HRO Today July/August 2016 - 51

Latest Research
Purpose is inherently
about authenticity
and should emanate
from the core of an
organization: its
leaders.
sense of community among fellow employees or
understanding the company's impact.
3. Every generation wants to hear about purpose.
Employees want to understand how their work makes a
difference through stories from customers, colleagues,
and managers-not necessarily from senior leaders in
conjunction with financial, product, or service updates.
* Nearly half of Millennials prefer to hear customer
testimonials through social media, while baby boomers
prefer company websites.
* 50 percent of employees would like to hear more stories
from clients/customers about the organization's impact;
36 percent would like to hear more stories from other
employees.
4. Organizations need to better connect purpose to how
they attract and retain talent. If 79 percent of employees
and 81 percent of business leaders think purpose can
impact employee satisfaction and retention, incorporating
the company's mission in the heart of talent strategy is a
must.
* Only 29 percent of business leaders have changed or are
about to change how they recruit talent to better align
with their purpose.
* Only 27 percent of employees said they were recognized
for demonstrating purpose in their day-to-day job.
* Millennials are 5.3 times and non-millennials are 2.3
times more likely to stay when they have a strong
connection to their employer's purpose.
So what does this mean? If companies truly believe the
value of purpose, they have to change their behaviors and
start aligning it to initiatives. Four things to consider:
1. Align decision architecture with purpose. Purpose is
inherently about authenticity and should emanate from
the core of an organization: its leaders. Not only do
employees need to hear leaders speak genuinely about
why their work matters, but leaders also need to show
that the organization's purpose really is central to business
strategy.
2. Keep a pulse on what purpose means to employees.
Organizations hold the power to guide employees in
building a personal connection to the company mission,
but only when they understand and acknowledge what
matters to them. This insight provides an immense
opportunity for team leaders to be translators, connecting
organizational purpose to the roles and responsibilities of
individual team members. By helping employees answer,
" Why does my work matter? " and encouraging them to
reflect on the question, " How does my work align with my
personal values and aspirations? " managers and coaches
provide the stepping stone employees need to understand
how they, as an individual, make a difference in the
organization and beyond.
3. Communicate the human element of the business.
Employees want the opportunity to personally engage
with purpose, and not just be fed anonymous, passive
messages that provide no chance to connect. Personal
delivery and the opportunity for dialogue is imperative.
4. Incorporated the company's mission into the recruitment
strategy. A company that touts commitment to and
passion for its purpose must also recruit and cultivate
these same values in their people.
Now more than ever, companies must cultivate the power
of purpose if they are to succeed in a world where the
opportunities-and responsibilities-of business have
never been greater.
Shannon Schuyler is chief purpose officer at PwC.
JULY/AUGUST 2016
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HRO Today July/August 2016

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