The need to have meaning in one’s life is a common human aspiration that binds us together.
Some who are fortunate enough to be gainfully employed find that meaning in their jobs. But increasingly, a good job that pays the bills and provides challenge and a chance for individuals to grow is not enough. It simply can’t compete with that greater sense of purpose and mission a growing number of employees expect their organizations to provide. Several years ago, Inc. magazine published a piece, titled “10 Things Employees Want Most.” The number one thing was “Purpose.” People desire to make a difference, but it’s sometimes not enough to make that difference just by implementing good ideas and contributing to a company’s bottom line. Instead, a much deeper, individual urge exists to contribute to the greater good.
Two factors are helping to drive this. Shocking images of extreme socio-economic disparity across the world bombard us every day. Real need exists everywhere. We see people across the oceans who lack food, shelter, jobs, medicine. Sometimes that need is closer to home and it is our neighbors and co-workers who need a helping hand. That, paired with the turbulent times and unrest we face today, creates a powerful case for making a difference. People genuinely want to leave the world in a better place for their families.
Second, there is a great shift in our workforces and communities at large. The generation that has dominated the workforce over the last five decades is taking on a new role outside the workplace. As the baby boomers exit, a new generation is entering the workforce in ever greater numbers. And this generation—the Millennials—clearly has purpose on its mind. They want to make a difference in their jobs and in their communities, and they want to do it at the same time.
If individuals want purpose, and individuals make up an organization, then it follows that entire organizations are seeking to make a difference. When this happens, a new culture is born, and in this new culture, GREAT things can and will emerge.
We witnessed this at Covestro LLC. Hours after a public announcement was made about our business being separated to become its own independent entity, employees called and emailed asking if the new company would continue to support employee volunteer efforts and community programs. They demanded this engagement because it’s part of the culture we have created over decades. From this collective desire for greater purpose, Covestro’s corporate social responsibility program was born, i3 – ignite, imagine, innovate. It cuts across our education, volunteer and giving programs. It encourages our employees to work in our communities to spark an interest in something, to think about what could be and to help create it.
This drive and expectation has changed the way we do business with our employees. Imagine a company that can send teams of employees to local nonprofits to help them solve challenges, expand capacity and increase technical expertise. In return, those employees learn to deal with ambiguity, work in diverse teams and develop other new competencies. It’s people development with a social conscience. You can learn more about this new program in a recent post: Millennials’ Expectations Transform Employee Engagement: The New Corporate Philanthropy.
It’s about doing the things that companies need to do to develop and train their employees, but doing it in a way that allows employees to find that higher purpose and be a part of something greater than themselves.
At a time when companies find themselves in a talent war, especially for mid-career talent, it’s even more critical to take a strategic, holistic approach. It no longer makes good business sense to silo talent management practices, company-sponsored volunteer activities and corporate social responsibility initiatives.
Today, to develop and retain your employees, it’s not about separating those elements, but rather using an integrated approach that combines job challenges and personal growth experiences with opportunities to fulfill a higher social calling, thus providing that much-sought-after purpose by employees. And it works.
Purpose@Work is a new series of discussions designed to explore how we can infuse a deep sense of purpose into our work - through our organizations, our people, and our impact in society.
How are you taking purpose to the next level in your workplace? Let us know at PurposePlusProfit@huffingtonpost.com or by tweeting with #PurposeAtWork.
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Some who are fortunate enough to be gainfully employed find that meaning in their jobs. But increasingly, a good job that pays the bills and provides challenge and a chance for individuals to grow is not enough. It simply can’t compete with that greater sense of purpose and mission a growing number of employees expect their organizations to provide. Several years ago, Inc. magazine published a piece, titled “10 Things Employees Want Most.” The number one thing was “Purpose.” People desire to make a difference, but it’s sometimes not enough to make that difference just by implementing good ideas and contributing to a company’s bottom line. Instead, a much deeper, individual urge exists to contribute to the greater good.
Two factors are helping to drive this. Shocking images of extreme socio-economic disparity across the world bombard us every day. Real need exists everywhere. We see people across the oceans who lack food, shelter, jobs, medicine. Sometimes that need is closer to home and it is our neighbors and co-workers who need a helping hand. That, paired with the turbulent times and unrest we face today, creates a powerful case for making a difference. People genuinely want to leave the world in a better place for their families.
Second, there is a great shift in our workforces and communities at large. The generation that has dominated the workforce over the last five decades is taking on a new role outside the workplace. As the baby boomers exit, a new generation is entering the workforce in ever greater numbers. And this generation—the Millennials—clearly has purpose on its mind. They want to make a difference in their jobs and in their communities, and they want to do it at the same time.
If individuals want purpose, and individuals make up an organization, then it follows that entire organizations are seeking to make a difference. When this happens, a new culture is born, and in this new culture, GREAT things can and will emerge.
We witnessed this at Covestro LLC. Hours after a public announcement was made about our business being separated to become its own independent entity, employees called and emailed asking if the new company would continue to support employee volunteer efforts and community programs. They demanded this engagement because it’s part of the culture we have created over decades. From this collective desire for greater purpose, Covestro’s corporate social responsibility program was born, i3 – ignite, imagine, innovate. It cuts across our education, volunteer and giving programs. It encourages our employees to work in our communities to spark an interest in something, to think about what could be and to help create it.
This drive and expectation has changed the way we do business with our employees. Imagine a company that can send teams of employees to local nonprofits to help them solve challenges, expand capacity and increase technical expertise. In return, those employees learn to deal with ambiguity, work in diverse teams and develop other new competencies. It’s people development with a social conscience. You can learn more about this new program in a recent post: Millennials’ Expectations Transform Employee Engagement: The New Corporate Philanthropy.
It’s about doing the things that companies need to do to develop and train their employees, but doing it in a way that allows employees to find that higher purpose and be a part of something greater than themselves.
At a time when companies find themselves in a talent war, especially for mid-career talent, it’s even more critical to take a strategic, holistic approach. It no longer makes good business sense to silo talent management practices, company-sponsored volunteer activities and corporate social responsibility initiatives.
Today, to develop and retain your employees, it’s not about separating those elements, but rather using an integrated approach that combines job challenges and personal growth experiences with opportunities to fulfill a higher social calling, thus providing that much-sought-after purpose by employees. And it works.
Purpose@Work is a new series of discussions designed to explore how we can infuse a deep sense of purpose into our work - through our organizations, our people, and our impact in society.
How are you taking purpose to the next level in your workplace? Let us know at PurposePlusProfit@huffingtonpost.com or by tweeting with #PurposeAtWork.
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