Pay cheques are important, of course, but many people also want their work to “matter”.
Whether this means helping people in your local area, or contributing to a global cause like reducing waste and fighting the climate crisis, 70 per cent of respondents to a 2020 survey by McKinsey said their personal sense of purpose is largely defined by their work.
Organisations often use the promise of “purpose” at work to attract and retain employees. They may offer you the opportunity to personally contribute to doing some lasting good beyond just completing tasks and earning a wage.
This could include positive social or ecological outcomes inside and outside the organisation, such as reducing carbon emissions or creating decent jobs in economically deprived communities.
This sort of purpose-driven work can be embedded in specific roles such as sustainability manager or equality, diversity and inclusion officer. Or it could be a broader promise to use your skills and develop expertise towards public good. For example, they could offer competitions to help employees develop business solutions to social issues.
So, highlighting purpose is a good strategy for recruiting and retaining talent. But once you’re in such a job, you may find your day-to-day work doesn’t really deliver on this promise.
Maybe your employer hasn’t kept its pledge, or it’s offering a form of “purpose-washing”. This is when a company makes promises based on more than profit maximisation but doesn’t follow through with consistent actions.
Following the May 2020 police killing of George Floyd in the United States, for example, the rate of new chief diversity officers hired nearly tripled in three months versus the previous 16 months. But three years later, corporate America is now reducing diversity initiatives and associated roles again.
So, if your (future) employer promises purpose, how do you know if this will be a genuine and lasting opportunity for you to do some good through your work?
Research highlights five green flags that can show an organisation is not only committed, but can actually deliver on its “purpose promises”.
1. IT COMMITS RESOURCES
People pursuing purpose at work often face significant challenges accessing resources. Dedicating time, money, training and staff will help purpose-driven work effectively achieve objective social or ecological goals, but it also helps you feel like you are “making a difference”.
For example, your company could provide learning budgets and dedicated innovation time by default. It should also communicate these resources in job adverts and employment contracts.
Appropriately resourcing the work and providing well-being support also protects you from exploitation. When purpose is not authentic or strategically aligned with an organisation’s priorities, it can leave employees vulnerable to exploitation and burn-out.
This is what happens when organisations use the motivational power of purpose to extract value from employees by justifying extreme working hours and limited resources, for example.
Commentary: Is your employer serious about helping you find purpose in your work? Here’s how you can tell
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Pay cheques are important, of course, but many people also want their work to “matter”.
Whether this means helping people in your local area, or contributing to a global cause like reducing waste and fighting the climate crisis, 70 per cent of respondents to a 2020 survey by McKinsey said their personal sense of purpose is largely defined by their work.
Organisations often use the promise of “purpose” at work to attract and retain employees. They may offer you the opportunity to personally contribute to doing some lasting good beyond just completing tasks and earning a wage.
This could include positive social or ecological outcomes inside and outside the organisation, such as reducing carbon emissions or creating decent jobs in economically deprived communities.
This sort of purpose-driven work can be embedded in specific roles such as sustainability manager or equality, diversity and inclusion officer. Or it could be a broader promise to use your skills and develop expertise towards public good. For example, they could offer competitions to help employees develop business solutions to social issues.
So, highlighting purpose is a good strategy for recruiting and retaining talent. But once you’re in such a job, you may find your day-to-day work doesn’t really deliver on this promise.
Maybe your employer hasn’t kept its pledge, or it’s offering a form of “purpose-washing”. This is when a company makes promises based on more than profit maximisation but doesn’t follow through with consistent actions.
Following the May 2020 police killing of George Floyd in the United States, for example, the rate of new chief diversity officers hired nearly tripled in three months versus the previous 16 months. But three years later, corporate America is now reducing diversity initiatives and associated roles again.
So, if your (future) employer promises purpose, how do you know if this will be a genuine and lasting opportunity for you to do some good through your work?
Research highlights five green flags that can show an organisation is not only committed, but can actually deliver on its “purpose promises”.
1. IT COMMITS RESOURCES
People pursuing purpose at work often face significant challenges accessing resources. Dedicating time, money, training and staff will help purpose-driven work effectively achieve objective social or ecological goals, but it also helps you feel like you are “making a difference”.
For example, your company could provide learning budgets and dedicated innovation time by default. It should also communicate these resources in job adverts and employment contracts.
Appropriately resourcing the work and providing well-being support also protects you from exploitation. When purpose is not authentic or strategically aligned with an organisation’s priorities, it can leave employees vulnerable to exploitation and burn-out.
This is what happens when organisations use the motivational power of purpose to extract value from employees by justifying extreme working hours and limited resources, for example.
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