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Purpose-in-Organisations-P- (2)
- Having a strong sense of purpose at work is linked to long term business success and employee well-being, yet only 13% of employees report feeling engaged with their work. - Both executives and employees feel companies do not do enough to create a sense of purpose and meaningful impact. However, executives believe purpose is more integrated into business strategy than employees perceive. - While companies engage in philanthropy, transforming the business model itself could better integrate purpose, as seen in some successful examples that prioritize social and environmental impacts over only financial impacts.
Purpose-in-Organisations-P- (2)
- 1. NON-CONFIDENTIAL AND NON-PROPRIETARY,ENTIRELY SHAREABLE Purpose+, Amstel 95, Amsterdam, The Netherlands Purpose in Organisations Internal research project, Purpose+
- 2. Having a senseof purpose at work seems linked to long term business success... 90% 91% 89% 79% 94% 65% 61% 38% 19% 63% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Over the past year, my company has performed well financially' My company has a dinstinct brand that stands out among competitors' My company has a clearly defined culture and values/beliefs system' My company has strong employee satisfaction' My company has strong customer satisfaction' My company has a strong sense of purpose' My company has a weak sense of purpose' Source: Deloitte Global Human Capital Trends, 2014
- 3. ...and is definitelylinked to the well-being of employees, as one of the central pillars of well-being in global measurements Positive emotions Meaning Relations EngagementAccomplishment Source: Flourish (2011), Seligman; Building Positive Organisations (2015)
- 4. Many HR executivesbelieve that their companies struggle to instill passion and purpose in their people... 38% 38% 40% 50% 47% 50% 12% 14% 10% 0% 20% 40% 60% 80% 100% 120% Aligning our employees; personal goals with corporate purpose Integrating social, community, and corporate programs Helping employees balance personal and professional life/work demands Weak Adequate Excellent HR executives’ assessment of retention and engagement capability levels, N = 2532 Source: Deloitte Global Human Capital Trends, 2014
- 5. Organisational engagement scoresreflect this - with only 13% of employees being engaged with the work they do Source: Gallup, 2013 29 24 21 14 12 11 10 10 10 6 54 60 60 66 73 63 55 61 57 68 18 16 19 20 14 26 35 29 33 26 0 10 20 30 40 50 60 70 80 90 100 Actively Disengaged Not Engaged Engaged Percentage of people engaged (working with passion/purpose/contribution) on the planet, average worldwide score is 13%
- 6. Executives and employeesfeel the same way: they don’t do enough to create purposeful impact for their stakeholders Source: Deloitte, Culture of purpose: a business imperative, 2013 core beliefs and culture survey 68% 35% 66% 32% 0% 10% 20% 30% 40% 50% 60% 70% 80% Strong/somewhat agree Strong/somewhat disagree/not sure Executives Employees ‘Businesses do not do enough to create a sense of purpose and deliver meaningful impact’, N = 1310
- 7. ...and there arepurposeful activities for companies that contribute to a better sense of purpose in employees... 75% 69% 66% 60% 34% 46% 44% 69% 70% 64% 63% 43% 47% 49% 0% 10% 20% 30% 40% 50% 60% 70% 80% Offering employee development programs that offer education, training and/or mentorship Provide business services and products that make a meaningful impact for clients/ customers Providing business services and products that benefit society Encouraging community outreach and volunteerism Engaging in pro bono work and skills based volunteerism Adopting sustainable/ 'greening' business practices Giving monetary donations to non-profits Employees Executives ‘Which of the following, if any, do you consider to be helpful in achieving a sense of important purpose at a company?’ Source: Deloitte Global Human Capital Trends, 2014
- 8. ...but most companiesfail to integrate purpose into their core business; although executives seem to believe differently ‘To what degree are each of the following integrated into your company’s business and brand strategy (completely/very)?’ 48% 68% 59% 46% 42% 39% 26% 70% 78% 73% 57% 50% 52% 44% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Offering employee development programmes that offer education, training, and/or mentorship Providing business services and products that make a meaningful impact for clients/customers Providing business services and products that benefit society Encouraging community outreach and volunteerism Adopting sustainable/'greening' business practices Giving monetary donations to non- profits Engaging in pro bono work and skills based volunteerism Employees Executives Source: Deloitte Global Human Capital Trends, 2014
- 9. Most organisations engagein philantropy rather than business-model transformation, although there are examples in all categories 48% 39% 13% 0% 20% 40% 60% 80% 100% 120% Number of CSR programs under way in respondents' firm Philantropy Operational improvements Business-model transformation • Bloomberg Philantropy • Gates Foundation • 10% Rule Patagonia • Patagonia • Nike • Houdini cradle2cradle • Unilever Lifebuoy • Humana • All social enterprises (!) • Most new startups with triple bottom lines