Start with the employee’s thoughts
Select an unhappy employee and respond to their actual complaints. Compare current pay with expected pay, especially after a promotion or training. A suitable raise is a direct response to low pay satisfaction.
Uniformly cutting wages can save cash briefly while creating resignations and service gaps. There is no verified fixed pay percentage that guarantees 75% Happiness in every save.
Make breaks work
Check that staff can take a break and reach a Staff Room with enough capacity. Provide seating, food, drink and entertainment. Tour staff deserve particular attention if they are working continuously.
After building a new room, watch whether employees actually enter it, rest and meet their needs. If they do not, check distance, access and whether someone can cover their job.
Check traits and travel effects
Negative Traits can affect the employee or nearby colleagues. Avoid repeatedly sending travel-sensitive employees on expeditions without considering those effects.
Happy Thoughts can be useful for a specific qualification requirement or as a supplement. It does not replace adequate pay and rest. Use improving Thoughts and the employee’s actual Happiness value as the feedback for your changes.