Building Meaningful Employee Experiences

Building Meaningful Employee Experiences

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

 

It’s an evolution of the employee value proposition

 

We are in a new era in which employees are looking for a work experience optimized for meaning and personal fulfillment, one 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 more meaningful work. 1 in 3 would even accept a lower salary.

 

What do we mean by fulfillment?

 

Over the past two decades, engagement as a human capital concept has elevated employees to stakeholders in their own right. They have individual needs that an organization must meet if it wants 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, to one 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 generated biologically by the neurochemicals oxytocin and dopamine, which reward behaviors 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 in our brain3. Release of oxytocin and dopamine → creates the feeling of fulfillment 4. Fulfillment creates the motivation to move closer to our purpose → Step 1.

 

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

 

TOP FIVE FINDINGS

1. Workers Create the Meaning

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

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

 

2. Programs Provide Structure, but Not Too Much…

Efforts to build a more meaningful work experience will last only if workers feel they can explore. Giving them the space to develop deeper relationships, create an impact that matters to them, and grow in meaningful ways will reward both the employee and the organization.

 

3. Culture Is a Critical Factor

By focusing on specific behaviors that foster belonging, enable people to make an impact, and encourage individual growth, organizations can begin shifting toward a culture that values and nurtures a fulfilled workforce. We know that a striking number of employees, 96% of respondents, believe fulfillment at work is possible, but they need to see and feel what it looks like in practice. 31% of workers surveyed identified senior leaders as barriers to their fulfillment at work. Senior leaders must pave the way for more meaningful work; they must step up with authentic behaviors and stories that show purpose at work is possible. In addition, mobilizing informal influencers at every level will accelerate the shift toward a fulfillment mindset.

 

4. Shared Experiences Can Be Especially Powerful

Not all team experiences are created equal. 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, challenging activities that will change people’s perspective on their work and how it creates meaning for both themselves and others.

 

5. Employee Surveys Need an Update

Rethink your approach to employee surveys, since both the questions and how often they are conducted matter when trying to capture how fulfilled your people are.

More 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: sense of belonging, impact, and growth (RIG).

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