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“championing Creativity: The Benefits Of Lawyers In The Arts” – We’ve done a detailed analysis of the report, which you can read all about below, including charts of our most interesting data points. For those looking for the TL;DR version of our Workplace Happiness Report findings, we’ve rounded up what you need to know here.
The pandemic has compounded issues and points of contention in the workplace – including home workspaces – leading to lower job satisfaction and happiness, and poorer work-life balance. Improving job satisfaction means taking long-term, day-to-day actions that make the workday enjoyable and efficient for all team members.
“championing Creativity: The Benefits Of Lawyers In The Arts”
This is particularly important for junior employees, who have lower job satisfaction than senior employees. All employees, regardless of seniority, should feel valued.
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Improving employee happiness is a big issue and requires a holistic view. The core of employee happiness is the feeling of gratitude and the ability to contribute to successful projects.
Check out our detailed report below to better understand the above findings and get the details on how to impact workplace happiness in 2021.
In November and December 2021, people working in the creative industry were invited by If You Could to take a 15-minute survey on job satisfaction, work-life balance and psychological well-being. A total of 380 participants completed the survey. The main findings are highlighted below.
“Big Resignation”: More than half (58%) of respondents are looking to change jobs in the next 12 months.
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Participants were asked how much they agreed or disagreed with a series of statements related to job satisfaction, happiness at work, and work-life balance. Figure 1 summarizes the findings and shows that the majority of participants agree that if they get the job done, they have the freedom to act in a way that suits them (67%), that their work is recognized and appreciated by their line manager (61%). . and that they are satisfied with their job security (58%).
Figure 1. Job satisfaction and work-life balance. The values on both sides of the bars indicate the proportion against (left) or in agreement (right) with the statement.
Conversely, only 34% of respondents agree that they are satisfied with their prospects for career advancement, only 42% are satisfied with their salary, and 45% say their work gives them a sense of accomplishment. Around half of participants say they regularly work more than their contracted hours (46%), feel supported by their company in terms of health and wellbeing (49%), and are encouraged by their line manager to find a good working life protects. balance (50%).
Looking at differences between social and demographic groups, we found differences in job satisfaction based on gender, age, and ethnicity. Women were less likely than men to be satisfied with their pay (39% vs. 50%) and feel supported by their company in terms of health and well-being (44% vs. 57%). Ethnic minority respondents were also less satisfied with their pay than white respondents (33% vs. 45%, P<0.05). Respondents aged 40 and over were most likely to agree that they have the freedom to do what they see fit if they do work (85% vs. 61% of 30-39 year olds and 66% of 18-18 year olds). . 29). This was also seen among ethnic minorities, where 76 percent agreed with the statement about having the freedom to work in a way that suits them, compared to 64 percent of white participants.
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When comparing differences based on job role, work history, work environment and length of employment in a company, several differences in job satisfaction were found and are shown in Figure 2. Senior employees were less likely to:
People working in larger companies (100+) are more satisfied with their level of job security and (65% vs) more satisfied with their pay compared to smaller companies with 1-14 employees (50% vs 37%). are satisfied 0.50 percent. When looking at length of employment, we found that those who had worked at their company for a year or less were more satisfied with their pay compared to those who had worked for 1 to 4 years or 5 years or more ( 57.6% vs. 33% and 40% of this group are also more likely to feel supported by their line manager to find a good work-life balance (59% vs. 45% and 48%) and from a career development perspective have more self-satisfaction (47%) vs. 25% and 35%.
People who telecommute are more likely to report that they have the freedom to work in a way that they do if they do, compared to people who do a combination of remote and office work, and those who work in an office. be suitable for them (72). % vs. 68% and 55.8%. No other differences in job satisfaction were found by socio-demographic, occupational or workplace factors.
About a third of the participants suggested that improvements in management and communication would improve their job satisfaction. There were several aspects related to this topic that focused on improving project management, team communication and workflow. In addition to giving employees the freedom to manage their workload, these steps help ensure that deadlines and milestones are met and that enough people are available to meet set goals and prevent overwork and burnout. It was considered necessary.
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“Be more personal with employees. A manager should care about more than work. Taking the time to get to know employees is the key to a happy team.” Seniors aged 18-29
“Less micromanaging and giving me and other lower roles more freedom to manage their workload balance” Average 18-29 year old
Several suggested that it would be helpful to have more one-on-one meetings with their line manager to get feedback on their work and as an opportunity to provide support for a project as needed. Many people suggested that hiring more staff or short-term freelancers to support teams on projects as needed would help support employees and complete projects to a higher standard.
They should be more interested in my job. I don’t think they really know what I do or how I do it. I feel like my supervisors aren’t really engaged or involved, only when they hear me complain or when I want to talk about my salary. “I feel like I don’t have a supervisor.” Middle weight age 30-39
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“More regular reviews, more positive feedback, more senior staff fighting for change, like hiring freelancers at busy times or pulling back when we’re given too much.” Teenagers aged 18-29
A number of respondents suggested that the only thing a company could do to improve job satisfaction was to raise their salaries. This was mentioned by about 15% of all respondents, and some believed that it could be rewarded for time spent completing a project or after a review or evaluation process with opportunities for promotion beyond that. Process. Others suggested that the recount could take other forms, such as company benefits or more support for telecommuting, for example, by offering allowances to set up a home office or by subsidizing travel or overnight accommodation for when Administrative work is required.
“Pay me for what I do. “My entire career has been spent outperforming my white peers, but I’m not getting paid the same.” Middle weight 30-39 years old
About 1 in 10 people mentioned that being appreciated for what they do is important to their job satisfaction. It was often identified alongside pay and bonuses, but also included how people were treated on a day-to-day basis. For example, many respondents simply wrote that they would like their contributions to be recognized, appreciated, and celebrated. Many spoke of the need to be treated with empathy, encourage them to reach their potential and help people take pride in their work. In line with the appreciation theme, there was a need for better job security in the form of long-term contracts to help create stability.
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Understand the value of my creativity and respect the time I spend on projects. Teenagers aged 18-29
“Provide more positive feedback to team members when it’s due—whether during the project, at entry, or after the project is complete. “Especially when there are many added hours.” Teenagers aged 18-29
About 1 in 10 participants expressed a need for better career development support. A number of respondents suggested that this could be achieved by discussing with their supervisors the opportunities available for career development and what and how it might take shape. Others suggested the need for guidance to help them plan their future career goals and the paths available to them. A common suggestion was the desire to have opportunities for specific work assignments to improve skills and future prospects. For example, several participants requested more challenging work or being able to work on specific projects to help them develop their skills.
“Proactively provide professional development opportunities for me to grow as a professional. Also provide clarity or a roadmap on
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