Happiness is a state of mind that all of us aspire for. As human beings, it is the pursuit of happiness that keeps us motivated and evolving to a higher ground. As organisations, it is the collaboration of satisfied employees united in achieving its vision and mission objectives.

There is a systematic approach to achieving happiness in the workplace. The UAE is making gigantic strides towards maintaining its position as a leading career destination, particularly with the recent endorsement of the ‘National Positivity and Happiness Programme’ by His Highness Shaikh Mohammad Bin Rashid Al Maktoum, Vice-President and Prime Minister of UAE and Ruler of Dubai, to instill happiness and positivity not only in the workplace, but also in every facet of society. Overseeing this initiative is the recently appointed Minister of Happiness, Ohood Al Roomi, to govern the enterprise and its objectives.

Happiness in the UAE can be achieved through the cooperation of its resident population and commercial establishments in complying with national directives, with the combined efforts being orchestrated by the UAE government.

The ‘World Happiness Report’, a measure of happiness published by the United Nations, reveals that the UAE ranked 28th (with 6.573 points) in 2015. If we split the UAE into its two major population factions of Emiratis and expats, the result would be an average of 7.06 points (ranking 15th) for Emiratis, and an average 6.48 points (ranking 31st) for non-Emiratis.

Scoring higher in this index, the Emirati population derive their rating as a result of national pride, government and social services. A colossal milestone in Emirati happiness is the ‘Happiness Meter’. Successfully deployed across government establishments in Dubai, they are fundamentally in place to gauge customer satisfaction, gather feedback and measure levels of happiness across the nation. In the foreseeable future, Happiness Meters are expected to be installed within companies in the private sector too.

Many residents in the UAE own businesses that employ other residents in the nation. Often, an unbalanced work/life ratio results in general dissatisfaction on individual or corporate levels. Soon to be followed by either termination or resignation, most employers find themselves in a conundrum of being unable to satisfy and retain their human capital, and losing them out to their competition.

The human capital is a priceless asset. Every attempt must be made to retain and keep them motivated, minimising employee turnover arising from workplace unhappiness.

One of the most endorsed quick fixes in corporate circles are lifeskill enhancement and personality development courses or seminars. While they have typical advantages, they are not an end in themselves to curb workplace unhappiness.

A weekend course or an online certification won’t bring them back renewed, rejuvenated, and ready to rock. If it were that simple, everybody would be doing it, rendering employee dissatisfaction a myth.

The cost of retaining happy employees is remarkably lower than the costs associated with hiring new staff and training them, not to mention the lag in productivity during their induction and probationary period. The Corporate Happiness Programme aims to implement and sustain workplace satisfaction through its tried and tested methodologies.

However, most employers have erroneous fallacies that such an exercise will ride expenses to the roof and simply isn’t affordable. The truth is, improving happiness standards and gaining employee loyalty have very little to do with increase in salaries, or setting up a dedicated game room, or even gold memberships to exclusive health clubs, but more to do with redefining the workplace standards in the areas of purpose, leadership, influence, work/life balance, colleagues and work environment.

An optimal workplace environment benefits its employers, but most importantly, its employees. It promotes a positive and happy culture that safeguards their general well-being, ambition and security, culminating in improved performance, productivity, and sound relationships with their management.

The writer is Managing Director of Valkyrie DMCC.