View the latest resources on purpose and fulfillment in the workplace—and why these matter to your business.
Fulfillment matters for your bottom line. It’s linked to employee performance and tenure, with 65% of fulfilled employees reporting they are in the top 20% of performers. Fulfilled employees are also 2X more likely to stay 5+ years at a company. Peer coaching is the scalable solution to helping your employees feel more fulfilled in their work.
When employees engage in peer coaching, there is a 66% chance they will be fulfilled, and 90% of people are happy to coach others.
While there are tremendous benefits to remote work, there are also challenges — particularly for those who count on the routine and social atmosphere of an office or work site. As Susan Ashford, professor of management and organizations at the University of Michigan’s Ross School of Business, and her coauthors stated in their literature review of nonstandard work, many scholars and researchers “have documented the feelings of isolation experienced by teleworkers” and have found that the experience can lead to “significantly more negative emotions such as loneliness, irritability, worry, and guilt.”
Crises reshape the workplace. They spark a shift in how people think about their jobs, their organizations and their desire to contribute to the world. As an entrepreneur starting and running organizations during the last two global crises, I have seen that along with all the pain comes an opportunity to advance progress, moving towards a more human workplace.
There's no doubt that some types of businesses have no choice but to let many employees go. But others are rushing to take such steps. Case in point: Houston billionaire Tilman Fertitta, owner of the Houston Rockets and a $4.8 billion portfolio including casinos, laid off 45,000 people. "You're doing the people a favor if you get them furloughed first, because you have them first to (the) unemployment line after the severance that you give them," he said. "It's a trick that I've learned many years ago." (Furloughs are temporary layoffs, although there's no guarantee that they'll be brought back to work.)
The COVID-19 pandemic has created a slew of unprecedented challenges for HR teams: determining which employees are expected to work where and when; ensuring workers have what they need to get their jobs done securely from home; handling layoffs and personnel changes; ensuring healthcare coverage; and much more. One of the biggest and most important is helping workers focus on business-critical tasks even as they’re caring for sick loved ones and ensuring their children get educated via remote schooling.
The COVID-19 pandemic is having widespread effects on people's mental health, with stress on the rise. A survey has found that it's contributing to a spike in burnout, and costing employers. About a quarter of workers are experiencing burnout as a result of the pandemic, while another 19% are feeling burnout for other reasons, the study by Eagle Hill Consulting found.
In trying to provide the kind of leadership employees need right now, many businesses are struggling. Executives are aware that people need to feel supported and heard through the tumultuousness of COVID-19 and the protests against the killings of Black people by police. They know that workplace cultures must provide empathy and psychological safety. But that’s much easier said than done. In many cases, past efforts to do this have failed altogether, or had only partial success, despite best intentions.
Meaningful conversation is how we learn, adapt, connect, and become fulfilled at work. This white paper highlights the data behind social learning and human connection, the major implications for businesses today and how to globally scale fulfillment.
In this Workforce Purpose Index, we uncovered something that surprised us - it is statistically impossible to be fulfilled in life if you aren’t fulfilled at work. This makes employee fulfillment, unlike employee engagement, a true imperative.
This 2018 study in partnership with PwC and CECP explores how companies can build fulfilling employee experiences. 82% of employees consider fulfillment their responsibility and are ready to shape work to be more meaningful for themselves. This new data will help you recognize and grow the roots of fulfillment within your organization.
In 2016, we conducted our second annual study of the role of purpose in the workforce in partnership with LinkedIn. This index provides data that shows the tangible outcomes of purpose-driven performance for talent and businesses.
We conducted the Purpose in Higher Education study in collaboration with the University of Michigan, Grinnell College and Seattle Pacific University—learning that 47% of college students are purpose-oriented and are raising the bar for higher education and the workplace.
We partnered with NYU to learn more about the current state of fulfillment at work. We found that only 33% of the workforce was fulfilled at work, despite 28% of people defining the role of work in their lives primarily as a source of personal fulfillment and a way to help others.