In a new series titled the Road to Success, we take a look back at some of the outstanding entries and winners of the Daman Corporate Health and Wellness Awards to help individuals and organisations learn from them and implement some of these winning strategies. In this feature, we take a closer look at the Abu Dhabi Department of Culture & Tourism (CTA) and their winning entry for the Corporate Happiness Award - Public Sector at the 2018 awards.

Setting a strategy for happiness

An informed and well-led campaign to boost employee positivity was a great success for Abu Dhabi’s Department of Culture and Tourism (DCT).

Happiness is something that every company should strive for; positive, engaged staff and satisfied clients make good business sense.

The problem however, is that happiness is a difficult thing to define and even harder to achieve.

By prioritising happiness as a clear corporate objective, Abu Dhabi’s Department of Culture and Tourism (DCT) implemented a strategy for increasing happiness at work that resulted in it winning the Corporate Happiness Award for public sector organisations at the Daman Corporate Health and Wellness Awards, 2018.

DCT’s happiness programme was rolled out in 2017, led by a happiness and wellness committee, with five ambassadors across the organization.

In order to lead a successful campaign, the committee chair received extensive training in ‘the Science of Happiness’, an initiative pioneered by the Minister of Happiness in Dubai with the aim of creating a deeper understanding of happiness in the workplace.
Participants in the programme are encouraged to explore ways of developing a more positive work environment through organisational strategy.

Armed with a better understanding of the issue, the Happiness Committee was set key objectives:
• To liaise with departments across the company;
• To explore new policies; provide ongoing communication, reinforcing objectives; and
• To lead initiatives in each sector with informed guidance and support.

In order to involve as many people as possible, the committee rolled out an ambitious calendar of 37 engagement activities through the year that were designed to appeal to a wide variety of people.

An open invitation to participate was sent to all employees, allowing them to select events based on their personal interests. This approach encouraged the engagement of an impressive 60 per cent of staff.

Feedback was vital for the committee, which has been tasked with maintaining and improving the happiness mandate for DCT.

A user-friendly ‘happiness indicator’ has been implemented to benchmark success levels. Despite a disappointing initial response rate to the happiness indicator, efforts to enable employees to thrive at work will continue.

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Do you have a corporate health and wellness initiative that helps increase employee happiness and over-all employee welfare?

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