Meaningfulness, pt 2: Higher Purpose: Buzzword or Basic Need?

I hope you all had a meaningful week! If you did, it could be because you felt you were working for a higher good. Or, as we shall see, it could be for a number of other reasons. Today’s topic, in our quest to clarify the concept of meaningfulness, is higher purpose.

In popular reports, the terms meaningfulness and purpose tend to be used interchangeably. However, in order to gain some clarity, it is worthwhile distinguishing them. As I mentioned last time, meaningfulness is a much broader concept, defined in research as the amount of signficance that work creates for a person (Ashforth & Pratt, 2003). Meaningfulness is the general sense that work is worthwhile. Purpose is the more specific feeling that your work is gearing towards goals and values that go beyond yourself. Purpose, Rosso et al. (2010) point out, is actually only one of several different ways in which work can be made meaningful (others include self-efficacy, the sense of belonging, and authenticity).

Even though purpose is not the only way of deriving meaning from work, it is certainly a very good way. Thinkers from Dalai Lama to Viktor Frankl have emphasized the innate human need to work towards a purpose, and research has shown that employees who perceive that their work moves them closer to a larger goal perceive work as more meaningful (Bunderson & Thompson, 2009; Davidson & Caddell, 1994). When people feel that their work is contributing to society or one’s community, they derive more meaning from work (Grant, 2008; Wrzesnievski et al., 2003). This sense of meaningfulness, in turn, is quite strongly related to outcomes such as engagement, work adjustment, well-being, and (negatively) exhaustion (Fairlie, 2011).

So we have established that a higher purpose is a good thing. The next question is: Has this higher purpose become more important to employees? Popular discourse is certainly implying it. Millennials, we hear, constitute the most purpose-driven generation yet. They want their work to contribute to society. So what does research has to say on this issue?

First of all, there is very little evidence to suggest that Millennials would be more focused on higher purpose than their older colleagues. So-called altruistic motives – the desire to help others through one’s work – have remained stable for basically the entire post-war period (Cogin, 2012; Hansen & Leuty, 2012; Parry & Urwin, 2011; Wray-Lake et al., 2011). It is quite telling to look at the study of Twenge et al. (2010), for example. They reviewed high school seniors’ ratings of what matters in a job from 1976 through 2006. One of the items asked the seniors to rate the importance of having “a job that is worthwhile to society”. The importance placed on this did not change at all over this period (well, it marginally decreased if we are to be strict).

What has changed in recent years, however, is popular discourse around higher purpose. Not least, the tech- and startup world has fervently proclaimed the importance of higher purpose – even though it is sometimes less than clear what the purpose really is. The way we talk about things tends to create self-fulfilling prophecies, and this case is no exception. Therefore, it is not surprising that Kuron et al. (2015) found that the perception of a socially responsible culture was important in order to attract job candidates – especially those that were straight out of school – but less useful for retaining them. The cynical interpretation of that result is that “higher purpose” has become a marketing tool. The more optimistic one is that it has become a hygiene factor: To even be considered as an employer among young attractive talents, you may have to display what good you are doing for society.

In sum, it would appear that the quest for a higher purpose in work is eternal, rather than increasing. But then why is there such an intense discourse around higher purpose right now? And why does it seem as though it has gotten more important? One probable explanation is that within many knowledge-intensive settings, we have a buyer’s market at the moment. The right talent is in short supply, which means that people with the right education and skills can pick and choose among jobs. Faced with a selection of five attractive opportunities, what do you do? You move up the hierarchy of needs. You do not have to make your choice based on pay or location, so you can afford to make it based on a factor such as higher purpose. Case in point: In a large-scale study performed recently by companies LinkedIn and Imperative, Sweden with its buzzing economy came out as the number-one purpose-driven country. 53 percent of the respondents stated that they work for purpose rather than money or status.

To some extent, then, the discourse of higher purpose might be a product of talent shortage and economic boom. Today’s professionals probably have about the same drive for purpose as yesterday’s, but it becomes more visible because they can afford to focus on it. What happens at a future downturn is yet to be seen. What we can know for sure, however, is that purpose is indeed a powerful way of motivating people, at least when you are sure you can pay the groceries.

