A few years ago, we witnessed the ‘great resignation’ as people reflected on their career and life priorities following the period of lockdowns and remote working during the pandemic. These events triggered organizations to consider the reasons behind their staff’s evident lack of job satisfaction, which led to a revision of workforce policies to align with a new way of working with flexibility at its core – a system that is still evolving today.
This period was really difficult. Maintaining a balance between keeping people engaged and connected, whilst providing them with the flexibility to continue to work remotely, was a constant challenge.
Even as many organizations implemented positive people-centred policies, the question of how to keep employees motivated and engaged to bring their best selves to the workplace remained.
Linked purposes
The answer to this hinges on a simple question – why am I here and what is my purpose? In answering that question, organizations will find that the purpose of their employees is inextricably linked to that of the organization.
Not only does a clearly defined purpose serve as a guiding light for an organization – providing a sense of direction and alignment for all stakeholders – it also helps employees understand the “why” behind their work, giving them a sense of meaning and keeping them motivated.
People often seek a connection between their work and their personal purpose. A company with a strong purpose can significantly enhance its ability to attract and retain talent. Employees who feel connected with their company’s purpose experience greater job satisfaction and are more motivated to contribute.
Meaningful contribution
According to a study by the Harvard Business Review, a striking nine out of 10 employees are willing to accept a lower salary in exchange for more meaningful work. A well-articulated purpose can also enhance brand reputation, and guide strategic decision-making, ultimately contributing to long-term success and sustainability.
Richard Branson said: “If the people who work for a business are proud of the business they work for, they’ll work that much harder, and therefore, I think turning your business into a real force for good is good business sense as well.”
Organizations that are driven by a clear purpose and accept that people are their greatest asset are more likely to be successful. But it is up to the organization to involve people in their journey of purpose by educating them on why it matters and how each person can contribute towards it.
Why values matter
While purpose gives meaning to one’s work, it is the organization’s values that unify all employees under a common culture. Across multinational and multicultural firms in the UAE, values play a crucial role in transcending cultural and national boundaries.
Like purpose, an organization’s values are also intrinsically linked to an individual’s beliefs, helping to build trust and guide decision making. Trust is earned by doing the right thing — not just some of the time but all the time. For me, it is important to continually reinforce our commitment as leaders and professionals to earn our people’s and the public’s trust every day.
The power of collective action, however, does not come without disruptions. Klaus Schwab, founder and executive chairman of the World Economic Forum, said that while technology would disrupt our lives in ways we could never imagine, he believed the future must prioritize and empower individuals with values and a common purpose to combat our rapidly changing world.
Gaining competitive advantage
With the war for talent an unavoidable reality, an organization’s purpose and values can act as a brand-defining competitive advantage, distinguishing it from others, and making it more appealing to young professionals as well as the more experienced senior hires.
In my numerous conversations with my leadership team, we consistently agree that our purpose and values play a crucial role in recruiting top talent and motivating people by creating an environment where employees feel appreciated, supported and engaged.
Small acts like acknowledging each other’s contributions, embracing diverse ideas and providing a safe space for constructive conversations make a big difference in allowing people to show up to work authentically each day. Therefore, organizations would do well to embed purpose and values in their overall structure to retain passionate people, attract loyal customers and drive business performance.
Emilio Pera is CEO and Senior Partner at KPMG Lower Gulf.
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