A study showed that almost half of today’s workforce would take a 15% pay cut to work for an organization with an inspiring purpose.
It’s a fabled story about a janitor’s exchange with President Kennedy during the early days of NASA: “What do you do?” the president supposedly asked the man with a broom during a visit to Cape Canaveral. “Well, Mr. President, I’m helping to put a man on the moon.”
Convinced that today’s workforce wants more than what they can see in their paychecks, our firm recently launched an initiative aimed at inspiring our already high-morale workforce reach new levels of engagement by reframing and elevating the meaning and purpose of their work. The results have exceeded our expectations. Our partners and employees have flooded us with stories, our morale scores have soared, and turnover has plummeted.
One of the first posters created by KPMG to launch its higher purpose initiative and two examples of the more than 42,000 purpose stories shared by employees. Courtesy of KPMG Some of our most interesting findings came from comparing survey scores of employees who said their managers discuss higher purpose with the scores of employees whose leaders don’t. While correlational and not necessarily causative, we found a strong association between leaders who talk about the positive societal impact of their teams’ work and a variety of positive human resources and business indicators.
At first, this finding seemed counterintuitive But upon more thought, we believe the downturn in morale may have resulted from the increased cynicism engendered by the perception of leadership hypocrisy .The fact that some of our leaders aren’t yet talking about higher purpose represents a huge opportunity to increase engagement levels even further.
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