Redefining Purpose at Work: Trust, Meaning and Imagination
4 minute read
Purpose isn’t just a slogan or something that can be boxed into a rulebook – it needs to be allowed to evolve. Purpose should reflect experiences, culture and ethics and it should shift with time, not just be a static goal. Businesses today must give themselves the space to redefine purpose.
The growing demand for both higher pay and stronger corporate purpose is a challenge for organisations, but it also presents an opportunity to rethink how they engage with employees. This is often painted as a Gen Z issue, but it’s not – it’s a broader societal concern. People want it all: the success that comes with high achievement alongside meaningful contributions to ethics, diversity and local communities.
“It’s about helping individuals find meaning in their work and exploring what a fulfilling life looks like for them.”
The challenge is striking a balance between these two desires. It’s about managing expectations and understanding that the balance won’t always be 50/50. We have to be willing to rethink how we approach pay and purpose, bringing nuance and flexibility into our core values. HR must communicate with this new generation who clearly want a broader, richer experience at work than their parents and grandparents did at the same ages. The profession needs to show up with authenticity, allowing the humanity of the company to shine through. It’s not just about treating employees like resources but showing genuine care. It’s about helping individuals find meaning in their work and exploring what a fulfilling life looks like for them. A more holistic approach is needed, where employees feel valued not just for their output but for their overall well-being and sense of purpose in the workplace. Trust, meaning and imagination are becoming more important in business now than in the past.
Trust is harder to build today than it’s ever been. With information so easily accessible, we are constantly reminded of businesses’ flaws and this erodes trust. People want transparency and authenticity. Meaning is equally important because younger generations, in particular, are seeking purpose beyond a paycheque. They want to be part of something that reflects their values. And imagination becomes vital because businesses need to be adaptable, agile and ready to reshape their purpose in response to new challenges. Without these, companies will struggle to retain talent.
“The mistake businesses often make is treating employees as cogs in a machine, instead of human beings with unique needs.”
Unquestionably, there is increasingly concern over authenticity and intention over surface-level impact. There is a deeper introspection happening within businesses, especially in Europe. As public attention shifts away from sustainability and DEI initiatives, companies are being forced to reassess what they truly stand for – not out of fear of being ‘cancelled,’ but to ensure genuine alignment with their core values. So, we’re seeing a division of organisations that are solely focused on profit and those that are serious about their social and environmental impact. Here, purpose is not just a buzzword, it’s about the real and lasting impact a business chooses to create.
Businesses are good at proving ‘impact’, but often fall short in communicating their ‘intention’. Here, distinction is so important and while impact is easy to measure – backed as it is by data, clear results and hard numbers – but real change starts with intention. That’s the tricky part, it’s less tangible, more personal and it takes leaders willing to be vulnerable, to speak openly about what they truly believe. Too often, media training smooths out their voices until they sound rehearsed instead of real, but companies can do better. When leaders share their intentions with honesty and passion, it resonates, connecting in a way that data alone never could.
Companies are failing to properly understand what truly motivates employees today. They often miss the more complex motivations that drive employees today. It’s no longer just about financial compensation or efficiency, people are still driven by achievement and success, but they are also looking for fulfilment and meaning. The mistake businesses often make is treating employees as cogs in a machine, instead of human beings with unique needs. The focus tends to be on short-term efficiency rather than understanding what truly motivates people on a deeper, more personal level. A more thoughtful, generationally aware approach is crucial here.
First published in the May 2025 print edition of the HR Director.
