the company of David Thomas, CEO of Cyberclick, won the Best Employer Award in Spain last year in a competition involving more than 40 countries. This is granted based on the anonymous opinions of its employees and the analysis of their practices in matters such as hiring, firing, internal and external communication or conflict resolution. Later, in 2015, David Tomás was recognized as a Great Place To Work ambassador in our country.

And in his role as emissary, he was encouraged to publish a book,”The happiest company in the world(Active Company) where, structured as a fictional story, he collects the 11 keys that he believes should be embraced by a corporate organization capable of disrupting the calendar and turning Monday into Friday. He himself tells us how to do it.

1.-Stop to analyze what can be done. Not everything is a question of money, that is also important, but there are people who feel dissatisfied with 6,000 euros at work. Other things, such as the compatibility of family life or flexible working hours, are valued more by employees. We don’t control the schedules or the holidays, it’s the teams themselves that are organized.

2.- People with energy. Some say that a company’s most important asset is its people, but I think the energy they bring to work is more important. We encourage entrepreneurship among workers and this helps them feel comfortable and comfortable. 99% of people are responsible and if you encourage them, they not only do what they should, they do more.

3.- Keep things simple. The excess of log slows down the processes. At Cyberclick we dispense with the noble parts and offices. For us, the well-being of the people comes before fees. Every day we send an email to everyone and ask them how they are doing and they reply through a traffic light. This is how we measure their well-being. If there is red, we care what worries them.

4.-Let everyone do what he likes best. There are too many people in jobs they don’t like, either because they don’t have opportunities or because they are influenced by the guidance of others. We have to make sure that people are happy with what they are doing because that is the best reward for effort.

5.-Learn every day. The employee is grateful when the company imparts knowledge to them when you help them grow as a person. It’s something more than work that you take home with you.

6.- You must like what your company does. As a pacifist, you’re unlikely to be happy working in a defense contractor. The philosophy and way of life of employees must be reconciled with the mission of the company, its activity and the areas in which it operates. It’s the best way to unite teams.

7.- Learn to say no. I personally don’t like balls and consider those who surround themselves with them to be insecure people. I find it far more rewarding to work with someone who disagrees, as long as they make arguments and do so with respect. When we hire someone at Cyberclick, they get a little training in assertive communication so they can say what they think is necessary without doing any harm.

8.-trust. I say it in the eighth place, but it is the most important. The others are useless if you don’t inspire trust inside and outside the organization. Economic transparency and open communication are essential for this.

9.-Another purpose beyond money. It can be social, environmental, educational or other, but when you get employees to identify with a good cause that they contribute to with their work, it’s rewarding for them too.

10.-Get employee alignment. Pulling together and sharing your values ​​is important, but they also expect recognition. Every time we hit one of the proposed milestones, we hold an off-office celebration, and that’s with the understanding that we go through a self-acceleration program every three months.

11. The virtuous cycle of happiness. By this I mean that when a person is happy at work, where they spend a large portion of their time, that’s the same state of mind they come home with, and that’s not only appreciated, it’s contagious.

beyond the keys

We already have the keys and more than revealing magic formulas, they ooze common sense. That’s why “they’re useless if there’s no will to change or intention to put the team first,” says David Tomás, who admits he felt fear of possible abuse when implanting them. “I had at least a few, but when I saw him, I fired him. The opposite also happened to me, that an employee who I valued very much left because he had other ambitions. In this case, it is only fitting to congratulate him and rejoice with him. But I’ve also seen myself with employees who were offered other jobs that cost more and preferred to stay with us.”

And it’s profitable too.

And since in the business environment there are other problems that precede the humanitarian ones, we will say that Cyberclik’s turnover is growing by 30% annually and that the workforce already includes about 50 employees distributed in small work cells among the five companies, that make up the group. “There are no excuses not to rely on luck,” concludes David Tomás.

company management