As we celebrate the International Week of Happiness at Work, taking place from September 23 to 27, organisations around the globe are reflecting on their strategies for fostering supportive and engaging work environments. At Intercontinental Trust Limited (ITL), the commitment to employee happiness is an ongoing endeavour, not just a seasonal initiative. We spoke with David Botte, HR Director at ITL, to explore how the company prioritises employee well-being and cultivates a culture of happiness.
Defining employee happiness at ITL
Employee happiness at ITL is a multifaceted concept that goes beyond mere job satisfaction. According to David, the organisation recognises that happiness encompasses various dimensions of the employee experience, including engagement, well-being, and overall job satisfaction. To measure these aspects effectively, ITL has conducted internal surveys and is now in the process of partnering with an external organisation to implement a comprehensive employee engagement survey in the coming year. This proactive approach demonstrates ITL’s commitment to understanding and enhancing the happiness of its workforce.
The decision to expand its survey efforts stems from the desire to delve deeper into the nuances of employee experience. By collaborating with an external partner, ITL aims to leverage specialised expertise that can yield valuable insights and recommendations for fostering a happier workplace.
Cultivating a supportive company culture
ITL’s organisational culture plays a key role in its strategy to promote employee happiness. David highlighted the importance of team-building activities, which are allocated in each department’s budget. These activities provide employees opportunities to bond and step away from their daily routines to reflect and rejuvenate. For instance, ITL participates in local sports events, such as the Mauritius Finance Sports Day and the Standard Chartered Cup, where teams compete, fostering a sense of collective achievement and camaraderie.
In addition to sports events, ITL organises quarterly happy hours and annual family fun days. These gatherings are designed to promote inclusivity and create a sense of belonging among employees and their families. During the family fun day, employees had the opportunity to connect with management and colleagues in a relaxed atmosphere, which David noted helps build relationships that enhance workplace dynamics.
The III Programme: International Insights Initiative
A noteworthy initiative that illustrates ITL’s commitment to employee growth and engagement is the International Insights Initiative (III) Programme. This programme, now in its second edition this year, offers employees with a unique opportunity to gain international experience by working in ITL offices in Seychelles or South Africa for two weeks.
Employees who have completed 12 consecutive months with ITL are eligible to apply for this enriching experience. Participants will continue their day-to-day responsibilities while also taking on a special assignment designed to foster collaboration with colleagues from different locations. Not only does this programme allow employees to broaden their horizons and gain valuable insights, but it also encourages cultural exchange and strengthens connections within the global ITL community.
David expressed his enthusiasm for the III Programme, emphasising how it enhances employee engagement and reflects ITL’s commitment to continuous professional development. The programme aligns perfectly with the organisation’s goal of creating a stimulating work environment where employees feel valued and empowered to grow.
Strategies for employee reflection and growth
David highlighted several strategies that ITL employs to encourage employees to reflect on their happiness levels and areas for improvement. The upcoming employee surveys, coupled with focus group discussions, will provide a platform for actionable strategies for enhancing workplace happiness.
Moreover, ITL is committed to fostering a culture of continuous learning and improvement. David emphasised that ongoing training and development opportunities are meant for keeping employees engaged and motivated. The company has implemented a planned training calendar that includes a range of workshops and professional development sessions.
An example of this commitment is the buddy system that ITL has established, where experienced employees mentor new hires. This approach not only facilitates the onboarding process but also helps newcomers feel supported and integrated into the company culture. David emphasised the value of peer mentoring, noting that it allows new employees to discuss challenges and seek guidance in a more informal setting, fostering connections and enhancing job satisfaction.
The impact of recreational activities on workplace atmosphere
The various recreational activities organised by ITL significantly contribute to a positive workplace atmosphere. David elaborated on how sports and team-building events create connections among employees, especially among new recruits. Engaging in activities like football or bowling enables team members to bond outside the confines of their work responsibilities.
These social interactions play a crucial role in enhancing communication and collaboration within teams. Employees who participate in recreational activities tend to establish stronger relationships, which can lead to more effective teamwork and a greater sense of community. David stressed that this sense of connection translates into a more supportive work environment where issues can be resolved more easily.
In addition to promoting teamwork, these activities also serve as a platform for employees to showcase their talents and interests, reinforcing the notion that happiness at work is not solely about job responsibilities but also about personal fulfilment and connection.
Gathering feedback and continuous improvement
As part of its ongoing commitment to employee happiness, ITL values feedback from employees on the effectiveness of its initiatives. David mentioned the importance of gathering testimonials and insights from staff about their experiences with various programmes, such as the family fun day and the III Programme. Positive feedback not only serves as motivation to continue these initiatives but also provides a basis for refining and expanding them in the future.
For instance, during the family fun day, many employees expressed gratitude for the opportunity to connect their families with colleagues and management. This event allowed families to put faces to names and strengthen relationships that extend beyond the workplace. Feedback like this reinforces ITL’s commitment to fostering an inclusive environment that values employee engagement and well-being.
Looking ahead: Future initiatives, goals and commitment to happiness
Looking forward, ITL is dedicated to continuously evolving its approach to employee happiness. David mentioned that the company is exploring new initiatives that align with its values and support employee growth. Beyond the surveys and focus groups, ITL is also considering additional wellness programmes, on top of initiatives already in place to address specific employee needs.
The ongoing development of leadership programmes, training sessions, and team-building activities will continue to be a focus for the organisation. By actively seeking input from employees, ITL aims to create a work environment that reflects their needs and aspirations.
As ITL demonstrates through its various initiatives, fostering happiness in the workplace is not a one-time effort but an ongoing commitment. Indeed, David’s insights reveal that at ITL, happiness at work is not just a goal but a fundamental aspect of the company’s ethos, ensuring that every employee feels valued and empowered to thrive.
In our next blog, we would like to explore how ITL uses open communications and wellness programmes to ensure mental and physical well-being, towards building an organisation where employee happiness goes beyond seasonal initiatives such as the International Week of Happiness at work. Instead, happiness at work is a way of life and part of the very fabric of ITL.