 

Photo: https://www.flickr.com/photos/57973238@N03/

 

The Meaning of Meaningfulness

Back on track after the summer, and what better way to start the fall than by going at one of the foremost buzzwords of current people management? I am talking about meaningfulness. Ask any employer branding firm or HR person charged with talent attraction, and they will tell you that today’s talents are increasingly demanding meaning, and its cousin purpose, from their work. For instance, Swedish employer branding firm Universum proclaimed last year; “students demand a higher purpose”. Young talents today, their report stated, crave the ability to make a difference, both at work and in society. Pwc, in their Millennials at work report 2016, concluded that “millennials want their work to have purpose” – 73 percent agreed that one of their main drivers at work would be making an impact on society. Outlets such as Forbes, HBR, and Huffington Post have all repeatedly announced that any organization that wants to lure the picky Millennials will have to meet their request for meaningful work.

The hype is there, to be sure. But what is meaningfulness, really? Are we looking at a generation of benefactors who want to save the world during work hours? Or is it self-actualization and personal development that people are after? What is – pun intended – the meaning of meaningfulness? And what can organizations do to promote it? That is what we will spend the next few blog posts delving into.

As usual, in order to get behind the surface, we need to gear for a clear definition.  Research on the concept of meaningfulness is quite scattered, which is no surprise – since the term is so blurry. If we start out with the term meaning, it philosophers have, ever since the time of Aristotle, noted that this constitutes a basic human need. We want to feel like we are living for something. Thinkers such as Maslow (e.g. 1965) and Alderfer (1972) introduced the concept of meaning into the realm of work, arguing that the sense of meaningfulness was related to self-actualization.

Since then, a number of attempts have been made at jotting down what meaningfulness at work really entails. Most scholars have concluded that it is a rather broad state. It entails the sense that work is worthwhile, and that you as a person are feeling valuable, useful, and resourceful in your role (Fairlie, 2011; Kahn, 1990). Purpose in this context is a narrower concept, usually defined as a sense of direction and intentionality (Ryff, 1989). Purpose, researchers argue, is one of several mechanisms (along with e.g. self-efficacy, authenticity, and belonging) through which the broader state of meaningfulness is achieved (Hansson, 2010; Rosso et al., 2010).

My hunch is thus that the term meaningfulness, as it is used today, tends to conflate several different aspects – each of which I intend to look closer at in this blog series:

1. The (perhaps increasing) desire for work and one’s employer to have a higher purpose; an idea about a larger goal that will benefit society and/or other humans in one way or another,
2. The (perhaps increasing) need for one’s job role and work tasks to be related clearly to the bigger picture; the overarching goal of the organization – the contrary of feeling like a cog in the wheel, and
3. The (perhaps increasing) willingness for work to lead to self-actualization by means of being interesting, challenging, and stimulating.

The repeated “perhaps increasing” parenthesis above might be annoying, but it is there for a reason: With all these three topics, there are some aspects that really are eternal – but also some aspects that seem to be gaining in importance, or take new shape. We will start digging into the first one – higher purpose – in the next blog post. Let the meaningful season begin!

 

Photo: https://www.flickr.com/photos/jbrons/

Summer Is Here, and so Are Leisure Values

With Midsummer right behind the corner, Sweden is officially entering into summer mode. This also means that the blog will make a brief hiatus to grant the author some long-anticipated vacation, and we will be back on track again in August. Before we all go kicking back in the nearest hammock, however, I thought we would end with a closer look at a trend that has a clear relationship with vacation: Namely, the increasing importance of leisure values in working life.

People are often talking about differences between generations in the workplace, not least with reference to the Millennials. Readers with good memory might remember from earlier blog posts that differences are not all that overwhelming. But there is one trend that really stands out as clear, and that is the increasing importance placed on leisure values – i.e., the extent to which you desire free time, vacation, and the possibility to combine work with other life domains.

This craving did not arrive with the Millennials, though. If you look at the well-made, longitudinal research studies that exist, you are struck by how the importance of leisure time has steadily increased since the 1950s. Over consecutive generations, people are placing ever more focus on vacation, the ability to take time for family and hobbies, as well as flexible working arrangements (e.g. Smola & Sutton, 2002; Twenge et al., 2010; Wray-Lake et al., 2011). And this begins long before people have children, implying that it is not just about work-family balance. We seem to be dealing with an expression of a very broad mega-trend in society, and the prime suspect is individualization (Lyons & Kuron, 2014): Our increased focus on self-actualization and self-development.

