having a shared set of values and a clear, meaningful purpose will allow businesses to attract and retain employees, boost worker’s satisfaction and significantly aid recruitment and retention efforts.

The simple fact is that creating a culture with values that are consistent internally and externally is key to employee happiness and organisational success. Understanding the significant role that strong values play in your culture — and being willing to alter your approach to reflect them — is a great start to achieving employee happiness. 

The bottom line is that workplace happiness truly matters to your employees and the long-term health of your organisation and there are simple steps that can be adopted to directly influence it.


Matt Weston, Managing Director, Robert Half UK

Matt has worked for Robert Half for more than 18 years; he began his career as a recruitment consultant for Robert Half Finance and Accounting in 1999. Matt quickly excelled as a top consultant and earned a number of prestigious awards including being recognised four times as Robert Half’s worldwide number one consultant. With extensive experience in financial recruitment in the UK, Matt is a familiar industry figure and a valuable spokesperson on current trends affecting the market. 

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