Has the time come when public sector managers should be rewarded for ensuring their staff are happy at work?

Given the recent Government stress on increasing productivity, it seems odd this is not a major reportable factor in their day-to-day operations - Gallup's 2024 State of the Global Workforce report says happier employees are up to 17% more productive. In brass tacks' terms, that's a lot of extra manpower for a relatively small investment.

Happiness matters. It matters everywhere but even more so at work where most of us spend the better part of our best years (measured in terms of mental and physical strength and intellectual firepower).

How would it work? For a start, managers would need to know two things: how happy their staff are now and what would make them more so. Now that matters since happiness is always experienced in the present. Most of the drivers of happiness have been well researched but there will be local factors which may have a disproportionate impact. The key here is carrying out an honest baseline survey and regularly testing how people are feeling.

People's agency matters - the sense they have some say in both what they do and how they do it. This will be familiar: think home versus hybrid versus office-based working. Truth is that overprescription about working methods can limit scope for creativity, and ironically, the ability to find more productive methods.

Leadership can have a disproportionate impact on their staff's happiness. Leaders who refuse to engage, listen or alter course when meeting resistance can drive down both productivity and the quality of work. Inclusive, and importantly, consistent leaders are often rewarded with loyal and productive workers.

Leaders who communicate well, especially during change, can stem the exodus of talented staff who will take flight the minute incoming bosses talk about new visions and transformation programmes. Poor communication is a key factor in the 70% of change programmes that fail, according to McKinsey.

The good news is that it's possible to increase happiness with little financial investment. First, give employees as much control as possible over their day-to-day work. Encourage creativity and praise them when they go above and beyond – simply giving out public thanks is a good start, and yet, all too rare.

Second, address poor workplace relationships. This requires time but mainly involves listening – both to the concerns of each party and by encouraging people to both listen to each other and take on board concerns.

Third, give people clarity as much as possible. We know that things have to change – it's the new norm, we're repeatedly reminded – but don't leave people in the dark. Rumours proliferate the vacuum, creating an unhealthy atmosphere.

Fourth, address workload. Yes, the public sector has been great at getting on with doing the day job in spite of staff shortages but don't make this the norm. Burnout is increasingly common and it's a function of putting too much on too few shoulders.

Fifth, be open to challenge. Don't close down uncomfortable voices or hide errors behind NDAs. Not everything works and mistakes will be made.

Sixth, remove poisonous people – put them where their talents are better served, which may not be leading staff. Not every leader is a people-person.

Seventh, manage expectations. When you're going through change, tell people from the start that not everyone will survive and that some jobs will have to change. But setting out a framework, a timescale, clear landmarks and criteria for success, will help people make up their own minds about how to manage the inevitable uncertainty.

Finally, acknowledge that happiness matters. But don't treat it as a one-off. Maintaining happiness means taking account of the factors that affect it every week. Levels of happiness will go up and down. Look to drive it up and to remove factors that depress it.

So keep asking the questions: are you happy at work and what would make you more so? The results could surprise you – and the additional productivity will astound you. Newsflash: fear doesn't work. Staff may do more at first, but at the first opportunity, they'll leave if they can. Meantime, they may mentally check out.