The impact of not caring about workplace happiness

Many law firms are waking up to the fact that, in the
post-recession world, workplace happiness is not a
nice-to-have but a must-have if they are to retain their best and brightest people. Of course, every person has a
different perspective on what happiness is, based on personal experience, cultural reference points and individual preferences.

For some, simply being left to get on with their work without interference or distractions is a source of great happiness;
for others, it is the day-to-day interactions with colleagues
which make them want to come into the office in the morning.
Research has also found that it is often the simplest of things (free healthy snacks, an ergonomic desk) which can make the difference between contentment and dissatisfaction - both of which are contagious.
So, how can managing partners tackle the difficult task of improving happiness throughout the workplace?

Clearly, across-the-board initiatives are only going to appeal to a limited selection of people, so a degree of customisation is required. For some, greater flexibility on working hours and locations is preferable to having access to the communal wine fridge on
Friday nights. In fact, flexible working costs firms little and has been shown to significantly
increase the number of hours worked; meanwhile the cost of alcohol abuse is rising in the
legal sector.

Understanding what works and what doesn't at an individual level involves managers doing what they often neglect - spending time with each of their people and getting to
know their personal likes and dislikes - and then working with them to determine what
could be done to make them happier at work. It also involves staff feeling safe to request things which would make their working lives more pleasant without fear of a backlash.

It all comes down to your firm's culture - is it truly as open and inclusive as your
website claims it is? Do you really put your people first, or is that just marketing speak? What's the word on the street and down your halls about your firm's culture? Is the overall view positive or negative? There could already be trouble brewing, such as a team of your brightest associates in talks with competitor firms about career opportunities.

For many, money can be a big motivator for staying with or leaving a firm. But, the decision to leave is often much more complex than that. Do your lawyers get along well with their colleagues? Are their managers fair, reasonable and effective in helping them to develop their careers? Are they given the type of work they really want to do or is it ringfenced for the equity partners? Do they feel that they are a good fit with the firm's
culture and values? Are they encouraged to both grow at work and to pursue their
personal interests (such as community activities)?

Nobody comes to work hoping to be ineffective or to waste their day; everybody
wants it to be a meaningful experience where they have achieved something of value and interacted with others in a satisfying way. The key issue is whether your firm's managers
and culture truly support or inhibit that from happening.

Until next time,