Happiness @ Work provides evidence-based strategies to meet your unique organizational needs. We partner with you to identify opportunities for improved engagement, retention, and organizational performance.
Alex Bratty, MBA, PhD
Research Strategist & Champion for Positive Work Culture
Alex Bratty is an organizational psychologist with over 20 years of research and business experience. From management at a Fortune 100 company to partner in a multi-million dollar firm, to building a multi-six figure business. She currently runs AB Research/Happiness @ Work – a full service research consulting firm specializing in data-driven strategy that leads to better employee well-being, job satisfaction, and team commitment.
Alex Bratty, MBA, PhD
Research Strategist & Champion for Positive Work Culture
Alex Bratty is an organizational psychologist with over 20 years of research and business experience. From management at a Fortune 100 company to partner in a multi-million dollar firm, to building a multi-six figure business. She currently runs AB Research/Happiness @ Work – a full service research consulting firm specializing in data-driven strategy that leads to better employee well-being, job satisfaction, and team commitment.
She is an expert in measuring opinions, attitudes, and behavior to understand how organizations can improve. Over the years, Alex has handled more than $10 million worth of research studies and worked with a range of clients, including Achieve, The Art Institutes, the Biotechnology Industry Organization, Turner Broadcasting (CNN, HLN, Turner Sports), Pew Charitable Trusts, Scripps Networks, Stanford University, and The Gates Foundation, to name but a few.
Prior to founding her own firm, Alex was a partner at Public Opinion Strategies, where she worked for 11 years with several of the smartest minds in the survey research business. She also served as the Audience Research and Business Development manager at MSNBC, leading efforts to increase the cable channel’s viewership. Her work has taken her across the globe, running research projects in Haiti, Indonesia, and Iraq. And her psychology research has contributed to understanding the impact of strengths interventions in the workplace. During her time in Washington, D.C. she frequently appeared on Fox News Channel and was published in The Hill and The Washington Post.
Originally from Northern Ireland, Alex proudly became a United States citizen in 2008. She received her Bachelor’s degree at the University of Edinburgh, Scotland for dual honors in business studies and French, followed by her Master of Business Administration from Villanova, PA, and her Ph.D. in organizational psychology from Capella University, specializing in the application of positive psychology in the workplace. She lives in Las Vegas with her husband and their three golden retrievers, Sunny, Glory, and Hannah.
Q & A with Alex
Why does measuring attitudes and behavior matter for my organization?
Organizations should want their people to do their best work. I’ve navigated many different company environments and have experienced some that have no psychological safety. In these cultures, I want to show people how to form positive and secure environments. A fundamental part of this process is measuring an organization’s current culture, its desired culture, and its progress in meeting that goal. Without measuring these key elements, most organizations are like a ship without a rudder.
While earning my Ph.D., I am focused on how the principles of positive psychology and taking a strengths-based approach can bring benefits to the workplace. I love bringing tried-and-tested methods of how to produce real fulfillment for people at work, so they want to stay and bring their A-game every day. My ultimate goal is to create cultures where people are genuinely engaged and performing at higher levels.
What expertise do you bring to organizational development and workplace culture?
My expertise is both practical and grounded in evidence-based research. In my 20 years of business and research experience, I have lived first-hand what it takes to increase employee engagement, productivity, and performance in a corporate and entrepreneurial environment. For example, in an organization with a fear-based culture and high turnover, I pioneered a positive approach to leading teams and developing individuals. In another organization, where failure was rewarded and employees were lethargic, I injected energy and initiative to revitalize departments. This real-life experience has been enhanced by my doctoral journey as I have studied predictors of soft skills, how to increase self-awareness in leaders, and methods to improve performance and well-being of employees by developing and leveraging strengths.
What are some best practices for leaders to improve culture & employee engagement?
1. Listen first, then take action. What I mean by that is leaders need to first understand the strengths and interests of their employees. Gone are the days of just having people meet a list of job requirements—that’s a surefire way to create a revolving door of constant hiring and training. Instead, leaders need to work with employees to identify what they’re best at and deploy them accordingly. Plus, don’t forget to check in regularly rather than waiting for the annual review.
2. Focus on positive energy. One of the most untapped (and free!) resources in organizations is the energy of its people, and yet its impact is massive. Energized employees are more engaged, better performers, and better mentors. Leaders need to cultivate positive energy in the workplace to increase motivation and productivity.
3. Foster a culture of psychological safety. If you want to get the best from your employees every day, they need to be themselves and be able to experiment and make mistakes. Counter to conventional wisdom, this does not lead to a lack of accountability or chaos. Instead, it leads to greater innovation and creativity, and high-functioning teams.
4. Recognize and reward. People need to know that they matter and have purpose in their work. Simple methods of expressing appreciation and recognition go a long way to making employees feel valued, and they increase motivation, loyalty, and retention.
5. Develop people. Compensation matters, of course. But after that, one of the top reasons employees choose to stay with a company is if their manager and the organization offer opportunities for learning and development. Make sure you’re offering clear pathways for progression and promotion.
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