So employees want purpose at work…what does that mean?

In the face of unprecedented turnover, the complex business of employee engagement presents a challenge for today’s leaders. Many desire more “meaning” in their work, so how can something as abstract as “purpose” be delivered?

Organizational Purpose

The first part of the equation is establishing and promoting the organization’s mission; this is the rallying cry for people to get behind. 

Some would argue that the purpose of a business is to generate profit and grow year over year, but that is an outcome of delivering on a mission. Any profit comes from providing a product or service worth its price and that worth is the purpose to the customer (and possibly the purpose for the company). In delivering that product, the company may be living its purpose, or the service may be a stepping stone to the larger vision. 

This purpose can help attract people to a company as they want to be a part of the greater mission, which brings up the second part of the equation.

Personal Purpose

With a mission to believe in, people want to know they are making a real contribution.

Both sides of the equation need to be satisfied to create a feeling of purpose. Having the company mission is not enough. Consider a non-profit - the company’s mission may be to save the world, but if employees do not see how their efforts contribute to the goal, it’s hard to stay connected. 

With a world of jobs available, this disconnection quickly translates to turnover. 

Signs of Disconnection

As a leader, how is disconnection from purpose noticeable? 

One easy litmus test is the “pronoun test.” When the people in a company talk about their work, do they use first-person pronouns like “we” or the more impersonal third-person pronouns like “they?” This subtle semantic clue can point out a subconscious feeling of separation. 

As the separation grows, the signs become more overt - employees may begin to speak up less in meetings, suddenly stop offering feedback or new ideas. Often this starts before the employee is consciously aware of the shift, but if a pattern of disengagement begins, it may be helpful to check in with the employee one-on-one.

Even better than reacting to disengagement is proactively maintaining engagement. To accomplish this, leaders must continually maintain both organizational and personal purpose. For example, when introducing new projects and initiatives, they should connect the project’s goals to the company mission. For those working on the initiative, leaders should elaborate on the contributions of the individuals to the initiative - and thus the larger vision. Not only does this ensure projects align with company missions, but that the connection is understood more broadly. Repetition and commitment to this level of purpose allow people to connect to the meaning in their work. In turn, people will put greater effort and creativity into their jobs and derive more satisfaction in the process.