Organizational happiness continues to position itself as a key axis for companies that seek to be profitable and sustainable over time.
According to a study on organizational happiness 2025, in Peru the main finding is that companies with higher levels of organizational happiness are also those that show the greatest financial solidity.
The study had 12,694 Peruvian workers, through the Building Happiness ranking, which measures internal well -being based on pillars such as commitment, valuation and sustainability.
On average, 83% of the collaborators in Peru declare themselves happy in their work, however, the report alerts on a decrease pronounced in the happiness of the youngest after their first work year, which raises challenges in attraction, retention and generational alignment.
It was also evaluated how companies’ finances are perceived according to their level of organizational happiness. In Peru, 29% of companies with high levels of happiness are considered financially very solid, compared to only 20% among those that do not invest in well -being.
In addition, among medium -sized companies, which represent a large block of the Peruvian business ecosystem, the most pronounced gap was identified: those with a low profit margin present an index of happiness (NHS) of only 31 points, compared to 73 points in the best performance.
How to turn well -being into a financial strategy?
He study Proposes practical recommendations for organizational leaders, especially from the Human Resources Area:
- Measure happiness systematically: Establishing indicators such as Net Happiness Score allows you to anticipate risks and make informed decisions.
- Investing in well -being as a financial decision: the study shows that internal happiness reduces financial risk. It is time to stop seeing it as a cost.
- Accompany the Z generation after its first year: it must be managed with adequate induction, and accompanied by mentoring and professional development routes.
- Do not cut in well -being during crises: when companies face economic tensions, it is precisely internal well -being that can cushion operational and financial impacts.
- Promote structured volunteer programs: In Peru, organizations with active volunteering showed a greater perception of financial solidity.
Generational differences and what most Peruvians value
In countries like Chile, Colombia, Mexico was observed that, at an older age, the higher level of happiness declared. In Peru, the difference between generation Z and Baby Boomers is more moderate than in other countries, but remains significant and reinforces the idea that experience and stability positively influence work well -being.
In addition, according to the answers, Peruvians value more aspects such as:
- Recognition practices
- Welfare initiatives
- Timely communication
- Positive and optimistic culture
- Development opportunities
“We know that happy employees have a better connection with customers, lower rotation and less absenteeism. All that directly impacts the results. That is why we say that happiness is not only a cultural indicator, but also financial,” explains Sebastián Ausin, Buk manager of Buk in Peru.
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