Employees will do more than expected, become absorbed in their work, have a greater sense of commitment to their employers, and be less likely to quit if they have a strong sense of purpose.
Motivated employees once required little more than fair wages, health care, some paid time off, and opportunities to advance within an organization. Those employees' offspring changed things dramatically. What was good enough for their parents' generation wasn't good enough for them.
Companies began adding perks. Game rooms, massage therapists, fine dining, and rewards became de rigueur. That worked for a little while. Over the last decade or so, perks have given way more frequently to purpose.
Rob Purdy is founder and CEO of CarltonOne Engagement, a talent technology company that creates engagement and reward technology solutions powering employee recognition, sales and channel incentive, and customer loyalty programs. The company's solutions include Evergrow, an all-in-one multi-experience app for the SMB market that powers climate eco-action. Recommended For You
Purpose-driven work has been studied for years. The drive for purpose has been pushed by millennials demanding more flexibility in how and when they work and a reason for committing to an organization. It turns out, meaningful work drives business results.
Purposeful work is good business
Executives know this, they're just not really doing it according to a survey conducted by the Harvard Business Review. Ninety percent of the 474 executives surveyed said their organization understands the importance of purpose. Less than half said that purpose informs their strategy or tactics.
Organizational psychologist Paul Fairlie learned how important purpose is for employees following a survey of 1,000 workers more than a decade ago. Employees will do more than expected, become absorbed in their work, have a greater sense of commitment to their employers, and be less likely to quit if they have a strong sense of purpose.
The respondents in Fairlie's survey felt the greatest connection to their jobs when the work:
- Fulfilled a life purpose
- Aligned with personal values
- Helped them be who they believed they were
- Helped them do good things in the world
Why isn't it happening?
Qualitative and quantitative evidence demonstrate the value of creating a purpose-driven culture. Yet despite that, most executives don't know how to make purpose part of their organizational culture. It usually doesn't go much further than the occasional volunteer opportunity.
Shareholders have different, short-term priorities that hinder efforts to create a purpose-driven environment. It's possible the organization's infrastructure isn't aligned to support its purpose. Staff performance targets or measurements aren't aligned to the purpose. The organization has no way to track the value gained from creating that culture. There's not enough buy-in from the organization. Sometimes, it's not communicated well.
Easier than imagined
It is possible to "bake" purpose into an organization by making it part of the rewards and recognition program.
It's great to have the opportunity to earn cool stuff, trips, cash, and other rewards for a job done well. Altruism can easily be added when that fulfillment provider develops relationships that make rewards more meaningful.
This is done by tying those rewards to causes. Environmental, social, and charitable programs are being supported through reward and recognition programs. Organizations can customize those programs to align with the motivations of their employees or the purpose of their organization.
These programs that are cause-focused are often in addition to traditional reward programs. They are a relatively simple way to provide an organization the purpose that will motivate their employees to greater results.
Creating a purposeful work environment is not daunting. It requires nothing more than a slight shift in what we as managers find meaningful. When we move to the selfless, we can help define the meaning that will motivate employees to perform with purpose.
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