Continuous Improvement in the Workplace with the Random Act of Happy You Might Be Ignoring
The Random Act of Happy You Might Be Ignoring
Continuous improvement in the workplace means that measuring and improving don’t ever stop.
Or, as we like to put it: Measure Staff Morale. Improve. Repeat!
We recently discussed how random acts of happy can help improve employee morale over time.
These small ideas can have big effects when continuously implemented.
We wanted to highlight one of the random acts of happy.
It’s one of the easiest and most effective practices but not many workplaces act on it or even put it in action.
What is it?
It’s the simple act of talking.
Transparent dialogue on an ongoing basis is one of the most crucial parts of continuous improvement when it comes to employee morale.
In fact, our data shows that having in-person conversations works fastest to improve the employee mood.
User Steve Brennan told us how his workplace sees the importance of conversations:
“Having the [Celpax] stimulates conversations; it’s a good way to open up these topics“, says Steve.
“The mood graph is fantastic but you need to talk about what’s behind the numbers. We learned that there’s a difference between people in what they enjoy or regard as success in a working day.”
The great thing about conversations (and what makes them a random act of happy) is that they don’t need to have a set agenda or have hours of planning involved.
Conversations can happen organically and don’t need to last hours.
They’re still a practice of continuous improvement.
They can be one on one, in a focus group style, within departments or in a town hall style meeting.
If everyone isn’t always present, it can be difficult but even a video call to see face to face could be helpful.
Only you know what format works for you.
Is it enough for a conversation to happen once?
“We try to work with constant communication and regular check-ins.”
Here’s a challenge from us to you:
in order to continuously improve, ensure you keep the dialogue ongoing.
If you need to, schedule a time every week in your calendar where you speak to one or a few employees.
As he puts it, “In that way I get contact, the organisation is visible, and I get a feeling for how the organisation is working.”
It also means that he doesn’t ever stop communicating and transparency is key.
A conversation without asking the right questions is kind of like a cake without frosting.
Still good, sure, but not really worth it, right? Talking about what makes us press green or red is imperative to continuous improvement.
Don’t be afraid of the answers.
It’s all feedback and a chance to do better.
Taking all the insight and turning it into actions is what matters.
A Swedish company puts it into perspective for us: ‘We were aware that it takes a lot of energy to improve, however it takes even more energy to ignore it’.
We like to think that part of being open and transparent is allowing employees to feel included in the changes in the workplace.
Like we say, “A good workplace is everybody’s job!”.
Do your employees have access to the Celpax results?
Do they see the results?
Invite employees and other managers to have access to the Celpax results; check this out for more info.
Employees and colleagues feel more engaged with the Celpax if they are able to see results.
Transparency leads to better feedback from employees so you can make better decisions.
Measure if your leadership actions are working.
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