As I have argued before, companies that are stressed about not adapting quickly enough to “the new generation” should be less concerned about Millennials being vastly different than older cohorts (they are not), and more focused on the long-term trends in what we really want from work. And leisure values stand out as one of the clearest. Really, you can think of this trend as taking at least three different expressions, all of which companies will need to consider:

1. A desire to have time for a life outside of work. People increasingly want their jobs to accommodate their private lives. For instance, with every generation, there is a lower willingness to work overtime, a higher demand for vacation, and an increased focus on hobbies and personal interests. For quite some time, we have seen companies accommodating this by allowing flexible work hours and to a lower extent telecommuting. A current example of how powerful this can be as an employer branding strategy is Spotify’s export of Swedish parental leave.
2. Wanting work to be fun. Leisure values are not only about hobbies and family time; they have also started to taint the way we view work itself. Put simply, we increasingly want work to be fun (Schullery, 2013). This can entail having access to non-work activities on company premises, such as sports facilities and nice cafeterias. But it can also be about creating an informal and open atmosphere where people feel at ease trying out new ideas – for instance, world-renowned design agency Ideo is famous for encouraging teams to make work as play-like as possible, in order to get creative ideas going.
3. An expectation not having to separate the two spheres. There is a lot of debate going on right now about whether the break-up of boundaries between work and outside life really is healthy. One thing we can say for sure, however, is that people increasingly ask for the possibility to flexibly go back and forth between the two (Twenge et al., 2010). For instance, having to ask permission to go to the hairdresser or the dentist during work hours is increasingly perceived as old-fashioned, at least in conventional office jobs. Another example is the possibility to take a course out of personal interest, which may or may not become relevant to your work later on.

As stated above, the trend of increasing leisure values is pervasive and shows no sign of plateauing. Hence, it is a good idea to put the question of how to cater for it on your organization’s talent management agenda. After our own leisure values have materialized in the shape of some well-deserved vacation, that is.

Have a great summer!

PS. Do you have ideas or requests for what you would like to read about in the fall? Please drop me an email at asplundkajsa@gmail.com – all input is warmly welcomed!

 

Photo: https://www.flickr.com/photos/malintiman/

Nordic Countries Top New Global Talent Index

It is probably lost on no one  that talent – human knowledge, skills, abilities, and drive – has come to be viewed as a top competitive resource for organizations. The same however applies to the macro-level entities of society as well: The future prosperity of countries, regions, and cities will to a large extent hinge upon their ability to attract and retain talented people.

The top-ranked French business school INSEAD has realized this, and since 2013 they therefore publish an annual report called the Global Talent Competitiveness Index (GTCI). Apart from containing highly interesting analyses of various aspects of the talent issue, the report ranks both countries and cities according to their ability to attract, enable, grow, and retain talent. The 2017 edition was recently launched, and the reading is quite a delight for Nordic people. Not only do all of us rank in the top 15 (with Sweden coming in first as number 5); we also slay when it comes to top-ranking cities. Copenhagen actually tops the entire list, followed by Zurich, Helsinki, and San Francisco. Somewhat surprisingly, Gothenburg makes quite a jump and comes in as number 5.

You might wonder why the list is not completely dominated by the famous monster cities such as London, L.A., New York, and San Francisco. The reason, according to the authoring researchers, is that the report adopts a multifaceted view of talent competitiveness. The famous super hubs are very good at attracting talent, but less apt at the “enabling” and “retaining” parts. The European cities consistently come out as better at enabling talent, i.e., make it possible for them to deploy their skills and realize their potential. This has to do with aspects such as vast investments in ICT and R&D clusters. When it comes to retaining talents long-term, a bunch of smaller cities are the ones that come out as excellent. These cities have consistently worked on offering a great quality of life, including ambitious work with sustainability, safety, culture, and healthcare access. These, it turns out, may not be the number one factors that attract huge amounts of talent – but those that get there, tend to stay.

But in addition to this, why are the Nordic countries faring so well? According to the authors, a number of factors contribute. First of all, our societies were early adopters when it came to digitalization. Vast investments in ICT, coupled with our trust in institutions and far-reaching collaboration between the state and private stakeholders, paved the way. Further, we get credit for having kept our high focus on work-life balance and flexibility in working life; factors that are now increasingly sought after by talents. In addition, the report emphasizes the many benefits of free education and generous welfare systems.

So, can we then rest on our laurels? Not really, according to the report, which also identifies a couple of important areas where the Nordics need to speed up. Most notably, the authors lament the slow adoption of digital technology in our education systems, as well as the crazy housing market in our major cities. Lots to do still, in other words – but the report certainly represents a feather in our cap as a talent region.

The whole report can be found here.

 

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