Work happiness: why coaching is central to making it a right, not a perk

On September 3rd, Lord Mark Price - former Waitrose boss and UK trade minister - formally launched the Work Happiness Charter, a global framework calling for happiness at work to be treated as a fundamental right, on par with safety and equality. Backed by seven years of research through his consultancy WorkL, the charter set out 10 employee rights and 10 responsibilities, aiming to codify what it means to be happy at work.

Lord Mark Price has emphasised the business case for happiness, stating that a happy workforce isn’t just good for people; it’s good for business too. He is calling on leaders across business and government to recognise happiness at work not as a luxury, but as a right and encourages everyone to work together to create a future where work is more fulfilling and productive.

What’s in the charter?

Rights include:

• Fair pay
• Recognition for good performance
• Safety
• Training and development
• Respect
• Support when needed
• Equipment
• Information
• Being listened to
• Opportunity

Responsibilities include:

• Giving your best effort
• Developing yourself
• Having the best interests of your organisation
• Punctuality
• Positivity
• Giving constructive advice
• Taking responsibility
• Honesty
• Truthfulness
• Upholding the law

The charter draws on WorkL’s global dataset of employee sentiment, with tools like the Happy at Work Test taken by over a million people worldwide.

Organisations using these tools reported higher retention and improved productivity, demonstrating that happiness could—and should—be tracked just like safety or compliance.

The coaching connection

So, where does coaching fit in? Coaching is the practical engine that turns the charter’s principles into reality:

• Coaching delivers on rights: It provides the training, development, recognition and support that employees need to thrive.
• Coaching empowers responsibilities: It helps individuals take ownership of their growth, effort and positivity.
• Coaching for leaders: The charter challenges HR and leaders to make happiness measurable and actionable. Coaching equips leaders to create cultures of respect, recognition and growth.

WorkL’s research showed that happier employees were more productive, better paid, more likely to be promoted, and less likely to be sick. Coaching bridges the gap between aspiration and action—helping organisations move happiness from a perk to a measurable, enforceable workplace right.

A challenge to HR and leaders

The charter raises key questions for HR leaders: Where does happiness fit into their remit? Would it become a new area of accountability? With happiness now positioned as a measurable workplace right, organisations are likely to reconsider how they support their people. Some may choose to embed these principles into their culture and policies, while others might take a more symbolic approach.

What matters most is that the charter’s introduction has opened up fresh dialogue about how employers can take meaningful responsibility for the overall wellbeing of their people, with happiness and satisfaction now joining safety and fairness as essential priorities in the workplace.

"The charter gives organisations a clear framework for what happiness at work should look like. Coaching is the tool that helps leaders and teams turn those principles into everyday reality - making wellbeing and fulfilment part of the culture, not just a tick-box exercise," comments Karen Smart, head of consultancy, AoEC.

Call to action

• Sign the charter: As individuals or organisations, commit to making happiness at work a right.
• Invest in coaching: Use coaching to embed the charter’s principles and create a culture where happiness is not just encouraged but expected.
• Measure what matters: Track happiness alongside safety and compliance and use data to drive improvement.

How organisations choose to engage with the charter will be telling - some may see it as a marketing opportunity, while others will use it as a foundation for genuine change. What’s clear is that its launch should spark important conversations about the evolving responsibilities of employers, extending beyond safety and fairness to include satisfaction and happiness as essential elements of working life.