12/27/2023 0 Comments Live it and stay low key meaningCompanies therefore need to meet employees where they are in order to help them optimize their sense of fulfillment from work. The upshot is that while companies and their leaders can have a big influence on the individual purpose of their employees, they have limited direct control over it. There are clear patterns, or purpose archetypes, that help employers categorize what people find meaningful, but ultimately someone’s purpose can be as varied as people themselves. Individual purpose can be thought of as an enduring, overarching sense of what matters in a person’s life people experience purposefulness when striving toward something significant and meaningful to them. The survey is part of an ongoing McKinsey research effort to better understand the role of purpose in organizations.īefore exploring the findings, though, it’s useful to consider the context in which individual purpose operates at work, as well as the unique challenges it presents for employers. The respondents represented a range of ages, incomes, roles, and tenures. 1 This article draws upon a survey we conducted in August 2020 of 1,021 US workers. To understand the challenge, we surveyed more than a thousand US employees about individual purpose and the work and life outcomes associated with it. And if you approach your people with inconsistency, hypocrisy, or arrogance, you will likely do the organization-and your reputation-more harm than good. The prize? If you get this right, you can help your company become a better place to work and tap the enormous business potential of a purposeful workforce aligned with a purpose-driven organization.īut be careful: purpose is not just “another corporate initiative.” You can’t mandate this. In this article, we describe the role that work can play in individual purpose, highlight what employees want from employers and what they aren’t getting, and describe what you can start doing about it. And you have your work cut out: our survey also found disparities in how frontline employees and other groups feel supported-or thwarted-in living their purpose at work. So, like it or not, as a company leader you play an important part in helping your employees find their purpose and live it. The topic is intensely personal, potentially inaccessible to employers, and seemingly as uncomfortable to discuss as it is to actively encourage.ĭespite these challenges, our research found that 70 percent of employees said that their sense of purpose is defined by their work. Nonetheless, if you’re like most senior executives, you haven’t given the individual purpose of your employees much thought. Moreover, when employees feel that their purpose is aligned with the organization’s purpose, the benefits expand to include stronger employee engagement, heightened loyalty, and a greater willingness to recommend the company to others. They are also healthier, more resilient, and more likely to stayĪt the company. People who live their purpose at work are more productive than people who don’t. Such findings have implications for your company’s talent-management strategy and its bottom line. Millennials were three times more likely than others to say that they were reevaluating work. And nearly half said that they are reconsidering the kind of work they do because of the pandemic. Nearly two-thirds of US-based employees we surveyed said that COVID-19 has caused them to reflect on their purpose in life. Your employees are reconsidering you, too. If the tumult of 2020 has prompted your organization or leadership team to reconsider people priorities such as employee well-being, resilience, or purpose, then you’re in good company.
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