The like button for work
So far in this life I’ve worked in my dad’s hardware shop as well as a tile factory. I’ve worked on a farm, been an intern at a stockbroker, an auditor for an accountancy firm, a corporate financier, a removal man, a massage therapist, a manager of a therapy business, a yoga teacher, a writer and a speaker.
Over twenty five years I’ve had fun at work, been lost, sometimes sad, often supported, sometimes excited. My mood shifts relentlessly. I’m lucky that I often find happiness and meaning at work. I’m fascinated by work. We spend so much time in it. The time we have and the health we are blessed with are our only assets so why do we sometimes squander these things?
Many employers are smart. They realise that if their staff are healthy, happy and engaged at work they are more likely to work harder, take less time off, share information with their colleagues, are more productive and less likely to leave the firm. I’ve written about this before (Happiness and productivity at work)
A good manager at work, like any good football team manager, knows performance is affected by confidence and the positive vibe in the team. This positive vibe is a fragile thing. It waxes and wanes. We try to assign reasons for a sudden loss of form but often it’s just down to chance or a myriad of unquantifiable factors. And so it is at work. Good vibes come and are shared, or can drift away. (How emotions spread at work)
Measuring the mood at work
In order to understand the vibe at work a lot of organisations have resorted to questionnaires. I’m fairly dismissive of the veracity of these surveys simply because they are often one dimensional and ask people how they think about their place of work rather than how they feel. Quite often these questions fail to address what the employee wants to be asked. Are they just the lazy option for poor management? (Can you measure engagement at work?)
When I reflect on the managers who motivated and energised me , they would take me for a coffee or a beer and ask me how I felt. They wouldn’t be afraid to say hard things to me. They supported and encouraged me. They cared for me and many are still my friends years after I left the organisation.
These managers did not use surveys to measure the mood of their staff. They talked to them.
I’ve just read an amazing blog by a workplace coach. He gave the example of a case study where the employee was required to put a smiley face or a grumpy face on a white board at the end of each day. I am almost speechless. Picture your place of work. Or any of the places you have worked, and then think about how a smiley/grumpy board would affect the place!
BUT… I’ve thought for a long time that if you could measure the mood of an organisation anonymously you could provide information that could be of great use to management. I used to work for KPMG, doing due diligence on companies about to be acquired. Alongside the historic and current financial performance of the company tracking the positive vibe of its employees could be useful too.
I appreciate it’s a generational thing… Many young people want to do anonymous surveys. They are also happy for their data to be mined by Google and Facebook (or rather they can’t imagine a world where beliefs and feelings were shared in confidence). If they are happy with Google and Facebook doing this then why not their employers?
Perhaps software could measure positive and negative expressions in email exchanges between staff. I’m sure that piece of software is already being considered by organisations. Google claims to be seeing into the future already. With some degree of accuracy they can predict flu pandemics based on searches for tickly coughs and cold remedies (Google predicts the future). Its almost inconceivable that large organisations are not already monitoring or planning to monitor the emotions of their staff. How do you feel about that?
Is there a conclusion?
I think that capturing data on how staff feel at work could provide a great deal of useful information. It could enable training resources to be channeled effectively and poor management to be improved, but it should never be seen as a lazy alternative to good management practices.
People see through smiley faces and contrived wellbeing programmes at work. They want to be appreciated by their employers; comforted and supported, as well as challenged and occasionally reprimanded. We are flesh and blood and there is still no better alternative to good management practices and relationship building. The relationship we have with an organisation is in many ways like a marriage or being part of a family and these complex relationships should not be replaced by algorithm management.
“All collected data had come to a final end. Nothing was left to be collected. But all collected data had yet to be completely correlated and put together in all possible relationships. A timeless interval was spent doing that. “
— Isaac Asimov
Posted on May 6, 2014, in Coaching, Meditation etc., positive psychology and tagged Andrew Oswald, contagious emotions, emotional contagion, employee engagement, measuring emotions at work. Bookmark the permalink. 1 Comment.