Is a happy employee working better than an unhappy employee?
The answer to this question seems obvious and yet very few organizations have a real vision of existing quality of work life (QDVAT), let alone a strategy to improve and shape it to meet expectations and wishes of all.
The reality is that very few decision-makers take the time to look at the "QDVAT" of their organisation and consider it a cost rather than an investment to improve all the factors of success.
You've probably heard of the "well-being" of "happiness" or "living well together" at work. The "QDVAT" encompasses all these intentions and takes into account the different human needs beyond the primary physiological and security needs such as:
Understand its role
The emotional connection with the organization
Adherence to the project, its purpose, mission and values
The need for belonging
Participate and collaborate
Be heard, considered and listened to
Be trusted and trust
"We spend half of our time available at work."
Everyone remains responsible for their own happiness, well-being and the relational quality they want in their private or professional life; And the organization must become aware of its primordial role in creating a qualitative environment and a generous ecosystem so that the available living forces can develop and serve its ambitions.
Today, an HR strategy that focuses on the primary needs of people is no longer enough. To foster the commitment of the human heritage, the focus must be placed on the basic needs that take into account an authentic impetus for the enhancement of the "quality of life at work".
Some benefits of a "QDVAT" strategy assumed:
More committed employees
+ Cultural alignment with the ambitions of the organization
+ Value creation
+ Agility, creativity and innovation
+ Growth, profitability, excellence
+ Passion, meaning, connection and quality of life at work
Pyramide de Maslow