“Strong relationships with colleagues can make the workplace feel like a community,” says Mr Mark Millard, a chartered psychologist. “Taking the opportunity to celebrate achievements as a group can help build stronger relationships – making it spontaneous and not feeling like a forced ‘workplace fun day’ [allows] genuine bonds to build.”

Finding humour – at the right moment – can do wonders for how we feel about work, and the environment we are part of. “Southwest Airlines is famous for its workplace culture,” says Mr Eric Chester, who helps the world’s top corporations attract, recruit and retain the right employees. To do this they prioritise candidates who smile and laugh during interviews. “[They] ask what makes them laugh or to share a funny story and encourage spontaneity – and allow employees to express their humour – it makes them and their work more engaging.”

Azure blue walls and screens promote feelings of tranquillity while also stimulating the mind, according to research from the University of Texas. “One surprising discovery was how colour impacts our perception,” says Mr Ben Channon, architect and author of Happy By Design, who gives a particularly powerful example from Tokyo, where blue lighting is used near train tracks because it has been linked to reduced suicide rates.

Identify the practical factors that make your place of work more suited to you – and ask for it. “Employers need to create an environment that suits the needs of the many,” says Mr John Walters, founder of the Questae Collective. “An attractive and magnetic office for the hybrid world – workstations, booths, cubbies, nooks, cafes, lounges, casual meeting areas, spaces with technology that we have been trained to use – eating spaces, access to gyms and walking routes help, too.”

Keen to contribute to a happier workplace for all? "Then end meetings early,” says Mr Ray Williams, author of Eye Of The Storm: How Mindful Leaders Transform Chaotic Workplaces. Research shows that short but sweet meetings are more easily absorbed and generate better ideas and solutions, too. “Above all, people will be more positive about participating."

Constantly comparing yourself to others can distract you from appreciating your own achievements. “Even successful individuals may feel unfulfilled,” Millard says. “True happiness comes from nurturing relationships, finding purpose in your work, and embracing new experiences – not just from external measures of success. Focus on your own journey.”

Studies by Deloitte confirm that employees who believe that their work has purpose are three times more likely to stay at a company longer. Ask yourself what your work values are – do they give you a sense of purpose? Then ask your manager about opportunities to contribute to meaningful initiatives. People are most content when they feel their work has a meaningful impact, as noted by the psychologist Dr Mihaly Csikszentmihalyi. His studies found that employees experiencing flow – the state of deep immersion in a task – also feel a sense of purpose and joy.

“When we are fully present, even mundane tasks like answering emails become more fulfilling,” noted Mr Thích Nhất Hạnh, a prominent Buddhist monk, who wrote extensively about bringing mindfulness to daily tasks. Focus solely on that one task to prevent burnout. A study published in the Journal Of Occupational Health Psychology demonstrated that employees who practiced mindfulness were more focused, less reactive to stress and reported higher levels of job satisfaction.

“Having workshops and training [helps to] educate, guide, inform and empower,” Walters says. While it’s the responsibility of an organisation to put these in place, ask for programmes that feel particularly beneficial to you and then actively participate when they come around. “By having a robust, well communicated and understood wellness programme where employees are met with compassion and understanding, shows that the management actually cares and it’s not just hot air.”

“Organisations can balance productivity with employee well-being by fostering a positive and inclusive culture,” Walters says. “Leaders should create a flat organisational structure that encourages open communication and compassion – one where the employees feel able to share with their leaders how they truly feel.”