ESDS Software Solutions, a cloud services and data centre solutions company, has innovatively embraced the notion of employee satisfaction through a unique survey platform, which it calls a happiness portal.
This digital portal, cleverly designed in the guise of a survey, has become a compulsory engagement for all its team members. Within its structured questions, it delves into the diverse demographics of its workforce, encompassing geographical locations and organisational bands or grades.
As the survey unfolds, it presents a mosaic of questions, ranging from the optional to those necessitating self-rating or alignment based on personal priorities. Employees find themselves prompted to share insights into their current happiness levels, comparing these with their envisioned state of contentment.
Imagine an employee rating their present spiritual happiness at 40; they are then invited to express whether they aim to sustain this level or aspire for a blissful increase. In this way, individuals articulate not just the value they place on their happiness, but also their desired experiential state.
“The genesis of this concept arose from the realisation that, despite cultivating a positive work environment, there persisted a discernible rate of attrition. Employees were departing, despite concerted efforts to establish an outstanding workplace. Acknowledging a gap in nurturing authentic happiness, I sensed a need to undertake additional measures to establish a workplace genuinely infused with joy.”
Komal Somani, CHRO, ESDS Software Solutions
From this rich data, the company crafts a narrative of happiness, dividing it into five distinctive levels.
First is the ‘pain’ level wherein individuals grapple with a pervasive sense of dissatisfaction, and positivity appears conspicuously absent from their lives
Next, the ‘pleasure’ level, characterised by fleeting joy from daily experiences, often tinged with an undercurrent of overall disappointment. For instance, the person gets momentary joy from activities such as dining in the cafeteria or participating in shared experiences, however, this pleasure is frequently shadowed by an overarching sense of disappointment.
Following this is the ‘passion’ level, wherein individuals discover joy and fulfillment in projects, exercises, or initiatives aligned with their passions, thereby contributing significantly to the organisation.
Advancing further, the ‘purpose’ level emerges, where employees align themselves with the organisational purpose, giving their best efforts to achieve shared goals. Beyond purpose, there is the ‘state of enlightenment’, representing a sustained, peaceful happiness that transcends the challenges of everyday life.
But this survey doesn’t stop at happiness levels; it ventures into the emotional landscape of our workplace. Employees are invited to identify any toxic emotions they might be experiencing. This raw emotional data is then harnessed to gauge and improve the collective emotional well-being of our team.
The Happiness Portal evaluates individuals across these five levels while also considering eleven distinct types of happiness. Each person’s ranking in these categories is meticulously assessed, and the portal serves as a facilitator for crafting a personalised action plan aimed at progressing to the next level of happiness
Moreover, this comprehensive approach empowers individuals to discern their current standing in the realm of happiness and devise strategies to enhance their overall well-being.
“The genesis of this concept arose from the realisation that, despite cultivating a positive work environment, there persisted a discernible rate of attrition. Employees were departing, despite concerted efforts to establish an outstanding workplace. Acknowledging a gap in nurturing authentic happiness, I sensed a need to undertake additional measures to establish a workplace genuinely infused with joy,” discloses Komal Somani, CHRO, ESDS Technologies.
To bridge these gaps, Somani conceived the idea of the Happiness Portal. “The objective was to unearth what could instil genuine enthusiasm in each employee, answering the pivotal question: Why should individuals opt for us over other available choices? In acknowledging this shift, I delved into the realm of personalisation, recognising that everyone possesses distinct preferences and priorities,” adds Somani.
The survey generates a wealth of data, encompassing responses to approximately 100 questions categorised into around 40 different aspects. Through the analysis of this data across various demographics, the company discerns patterns pertaining to both the highest and lowest levels of happiness.
The analysis has proven highly effective in addressing employee concerns related to financial happiness. “It became evident that there was a deficit in financial education, including guidance on managing finances and making investments, provided by the organisation, as it received lower scores compared to other parameters. In response, we implemented initiatives to bridge this gap and enhance the financial well-being of our employees,” shares Somani.
Upon receiving this data, the company orchestrated numerous sessions and seminars across the organisation, leading to a discernible enhancement in overall financial happiness levels. Notably, during the subsequent rating process, employees reported experiencing a remarkable nine out of ten.
Similarly, for the other identified 40 categories, the company launched targeted efforts. This involved addressing both categories and demographics, including specific age groups, departments, locations, and gender ratios. The data underwent meticulous analysis, and interventions were introduced to elevate happiness levels based on the insights gleaned from this comprehensive assessment.
A noteworthy example of such targeted efforts is their initiative called ‘Vipasana.’ The Vipasana leave spans 10-11 days, resembling a retreat where employees have the opportunity to introspect and return to their work environment feeling rejuvenated.
Sharing one impactful story, Somani explained how this leave supported an employee in coping with both professional and personal challenges. “Opting for a Vipasana retreat, he dedicated 10 to 11 days to introspection, refraining from mobile devices, conversation, and external stimuli. This retreat provided a transformative experience. He rejuvenated physically, particularly relieving eye strain caused by continuous exposure to laptops and devices, which he mentioned he’s been feeling for quite some time now.”
Upon returning, the employee’s energy levels were regulated, and he experienced a significant improvement in performance. Not only was he happier, but he also demonstrated enhanced self-management skills.
Additionally, to bolster employee morale and engagement, the company employs a color-coded approach, with green indicating accomplished tasks and red for unfulfilled ones. “It became a habit for people to strive for more greens and fewer reds on their boards. The process eventually facilitated self-discovery, as individuals gained insights into their habits and worked towards improving them,” elucidates Somani.
The happiness portal has proven highly effective for the company, resulting in a notable increase in productivity, with a remarkable surge of 30 percent.