People strive to be engaged in meaningful work and most of us seek out experiences that help us grow professionally. Companies that recognize and support this basic human goal are on the path to become employers of choice.
After our basic needs are fulfilled, an employee searches for meaning and a sense of purpose in a job. People want to believe that they are providing a good or service that will help others. If, in your role as a Human Resource professional, you aren’t articulating what you care about and how you plan to make a difference, then you will need to make changes in your approach in order to inspire your employees to ensure their full engagement.
Many leaders have a wrong idea of what constitutes true engagement as it is not attained through self-gratification but through developing a sense of purpose to support the broader good. Once company leaders have identified and clearly articulated what they stand for, it’s up to the leadership team supported by Human Resources to build a bridge between the business’ purpose and the values of the employees. When leaders communicate their ideas and values, listeners filter the message and decide whether to trust their management team. When the values and purpose resonate with your employees, they will be a partner in the company’s success.
Leaders and more specifically the HR department are the stewards of organizational energy as their purpose is to ensure organizational performance, direct talent and focus and invest energy from all the individual contributors in the service of the corporate mission. A purpose-driven leadership team ensures that the energy of each individual contributor is aligned with the organizational purpose.
One of our goals since we started our firm in 1999 has been to share information to assist HR professionals in making quality business decisions by providing current information on what is happening in the work environment. Sharing how progressive companies deal with their challenges will hopefully offer you solutions for the future.
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