Traditional psychology often focuses on diagnosing issues rather than creating positive environments, says doctor of happiness Andy Cope. But there’s a different approach HR leaders can consider – fostering happiness to increase engagement and productivity. Here’s why and how HR can harness the art of happiness at work
In recent years organisations have poured time, resources and empathy into addressing workplace burnout, stress and dissatisfaction. Yet, despite their efforts, the mental health crisis in organisations has worsened. For example, according to The Health Foundation mental ill health is now the most common cause of work-limiting conditions among those aged 44 years and younger.
As Dr Andy Cope, wellbeing expert and founder of The Art of Brilliance, highlighted at the Lattiverse event from people management platform Lattice, one issue is that traditional psychology has been fixated on diagnosing what’s wrong, leaving organisations chasing symptoms rather than solutions. But, he noted, there’s an alternative that HR leaders should consider if they truly want to elevate productivity and engagement: investing in the practices of the happiest, most resilient individuals – the "2%ers."
Why shift from diagnosing problems to promoting happiness?
For more than a century the focus of psychology has been on diagnosing and treating mental health issues. This has served a purpose, providing frameworks for supporting those in immediate need. But Cope argues that this ‘illness model’ is fundamentally limited in scope.
“Despite the best efforts of 150 years of psychology – the best therapy, the best counselling, the best interventions, the best medication that we can concoct – the absolute truth day to day is that mental ill health is getting a whole lot worse, not a whole lot better. We're doing all this stuff and then it's not working. It's not fit for purpose. We are swamped by doing the same thing: trying to fix people.”
However, instead of continually diagnosing issues organisations can elevate performance by shifting towards fostering environments where employees thrive.
What are 2%ers and why do they matter?
If we’ve spent a century looking at what drags people down isn’t it time to study what lifts them up? Cope’s research delves into this very question by studying people who are happy – those he calls the "2%ers". These are individuals with an unmistakable zest for life and work. They exhibit “40% more energy when operating at their best,” says Cope. They are the colleagues who approach Mondays with a fresh perspective, viewing challenges as opportunities and setting a positive tone for their teams. This subset of the workforce not only displays high levels of happiness but also spreads positivity, creating a ripple effect that uplifts the entire team and fostering a culture where more employees feel energised and productive.
How does happiness at work boost productivity and high-performance cultures?
The potential of these 2%ers to reshape workplace culture is significant. Imagine workplaces where positivity and resilience are not isolated behaviours but widespread practices. In these settings, employees are not just ‘fine’ or ‘not burned out’, they’re actively flourishing, bringing their best selves to work and thereby raising the bar for organisational success. Cope argues that this form of positivity is not a luxury but a necessity. The pace of change, particularly in HR, has increased dramatically: “There’s been more change in the last five years than in the previous 20,” he asserts, and HR departments are feeling the strain.
Tackling “mood hoovers” to build positive workplaces
One of the biggest barriers to a positive work culture is the presence of “mood hoovers” –those who bring down morale and drain energy. These are the colleagues who greet every Monday with an “absolute nightmare” attitude, spreading low morale faster than any project deadline. These mood hoovers are reminders of why cultivating a positive atmosphere is crucial, especially in HR. “HR is the hub. HR is everybody. If HR has got irritable bastard syndrome,” Cope argues, “then we’re doomed. So we have to rise above that in HR.” As organisational leaders HR must learn to replace negativity with purposeful positivity.
To address the challenge we need to create intentional practices that help everyone, including HR, adopt a positive mindset. Techniques like Cope’s “four-minute rule,” where the focus is on being positive and attentive for the first four minutes of each interaction, can set a contagious positive tone across teams. When leaders consistently model this behaviour they help create what Cope calls a “flourishing effect” – an emotional uplift that extends well beyond a single interaction.
Actionable takeaways for HR leaders
To cultivate a happier, more productive workforce HR leaders can adopt the following strategies:
- Reframe organisational success around positivity: Recognise that traditional metrics of success, like absenteeism or productivity, don’t tell the whole story. Instead evaluate and cultivate resilience, adaptability and positivity within teams, which are foundational to long-term success
- Promote positive habits: Encourage practices such as beginning meetings with positive reflections or celebrating small wins. Encourage managers to practise the four-minute rule in daily interactions, helping them model this positivity consistently
- Identify and empower 2%ers: Rather than simply managing underperformance, invest in identifying and nurturing your natural optimists. HR leaders should encourage teams to learn from these individuals’ approaches, which may include adaptability, resilience and proactive problem solving
- Prioritise resilience as a core skill: Given the rapid pace of change HR leaders should view resilience as a crucial skill. Support employees in developing coping strategies and foster environments that encourage growth, even in challenging conditions.
Why HR needs to prioritise happiness
Cope’s research on happiness is an encouragement for HR leaders to shift from managing mediocrity to cultivating excellence. As he notes: “Fine is a really low bar.” Cope urges HR professionals to raise their expectations and create cultures where employees don’t just survive but thrive. Embracing happiness as a business strategy allows HR to build a workplace where positivity and productivity go hand in hand.