{"id":44158,"date":"2010-12-09T10:05:40","date_gmt":"2010-12-09T10:05:40","guid":{"rendered":"https:\/\/www.happinessplay.com\/blog\/?p=44158"},"modified":"2026-10-17T20:21:09","modified_gmt":"2026-10-17T20:21:09","slug":"las-rozas-village-happiness-case-study","status":"publish","type":"post","link":"https:\/\/www.happinessplay.com\/blog\/las-rozas-village-happiness-case-study","title":{"rendered":"Las Rozas Village Case Study: Training Retail Teams in Happiness"},"content":{"rendered":"

Many companies look for the happiness of their employees to raise productivity, yet often they do not know where to start. Others think they have found the formula simply because they commission expensive studies, but when it comes to practice they cannot apply any of it internally.<\/p>\n

Aristotle said that we all agree we want to be happy, but as soon as we try to say how, the disagreements begin. We love magic formulas and canned advice, yet with age we all conclude that they only lift our mood for a while. After many years of research, Happiness Play (formerly Autocoaching) shows companies how to teach their employees a methodology that supports them in reaching happiness with the resources inside each person. It is a complete method with every ingredient a person needs to turn the energy of complaining into energy that drives action and the changes they need. So it does not fall into oblivion, the Happiness Play app accompanies them day to day, always in the knowledge that happiness is each person’s responsibility.<\/p>\n

The case: Las Rozas Village<\/h2>\n

Companies such as Las Rozas Village<\/a> (Value Retail) have trusted us to raise the motivation of their employees and suppliers, who run the shops of the centre. In November 2010 the retail director, an executive concerned with the happiness of the team and of the customers (more than 100 leading brands), asked us to analyse the training and support actions that could be done with the time available. From that analysis we set a plan with three phases:<\/p>\n\n\n\n\n\n\n\n
Phase<\/th>\nFormat<\/th>\nWhat it covered<\/th>\n<\/tr>\n<\/thead>\n
1. First contact<\/td>\nTwo one-hour talks for more than a hundred people<\/td>\nThe methodology and the key idea that each person is responsible for their happiness<\/a>. The two components of managing change: courage to start and commitment to keep going. Participants worked on how to make a life map<\/a>.<\/td>\n<\/tr>\n
2. Half-day training<\/td>\nGroups of 50 people<\/td>\nThe Autocoaching methodology<\/a> in detail, to motivate people to put complaints aside and start changes that benefit themselves and their colleagues.<\/td>\n<\/tr>\n
3. Final session<\/td>\nA real case in practice<\/td>\nParticipants worked personally on every point needed so that commitment to the goals never fails: the commitment to look for a state of greater happiness.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

The aim was to move from happy employees<\/a> to happy organisations, with no advice on what is good or bad and no magic formulas or pills like those so often seen on television. Only the commitment that each person takes the reins of their own life, above all at work, and does not create toxic relationships that harm the company or those around them. Shortly afterwards the participants would have the new version of the Happiness Play app to keep their commitments in mind.<\/p>\n

What participants said<\/h3>\n