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Purpose, passion and it’s amalgamation with talent
Purpose, passion and it’s amalgamation with talent

May 25, 2022

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The purpose or higher calling is the driving force behind what we do. It is not about 'what' we do; it is more about ‘why’ we do what we do and what inspires us and motivates us to keep going forward in our chosen path.

We live in an ever-evolving world where things are changing rapidly, and there are traces all around us; for example, the resignations that organizations witnessed in the recent years reflect empowered employees who are taking the call on what is important to them. So, if an organization wants to have a competitive edge, it needs to focus on what employees want and need, in addition to what they can bring to the table with regard to their work and skills. Organizations need to support their people in realizing their goals and ambitions by creating a unique experience.

If the pandemic taught us anything, it is that things could change in a heartbeat and with proper support, we can face any challenge and overcome it as well. So, here's what employers need to understand:

Be the pillar of support Employers need to become the pillar of strength and support for their people. Gone are the days when compensation was the deciding factor for employees to consider an offer. Now people are focused on benefits including flexibility, as a key deciding factor. If your organization provides perks that align with your employee’s purpose, passion, and growth, you are on the right track. Whether it is in terms of employee discounts on facilities they can avail of health insurance that your employees can have the flexibility to pick and choose from, it is all about creating an experience that’s as unique as your employees.

The hybrid working model is all about creating a balance between work and home, and leaders need to set an example and encourage people to strike a healthy work-life balance.

It’s about belonging If your personal purpose is aligned to that of your organization’s purpose, you will tend to stick to the organization longer and have a sense of belongingness that most of us seek out, especially in this predominantly virtual world. Employees need to feel connected to the organization to be happy working for it. For example, some organizations take a strong stand against climate change, and people who support the cause would want to be associated with an organization that shares their values. This way, it makes way for talent attraction and retention.

There is life beyond work Passion and purpose complement each other. As an employer, you need to encourage your people to pursue their passion. This has a two-fold effect; employees who feel supported and encouraged to pursue a passion in their desired field will raise employee satisfaction quotient. In addition, as an employer, when you have employees who get recognition for their passion, whether in sports, arts, or culture, beyond work will also reflect upon you as an employer. Creating passion groups is another great way to bring together people who share a similar passion, and who knows, you might end up forming a sports team or a music band.

People give their best every day to help attain the organization’s goals and ambitions, and it is only fair if the organization also supports its people with theirs. In the long run, it is not just about the goodwill and the brand image; it is about the relationship that people have with the organization. I have experienced it and said it before as well; those who leave the organization for compensation might return, but those who leave the organization because of culture or lack of support might not return.

As an organization, if you are looking at that signature experience that will help you stand out in the crowd, you need to understand what is happening within your teams. Your employees also need to feel empowered to be their authentic selves and you need to understand what is it that they want from you with regard to their personal goals and ambitions.

 

The author is Sreekanth K Arimanithaya, Global Talent and Enablement Services Leader at EY Global Delivery Services. In his role, he leads business and HR transformation programs which focus on strategic change management, people supply chain management and digitalization of Talent. 

Disclaimer: This publication contains information in summary form and is therefore intended for general guidance only. It is not intended to be a substitute for detailed research or the exercise of professional judgment. Member firms of the global EY organization cannot accept responsibility for loss to any person relying on this article.


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