“Happiness at work is not a luxury, but an essential condition for health, well-being, creativity and performance”

As part of The Week of Happiness at Work, Customer Contact and CX Forum talked to Jolanda Blanche, team leader at the Federal Pension Service (FPD). 

Jolanda, can you introduce the Federal Pensions Service? 

Jolande Blanche: ’Of course. The Federal Pensions Service is a major player in the management and payment of pensions for 2.58 million Belgians. We have 2500 employees who support citizens in all phases of their retirement, with a continuous focus on quality, accessibility and reliability. I work in the “Pension Connect” department which is responsible for direct contact with the citizen. Of course, this mainly concerns pensioners, but not only, we also provide information to, for example, people who are still active and want information about their careers in order to prepare their future retirement as well as possible. This means that we answer questions and requests from citizens by telephone, letter or e-mail. We also welcome them personally and handle their files at our headquarters in Brussels or in one of 11 regional offices. This operational operation is supported by what we call a “transversal management”: it manages training, the planning of tasks, centralizes our knowledge, works on the development of AI, etc. 

In concrete terms, I coordinate and supervise a team of about ten people in their daily tasks, in order to guarantee the quality of our services and to support them in their development.’ 

What do you think are the factors that contribute to happiness at work? 

‘Happiness at work is something very subjective. Each of us is different and we don’t all react to stimuli in the same way. For me, happiness at work consists of 3 important aspects. 

First: a job in which you are valorized and recognized, with constructive feedback and tailor-made challenges. A balanced workload is important in this regard. On the one hand, the job must be intensive enough to be an interesting challenge every day, but on the other hand, it must not be too hard not to ‘burn’ you. 

Fortunately, I can count on the management team above me who provide clear guidelines and sympathetic feedback. And I do my utmost to be able to do the same within my team. It is also important that we receive regular feedback from citizens about the help we have offered them. Knowing that our work is appreciated is very stimulating and motivating. 

Second: personal development through training, the opportunity to learn and evolve. All FPD staff are encouraged to participate in a process of continuous training and self-development. We have access to an extensive range of training courses. Some are mandatory if they are part of our basic competences. It is important, both for our comfort and for the reliability of our answers, that we have the necessary knowledge to carry out our daily work. 

Third: Good human relationships, a strong team spirit, mutual trust and cooperation. The FPD promotes autonomy, responsibility, flexibility and team spirit. Those are our daily guidelines. We also prefer a relationship of trust and the right to make mistakes. If one of my employees makes a mistake, I look for the cause: is there a lack of tools, training or too high a workload at a certain time? And we do everything we can to make sure it doesn’t happen again. We are result-oriented. We also collectively celebrate our successes.’ 

How do you experience these different aspects of happiness in your role? 

‘Mainly by prioritising transparency and active listening. I make sure that every colleague feels recognized in his role and that his contribution is valued, that he is the right person in the right place. I have learned to show recognition, to give thanks, verbally, in writing, collectively and individually. All these elements ensure that I stay motivated and contribute to a calm and constructive working atmosphere. 

How is the FPD working to achieve this for its employees? 

The FPD sets up many initiatives to promote well-being: there is personal guidance for employees, actions on physical and mental health and prevention of stress and burnout, support groups on work-life balance. And as mentioned, there are the regular training courses. 

But I would also like to mention the small, sometimes very informal moments of happiness that motivate us every day: a pleasant working environment, good equipment, efficient technical support, nice colleagues, water fountains, a company canteen with democratic prices and daily soup and fruit, the home-baked cakes for birthdays, our legendary team buildings and ‘afterworks’… It all contributes to genuine happiness at work. 

How do you experience this yourself with your team leaders? 

‘The management team prefers relationships based on respect and open communication. I dare to share my ideas, but also to express the difficulties I encounter, in a climate of mutual trust. This allows me to work and lead autonomously, knowing that I can count on support when needed.’ 

How do you try to be a good leader for your team? 

‘I make sure that there is an atmosphere of cooperation and mutual aid between my employees. There are weekly meetings to exchange information or communicate about complex topics. I believe that recognition, even for small gestures or successes, has a direct effect on motivation. I also attach great importance to listening, so that everyone feels heard and respected. I regularly take the time to listen to my employees, just spontaneously, or through short F2F conversations. I always try to be very available. Finally, I attach great importance to team spirit and solidarity, because these are the pillars of happiness at work.’ 

Your conclusion? 

‘Happiness at work pays off and is not a luxury, but an essential condition for health, well-being, creativity and performance. At the FPS and Pension Connect, everyone contributes to a positive working climate in which everyone can find their place, develop and feel useful. In this way, we work together on an increasingly efficient and human service.’