Welcome to this week’s blog that considers the working world, what we do, and what it takes to work with purpose,

lead with impact, and engage with people in a way that really makes a difference. In our ‘Work Unplugged’ podcast last week, Amrit spoke on the topic of happiness at work, and honestly, this is a topic that fills my heart. I had already written on it, shouted about it, and dreamt about how we can help the world with it, during International Happiness at Work Week back in September!  Let’s get to it!

In 2025, the evidence linking happiness at work with real business success is real and undeniable. A landmark Oxford Saïd Business School study has made it clear: happier employees are not just feeling better, they’re about 12-13% more productive than their less happy peers. Happier employees are faster at task completion, are better at problem solving, and have higher motivation across teams. As workplaces evolve, it’s time we recognised that happiness at work is not a luxury, but a powerful lever for performance. And it is a wonderful thing to be aiming for!

What’s at stake when happiness is missing from work? The costs are huge and far-reaching. Unhappy employees are more likely to disengage, miss work, quit jobs, and be less innovative, all draining organisational performance and resources. Gallup's latest global data shows only 21% of workers say they fully engage in their roles. The resulting losses aren’t just financial: low engagement corrodes team trust and creativity, and saps the resilience every company needs during times of change.

Many still argue that work is simply “just a job” and happiness belongs elsewhere. Yet, this old story doesn’t reflect the reality of human experience. Happiness is a basic condition we all seek. The American Constitution’s “pursuit of happiness” captures our universal hope for wellbeing, freedom, and meaning. Happiness motivates us far beyond tasks. We want it at home, at work, and in life. Work life and personal life are linked, and happiness in one enriches the other. From a human perspective, it matters. We seek it.

The connection is echoed across global Happiness Index rankings: societies that prioritise wellbeing and connection, like Finland, Denmark, and New Zealand, consistently report both happier people and healthier, more resilient economies. These nations place autonomy, wellbeing, and engagement at the heart of public and work life, proving that investing in happiness is both ethical and smart for business.

When organisations commit to happiness, they create spaces where people feel valued, autonomous, and connected. That’s where real creativity, resilience, and effort flourish. Employees come to work willing not just to complete tasks, but to contribute meaningfully-fuelling innovation and adaptability.

It’s not about installing ping-pong tables or offering free fruit, though those gestures have their place. Happiness emerges from meaningful and hard work; often, our greatest satisfaction comes after achieving something truly challenging. Studies show that happiness can be the result of hard work rather than its precursor, moving us beyond surface-level engagement tactics.

Amrit, in the podcast referred to Dan Pink's core drivers of intrinsic motivation. The three pillars of autonomy, mastery, and purpose. These are vital in people feeling happy. When people have freedom to shape their roles, opportunities to sharpen their skills, and clarity on meaningful impact, they thrive. Do your teams get to make decisions and experiment? Are people genuinely learning and growing? Do they get excited about the company’s contribution to society? If not, there’s opportunity for transformation.

Amrit also shared that here at &Evolve, our purpose is clear: to help workplaces evolve so people perform brilliantly and care deeply. We believe that happier workplaces create a happier world. While we knew why we are doing what we’re doing, a little refresh in the language, and getting really clear about it has helped us connect even more with our purpose.

It's rare to find organisations listing happiness as a strategic objective. When we talk about building happier workplaces, some still see it as “frivolous” or worry it leads to lower performance. The truth is, happiness at work is anything but superficial. It’s a sign of genuine, hard-earned achievement.

If you’re in a position of leadership, ask yourself: Is happiness a strategic aim in your business? Are your managers nurturing autonomy and mastery, or stifling growth through control? Are teams growing in their craft and excited about the mission? Are the right people in the right roles, able to experiment and learn every day? If not, it’s time to reshape your approach.

Organisations can and should, measure happiness directly: through surveys on job satisfaction, relationships, psychological safety, and work-life balance. Scandinavian countries demonstrate how measuring and responding to happiness leads to happier, more stable teams with lower turnover and stronger engagement. If your board isn’t talking about happiness yet, what are the hang-ups? What narratives need to change? Accept that happiness is a result of effort, not just a precursor to it.

We are used to measuring engagement scores, which we know can fluctuate daily, but happiness points to something deeper: a longer-term commitment, an enduring sense of fulfilment and pride. Ultimately, happiness at work should be a strategic objective woven into every organisation’s goals, from the boardroom to the front lines.

Amrit left us with a final thought, and it was a good one, so I shall do the same! What would need to change to make your workplace happier? This isn’t just HR’s job. It’s up to all of us, together, to pursue happiness as we shape the future world of work.

If you'd like to listen to this episode of the podcast where Amrit speaks on this subject, please click here!