80% Candidates Prefer A Job They Like, Even If It Pays Less: TimesJobs.com Study

Employees who love their job are more productive than the others. Key corporate factors that get positively affected by happy employees include shareholder ROI, higher customer satisfaction levels, increased revenue/profitability

Nearly 80 per cent candidates have mentioned that they would rather have a job they like with less salary, than a job they don’t like but which pays well, revealed a TimesJobs.com study.

According to Lovleen Bhatia, co-founder and director, Edureka, giving each individual a sense of ‘we at our organisation’ makes a lot of difference to the overall performance and output. “We at Edureka make sure that our employees are always motivated and love the significant role they play as an individual professional.” He added that to do this the organisation has to offer a positive work environment and focus on individuals’ career advancement which is just the beginning of helping employees feel at home.

Instilling feeling of job satisfaction and happiness is not a one-off task; organisations have to initiate the process from the initial hiring stage. Aravind Sankaran, director of global marketing and sales (Far East), Marlabs Inc. elaborates on this…

The interview stage: While there may be exceptions to the rule, matching a job opening with a prospective employees’ interest and career path is foremost! Being candid about the company, its plans, culture and career options will ensure that the surprises are lessened as and when one takes up the role. This way, non-job disturbances will be minimal or eliminated.

The orientation stage: Every company has its own unique culture. Paying serious attention and investing time in ensuring that the employees fit into the organisational culture will help them to start enjoying the environment.

The mentorship stage: Having a serious mentor-mentee plan in organisations is important to ensure that expectations vis-à-vis actual performance is monitored and course corrections are done to ensure employee success. Also, red flags can be observed and necessary actions can be taken.

The incentivising stage: Points 1 through 3 will ensure that employees will proudly wear the brand on their sleeve and become brand ambassadors. Rewarding them for going that extra mile to promote the brand will make them more engaged and connected with the brand.

The continuous engagement stage: It goes without saying that from the time the employee joins till they leave; continuous engagement is a key tool to ensure that they love their company, job and environment. Most importantly, an alumnus promoting the brand betters its strength.

Over the years organisations have understood that if they want their employees to take risks, they have to give them permission to fail. “We don’t have a pink paper policy; we encourage employees to take up challenges and not to challenge their limits,” said Bhatia.

Involving employees in every major decision is crucial. Benefits such as clear and frequent communication on company happenings, individual and department direction, and big-picture company direction, make all the difference in employee happiness. “Companies should consider surveying their own workforce to gauge their satisfaction levels. Insights from employees can point employers in the right direction for shaping a more a positive and creative work environment, and for developing more formal career development programmes,” concluded Bhatia.

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