TRANSFORMING DISCONTENT INTO ALIGNMENT: UNLOCKING THE POWER OF SUSTAINABLE TALENT ADVANTAGE
A growing sense of discontentment and disillusionment among workers in recent years signals a significant shift in attitudes towards the traditional employer-employee relationship. The great resignation, characterized by a surge in voluntary resignations and workforce turnover, reflects a widespread desire among employees to reassess their career priorities and seek out opportunities that offer greater fulfilment, purpose, and work-life balance. Individuals seem to no longer be willing to tolerate jobs that fail to align with their values, aspirations, or personal well-being.
A Gartner survey published in January 2022 reports that 52% of people said the pandemic made them question the purpose of their job and 65% said it had made them rethink the place that work had in their life.
On the other hand, silent quitting refers to a subtler form of disengagement, where employees mentally and emotionally detach from their work without necessarily leaving their jobs. This phenomenon often stems from feelings of burnout, dissatisfaction, or a lack of alignment between individual values and organizational culture. "Misalignment Burnout," characterized by engaging in activities conflicting with one's values and beliefs, results in a disconnect between personal and professional identity, representing another symptom of employee values misalignment.
Silent quitting may manifest as reduced productivity, disinterest in professional development, or increased absenteeism, posing significant challenges for employers in terms of maintaining workforce morale and productivity. Gallup's 2023 "State of the Global Workplace" report states that 59% of the global workforce consists of quiet quitters.
The importance of meaningful work, however, is not a new concept. Research has long shown the benefits of alignment between individual and organizational values in driving performance. The more employees find personal purpose and meaning in their work, the more committed they are to the organization. Successful companies tend to be more ideologically driven and less profit-oriented. Fortune 500 CEOs seem to agree in the Fortune CEO Survey, with only 7% believing their companies should “mainly focus on making profits and not be distracted by social goals.” Aligning individual values with those of the organization pays off in terms of commitment and performance. This notion of alignment seems to have become more important than ever to individuals and is increasingly driving their behaviour, levels of engagement, and career choices.
Businesses, however, have done little to address this increased need for purpose. Efforts to attract “top talent” remain focused on building the employer brand, not always recognizing that “branding” is part of the issue. Presenting an idealized version of the organization—a culture that appears enticing and acts as a shiny shopfront—often lacks substance when it comes to meaningful, values-driven work. Similarly, the "Why join us" section of job advertisements typically lists benefits but rarely speaks to the need for purpose, values, and belonging. This gap in communication and transparency often results in new joiners being lured into new roles by exciting job descriptions and benefits, quickly becoming disillusioned by the realities of a culture that does not align with personal values.
The picture in talent management continues along similar lines. Culture and values are typically point-in-time, top-down communication efforts aimed at engaging employees. Little is typically done to ensure employees are clear on how values translate into everyday work and behaviour and how their work makes a difference. McKinsey reports that in their Organizational Purpose Survey employees felt “purpose is important, but many say their companies don’t have one, let alone one that makes a difference”.
Even less effort is spent on consistently measuring and rewarding those behaviours through performance management practices. Performance evaluation almost exclusively focused on achievements and skills development, neglecting the deeper exploration of motivation, values, and purpose alignment that drive sustained performance.
To better respond to the rising need for purpose, values-aligned work, and a sense of belonging, here are some considerations:
Define what you’re about and your values: Define the company's values authentically, involving employees in the process to ensure resonance and authenticity. Include guiding beliefs that explain why each value is important and how it helps in achieving the overall mission and purpose. For example, a fictional company, "StyleGrow," dedicated to revolutionizing the fashion industry by creating eco-friendly, sustainable clothing options, might emphasize sustainability as a core value, guided by the belief that every decision should prioritize environmental responsibility.
Translate values into tangible behaviours: Clearly articulate the actions and behaviours that demonstrate alignment with the company's values. These behaviours should be practical and observable, guiding employees in their day-to-day activities. For example, employees involved in the design process at StyleGrow should prioritize sustainability by selecting eco-friendly materials and minimizing waste during production. Additionally, employees not directly involved in design can contribute to sustainability efforts by actively participating in recycling programs, demonstrating mindful energy usage, and prioritizing sustainable transportation options. Additionally, employees engaged in supply chain management should proactively seek out suppliers and vendors committed to sustainable practices.
Implement alignment measures and rewards: Establish performance metrics, recognition programs, and incentives that reward employees for demonstrating values-aligned behaviour. For example, at StyleGrow, employees involved in sustainable practices could be recognized and rewarded through performance evaluations, bonuses, or awards, fostering a culture of sustainability.
Involve employees in the journey: Foster a culture of inclusion and collaboration by involving employees in shaping the company's values-driven culture. Host workshops, focus groups, or town hall meetings to solicit feedback, ideas, and suggestions from employees, empowering them to contribute to the organization's success.
Hire people that share the same values: Prioritize hiring individuals who align with the organization's values during the recruitment process. Hiring employees who share the company's values contributes to a positive work culture, driving engagement, retention, and performance.
By implementing practices that aim to align organizational and individual values, businesses can create a “Sustainable People Advantage” over competitors, fostering a culture that is not easily replicated. When all is said and done, individual people create organizations, and organizations are, at their core, collections of individual people. This implies that prioritizing alignment should be the first step in any process seeking sustained success.