Yes, you read that right. Happiness? Is that a real Board Mandate? The short answer to that question is yes! The Board should be concerned with the general satisfaction of the human elements in an organisation. On the national and global scale, countries are now measuring their Gross National Happiness in addition to Gross National Product. The term was first coined as far back as 1972 by King JigmeSingye Wangchuck- King of Bhutan, who was quoted to have said, ‘Gross National Happiness is more important than Gross National Product’. Good governance is key to Gross National Happiness.

This national and political shift beyond the economic and financial also represents the growing acknowledgement of the human elements at play in organisations’ core institutions. Some examples of such concepts that are gaining increasing attention which are now bubbling up to the board include human capital, talent management, culture, diversity, resilience and well-being.

Let us look at some of these topics that are now part of Boardroom discussions and how Boards can contribute:
1. Human Capital- Serving as members of boards, directors bring human capital to their companies (skills, knowledge and experience). Directors are also have a duty to ensure that there is adequate staffing and capacity within the business and well managed human capital (talent management).
2. Culture: The Board must be clear on what it stands for and influence the CEO and top management on the culture and values they would like espoused within the organisation- the tone from the top. This is because the Board is ultimately accountable for the culture that has been created and perpetuated in a company. This includes defining the preferred diversity within the company and holding management to account.
3. Innovation: To encourage creativity and problem solving, a board should thorough the CEO and management, track and receive reports quarterly on innovation initiatives and their progress, including those that didn’t work out.
4. Leadership Development and Succession Planning- The board is responsible for ensuring there is a robust leadership development program and a well-defined succession plan and career development for all staff levels to motivate staff retention and spur performance.
5. Health and Wellness- Now more than ever, the Board must advocate for the health and wellness of their employees, by enquiring on the health programmes available to support employees in their physical and mental states. The Board must be sensitive on the policies it approves and whether they promote wellness or do harm to both the human capital and society.

These are not all the initiatives that a Board can focus on for the ‘gross corporate happiness’ levels to increase in the organisations that they serve, but it is a great start. We at Akira Consult Limited are here to consult on these and other initiatives. Read more on www.akiraconsult.ke