The Future of the Workforce
Via LinkedIn : At 24, Tatiana was promoted from sales representative to head of the sales department at her company. She quickly saw up to 50% annual growth in each region she focused on. She built strong relationships with her colleagues and clients around the world.
After three years on the job, Tatiana wanted new challenges. She loved working with her clients in Latin America and saw an opportunity to expand their business in the region while creating a challenge for herself.
She petitioned her CEO for permission to work from Latin America for three months so she could learn Spanish and get to know her clients in the region better. He said “no.”
One year later, Tatiana quit. Faced with growing frustration of how her company was being run, she saved up and took a year off from work to travel in Latin America, learn Spanish, and volunteer. The company hired a new sales lead with an impressive résumé. He focused on advancing his career rather than on the relationships with his clients and team. And ultimately, he was not as successful.
Who is your Tatiana?
Workplace science has recently helped us understand why Tatiana succeeded and the new hire failed. We now know why certain people thrive, and the pitfalls of the ambitious ladder climber. In the process, this field of study is turning management and human resources on their heads.
Think: who is the most valuable member of your team or organization? Who is the person who consistently not only performs but brings everyone else up in the process? Who could you lose and see the team take a major hit? Seriously, think of someone.
What is it that primarily motivates them? Is it money? Promotion? Creating value?
When asked to identify the most valuable members of their organization, people tend to point to individuals who are not motivated by money or promotion but who focus on impact and fulfillment at work. They are focused but always looking for ways to add value. These are the people we want on our team–people like Tatiana.
Purpose-Oriented Workers Are Exceptional
According to a study recently released by Imperative, 42 million people in the US workforce are purpose-oriented–they prioritize meaning over money or status.
Contrary to popular perception, purpose-driven professionals are not all teachers and social workers. They are accountants, lawyers, assistants, salespeople and janitors. The study shows that purpose-oriented workers are the highest performers and most generous members of our communities regardless of job function or level.
However, the vast majority of employers don’t design their recruiting and management programs to attract and empower these purpose-driven people. While a desire for purpose is proving to be the most valuable trait for employee well-being and the bottom line, it is still ignored by recruiters.
While purpose-driven workers are the silent majority driving our new economy, our human resources, professional development and management are not built for them. We are still assuming that money, advancement and ego are the drivers of our workforce and, by extension, our economy. It is time to refocus the lens of recruitment and management towards the Tatianas of the world for the betterment of our people, our businesses, and our economy.
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