The senior management of a pharmaceutical company recognised a significant deficit in employee happiness. Their workforce lacked the motivation and involvement needed to perform at their best and fulfill their potential.

The first step was to identify the root causes of this unhappiness and determine the initiatives needed to foster a happier work environment. They sought a scientifically based approach to address happiness—something typically seen as intangible—in an objective, replicable manner that all employees, blue collar and white collar included, could participate in, available in multiple languages. Their goal was to provide insights not only for the management but also for individual employees, ensuring a holistic approach beneficial for all parties involved. By examining both quantitative and qualitative data, they aimed to understand what was currently effective and what needed improvement.

After exploring various options, they chose the Happiness Framework developed by the Happiness Research Academy. With complete support from socialization creatives to insights, the senior management team was equipped with a real-time dashboard and cohort-specific data. This enabled them to identify priorities and plan future actions effectively.

Two years into their happiness journey, they have been able to notice positive changes in employee behavior. The senior management observed improvements in deeper employee connections, enhanced collaboration, and reduced conflicts. One key area identified for improvement was providing more opportunities for employees to interact and get to know each other, along with behavioral workshops on soft skills such as communication and conflict management.

The data revealed a significant improvement in happiness scores across the organization, validating their efforts. There were substantial increases in well-being levels and the experience of women employees also improved markedly.

The company was subsequently certified as one of the Happiest Places to Work®. This achievement, along with the progress made, was celebrated and promoted both internally and externally, showcasing their commitment to employee happiness and well-being.