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R as a profession
is two centuries
old. While a lot
has changed
in these 200 years, some
things remain the same.
At the top of the list is
the core purpose of what
we do. Technology may
have replaced most of our
administrative tasks and
deep specialisation may have spinned off new careers within HR, yet one thing
remains the same: we are here to ensure our people are happy and productive.
But what’s happiness?
Bhutan, that tiny kingdom high up in the Himalayas, is famous for coining the term
‘gross national happiness’, and claims to lead the world in happiness. That’s a bold
statement, and one that’s oft-repeated in media of all kinds.
The narrative is this: Bhutanese did not have television until June 1999, and
were only permitted the internet the following year. As a result of this relative isolation
from the rest of the world, and a strict Buddhist lifestyle, crime is non-existent, and
the people want for nothing. Indeed, the then King (and now King Father), in a radical
plan to modernize the country not only opened the country to internet, but also
introduced a legislature in 2005, and abdicated at a relative young age of 51 in 2006
in favour of his son.
However, this must be seen against a backdrop of the royal massacre in
neighbouring Nepal in 2001 and the eventual overthrow of the ruling royal family by a
Maoist movement backed by the country’s military. It is no co-incidence that Bhutan,
one the world’s last ruling monarchy, chose to open up to the world, at a time when
a new generation of Bhutanese, educated internationally and with ideas that grew
beyond the country’s traditional Buddhist culture, are beginning to question the abject
poverty that most Bhutanese are experiencing, and the quiet discontent over the
years of dependence on India.
On the ground, tourism is highly restricted. On the guise of environmental
protection and responsible tourism, tourists movements are tightly regimented, with
tour guides and hotel operators charged to ensure no one stray too far away from
the perfectly manicured lawns, newly tarred roads and choreographed perception
of a serene, contented country. All this while a large swath of the country still lacks
electricity, sanitation and roads, let alone the internet. But at least the people are
happy, or so the offi cial line goes.
Is this structured approach to ‘preserving’ happiness the right thing to do? Are
Bhutanese the happiest people on Earth? Where is the boundary between perception
and reality?
This here is a classic dilemna that many of us in HR face on a daily basis. In
our quest to attract and retain the best talents, we aim to create happiness at our
respective workplaces.
Some of us go for the perks-approach. But I often wonder if gym memberships,
free food and the now ubiquitous foosball table really contribute to workplace
happiness, beyond the superfi cial.
Consider some of the darlings of Silicon Valley. Many of them have the kind
of perks many of us would envy and hate at the same time. Yet, many of the same
companies attract such descriptions as ‘toxic culture’, ‘cut-throat pace’ and even
‘rampant harassment’. So clearly, perks (and salary) do not necessarily promote
happiness.
So what is happiness at work? Is it being well and free from worry? Having
a meaning and purpose to focus on? Being engaged and
involved? Or simply being appreciated for a job well done?
The reality is that there’s no silver bullet to
achieving happiness at work. As HR professionals,
our job is to balance this pursuit of creating
happiness, and to keep people productive, while
managing the limited resources at our disposal. How
good we are at our job is essentially how good we are
at addressing this problem.
If you’ve discovered what works for you, let me
know – so we could share with other readers.EDITOR’S NOTE
WHAT CONSTITUTES HAPPINESS?
EDITOR’S NOTE
involved? Or simply being appreciated for a job well done?WILLIAM NG