Creating Meaningful Experiences for Employees

Creating Meaningful Experiences for Employees

In the new world of work, personal fulfillment—the ability to experience a personal sense of purpose and meaning—is the new standard.

This represents an evolution of the value proposition for employees

We are in a new era in which employees are seeking a work experience that is optimized for meaning and personal fulfillment, and that fosters growth and generosity. A new report, the result of a collaboration between CECP, Imperative, and PwC, explores the implications of these evolving expectations for business leaders and how a better understanding of neuroscience can help shape a more human work experience, with relationships, impact, and growth at its core.

7 out of 10 workers would consider an offer for a more meaningful job. 1 out of 3 would even be willing to accept a lower salary.

What do we mean by “fulfillment”?

Over the past two decades, engagement—as a concept of human capital—has elevated employees to the status of stakeholders in their own right. They have individual needs that an organization must meet if it wishes to succeed in the competition for talent and foster innovation. A more personal relationship with employees has paved the way for a work experience that goes beyond traditional measures of engagement, satisfaction, and discretionary effort—one that is instead based on purpose.

Fulfillment is a feeling we experience when we work with a sense of purpose, in tune with our intrinsic motivations. This feeling is biologically generated by the neurochemicals oxytocin and dopamine, which reward behaviors that we have evolved to value for our survival.

Awareness of personal purpose → aligning daily work with your purpose → 2. Focusing on relationships, impact, and personal growth → triggers a response in our brain → 3. Release of oxytocin and dopamine → creates a sense of fulfillment → 4. Fulfillment → creates the motivation to move closer to our purpose → Step 1.

Awareness of personal purpose → aligning daily work with your purpose → 2. Focusing on relationships, impact, and personal growth → triggers a response in our brain → 3. Release of oxytocin and dopamine → creates a sense of fulfillment → 4. Fulfillment → creates the motivation to move closer to our purpose → Step 1.

We can foster this at work through opportunities that emphasize relationships, impact, and growth.

TOP FIVE DISCOVERIES

Workers give it meaning

Workers give it meaning

Although the organization plays a critical role in providing the right environment for a fulfilling work experience, it is the employees who determine how to make their work more meaningful to themselves. In fact, a staggering 82% of employees agree that it is primarily their own responsibility, and 42% say that they themselves are their biggest obstacle to finding fulfillment at work. Organizations can support employees in discovering this insight through tools such as personalized resources and guided reflections.

Workers are responsible for their own fulfillment at work. 82% of workers agree that their level of fulfillment at work is their own responsibility. 42% of workers agree that they themselves are their biggest barrier to finding fulfillment.

2. Programs provide structure, but not too much of it

Efforts to create a more meaningful work experience will only endure if employees feel they can explore. Providing them with the space to build deeper relationships, make an impact that matters to them, and grow in meaningful ways will benefit both the employee and the organization.

3. Culture is a critical aspect

By focusing on specific behaviors that foster a sense of belonging, empower people to make an impact, and encourage individual growth, organizations can begin to shift toward a culture that values and nurtures a fulfilled workforce. We know that a staggering number of employees—96% of those surveyed—believe that fulfillment at work is possible, but they need to see and feel what that looks like in practice. Thirty-one percent of surveyed workers identified senior leaders as barriers to their fulfillment at work. Senior leaders must pave the way for more meaningful work; they must lead by example through authentic behaviors and stories that demonstrate that purpose at work is possible. Furthermore, mobilizing informal influencers at all levels will accelerate the shift toward a mindset of fulfillment.

4. Shared experiences can be especially powerful

Not all team experiences are the same. When designed effectively, they foster human connection and a collective sense of impact. Bringing people together for ongoing shared experiences can accelerate fulfillment while strengthening teams in the process. Aim for the sweet spot of highly meaningful and challenging activities that will change people’s perspective on their work and how it creates meaning for both themselves and others.

5. Surveys of workers need to be updated

Reconsider your approach to employee surveys, as both the questions and the frequency with which they are conducted are important when trying to gauge how engaged your employees are.

Frequent pulse surveys reveal how consistently meaningful work is being supported and reinforced. They don’t have to be exhausting; try asking three simple questions about the main sources of fulfillment: a sense of belonging, impact, and growth (RIC).

At this link, you can find the original article written by Aaron Hurst on LinkedIn