Seventy per cent of employees say their sense of purpose is defined by their work, underscoring its significance in professional fulfilment. Photo: File.
Dan Schawbel says terms like ‘’purpose’’ and ‘’mission-driven’’ are bandied about in today’s workplaces – but do they have real meaning or are they just another set of corporate buzzwords?
In today’s rapidly evolving work environment, the concept of ‘’purpose’’ has become a focal point in discussions about employee engagement and retention, and corporate success.
Organisations are increasingly positioning themselves as being mission-driven, emphasising their impact on society, environmental sustainability, and employee wellbeing.
Many workers, particularly millennials and Gen Z, seek jobs that align with their values, viewing work as more than just a means to earn a salary.
However, others argue that factors like compensation, stability, and career growth are more critical than purpose, especially during economic uncertainty.
I explore both perspectives: Does purpose truly drive workplace satisfaction and productivity, or is it an over-emphasised buzzword that overshadows other crucial elements of work?
So, the argument for purpose in the workplace.
Employee engagement and motivation: When employees believe their work contributes to a meaningful cause – whether it’s improving people’s lives, driving sustainability, or advancing social good – they tend to be more invested in their roles.
Studies have shown that employees who feel a strong connection to their organisation’s mission are more likely to exceed performance expectations, collaborate effectively, and stay with their employer longer.
According to a report, 70 per cent of employees say their sense of purpose is defined by their work, underscoring its significance in professional fulfilment.
Retention and talent attraction: Surveys indicate that Millennials and Gen Z prioritise working for organisations that share their values.
A study by Deloitte found nearly 50 per cent of Gen Z workers have rejected job offers from employers whose values didn’t align with their own.
Purpose-driven organisations can differentiate themselves by embedding mission-driven values into their culture, which in turn helps them attract candidates who are genuinely passionate about their work.
Furthermore, employees who find meaning in their work are more likely to stay with their organisation long term, reducing turnover costs.
Organisational performance and innovation: Employees who believe in their organisation’s mission are more likely to take initiative, think creatively, and contribute to problem-solving efforts.
Organisations that embrace a strong mission tend to foster collaborative environments, where employees feel a sense of ownership and accountability.
Now, the argument against over-emphasising purpose.
Financial stability and compensation still matter: Many employees still prioritise financial stability, competitive salaries, and job security over mission.
In times of economic downturn or personal financial stress, a well-paying job with growth opportunities often takes precedence over one with a compelling purpose but lower compensation.
A Gallup poll found that more than 60 per cent of employees prioritise pay and benefits over purpose-driven work when making career decisions.
Purpose alone cannot compensate for inadequate salaries, lack of career advancement, or toxic workplace cultures.
Purpose can be manipulated as a buzzword: Terms like ‘’mission-driven’’ and ‘’purpose-led’’ can be used to attract talent and clients. Yet without concrete actions or ethical business practices, these claims feel hollow.
In some cases, organisations that promote purpose may fail to support employees adequately, leading to burnout and disillusionment.
Workers who are encouraged to ‘’sacrifice’’ for the greater good may find themselves overworked, underpaid, and undervalued.
Purpose doesn’t always align with job function: Not every job naturally lends itself to a larger societal mission, and not all employees seek purpose at work.
Some workers derive fulfilment from personal interests, family life, or hobbies outside of their job.
Expecting every employee to be deeply mission-driven may place unnecessary pressure on those who simply want to do their jobs well and earn a living.
Rather than viewing purpose as either essential or irrelevant, a balanced approach acknowledges that purpose is one of many factors that contribute to workplace satisfaction.
Organisations that succeed in integrating purpose effectively do so without compromising financial incentives, professional growth, or employee wellbeing.
Purpose should enhance – not replace – core workplace essentials such as competitive pay, strong leadership, and a supportive culture.
Employees should assess how much purpose matters to them personally. Some may thrive in purpose-driven roles, while others may prioritise stability, skill development, or work-life balance over mission alignment.
Recognising that different workers have different motivations allows organisations to create flexible work environments that cater to diverse needs.
Dan Schawbel is a bestselling author and managing partner of Workplace Intelligence, a research and advisory firm helping HR adapt to trends, drive performance and prepare for the future. This article is part of his Workplace Intelligence Weekly series.
