In the midst of Monday blues, when the exit door seems more inviting than your desk, finding joy at work is like chasing a mirage.

Thieves of your happiness at work could be your toxic managers, supervisors, or even stressful home environment.

However, before you make that leap, consider this: sometimes, the key to happiness is not in the escape but in reshaping your perspective. You also cannot afford to burn bridges.

Subtle signs

Swaleh Shariff, a human resource and management consultant at FTL Consulting in Nairobi draws a vivid analogy, likening certain traits to the cryptic writing on the wall from Nebuchadnezzar's tale. He suggests that, much like the ancient inscriptions, these characteristics often carry a profound, yet overlooked, message.

"They [people who are planning to quit] do not participate in meetings, they withdraw from tasks and assignments and do not go the extra mile for the employer," he says.

Furthermore, Mr Shariff says that these employees deliberately decline new assignments and choose not to work overtime.

"Most of the time, they appear absent-minded," he adds.

It could also be helpful to identify the causes of your professional discontent. �When you have a sense of malaise, you begin to question everything."

Strategies to find happiness

Mr Shariff and Elizabeth Biamah, an expert in human resources, concur that the responsibility of discovery is a joint effort, with each party contributing their part.

Ms Biamah observes that if colleagues are the source of discontent, you should establish and uphold boundaries to prevent office gossip.

"Be good at your craft so that you avoid being dragged into unnecessary workplace politics," she says.

Additionally, Ms Biamah points out that self-awareness shields you against unwanted views that can harm your sense of self-worth.

"Recognising your talents and strengths will enable you to refute and dismiss any negative perceptions about your abilities."

What employers can do

While outcomes are the lifeblood of an organisation, Mr Shariff notes that since employees are the backbone of any company, employers should regularly have staff engagement activities to assess their well-being.

"For instance, the surveys should enable the staff to give their opinion of things that are of concern to them," he explains.

The findings of these surveys should highlight to the employer the areas requiring attention, accompanied by specific action plans and definitive timelines for resolution.

"More often than not, topics concerning reward and recognition strategies arise. At least after every two years, it's recommended that companies reassess their compensation structures and conduct salary reviews," he elaborates.

This ensures they align with market benchmarks and that employees are placed in the appropriate salary bands.

However, Mr Shariff puts a caveat on the surveys, emphasising that they should be conducted externally and independently.

Employers should also evaluate the leadership within the organisation to ensure that those in senior management positions are suited for their roles.

"The evaluation is not to undermine their potential, but to build, enhance and enable quality leadership," he emphasises.

Mr Shariff notes that certain organisations are riddled with intense politics, often sparked by conflicting interests among senior managers or succession-related disputes.

Mr Shariff also notes that adhering to outdated policies can contribute to employee dissatisfaction. A prime example is the absence of diversity, equity, and inclusion (DEI) policies.

"In earlier times, employees faced discrimination based on race, gender, or ethnicity, which often led to them being overlooked for promotions and succession opportunities. However, with the creation of DEI policies, such employees are not overlooked."

Many employees find themselves trapped in this turmoil, leading to discontent. Nonetheless, it falls upon the employers to regulate and manage such internal politics.

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Stanley Hammond

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