UKG survey: Parents tell next generation to pursue purpose, not money, for their career

LOWELL, Mass. & WESTON, Florida–(BUSINESS WIRE)–Feelings about work today could have a profound impact on decisions made by tomorrow’s workforce, according to a survey of 10 countries of employees, C-level leaders and HR professionals by The Workforce Institute at UKG. Nearly half of employees globally (46%), including a third of senior executives (29%) in the United States, would not recommend their company or profession to their children or a young person they care about. Worse, a surprising 38% of employees worldwide”wouldn’t wish my job on my worst enemy” – rising to 45% in the US

The survey highlights the importance of creating an environment of trust, care and motivation in the modern workplace. According to additional research by Great Place To Work®, for organizations that help their employees find purpose and build trust as a primary tenant, attitudes toward work in these workplaces are dramatically different. For example, in companies that score high with employees on determination and confidence, 88% of those employees look forward to going to work every day.

The full report,We can fix the jobprovides insight into what parents, family members and mentors tell children about what they should value in their work and their employers – urging future generations to leave the purpose, not the money , guide career choices.

We need to fix the work today to inspire a better future for tomorrow,” said Dr Jarik Conrad, Vice President of Human Insights at UKG. “There has been a shift in how people view the role of work in their lives, and some have disengaged from their work when their workplace fails to create a sense of trust and connection. There are many great workplaces where people feel cared for, belong, and feel their role contributes to success. We need to apply the exceptional practices of these organizations to other workplaces around the world, to help people find more meaning, fun and purpose at work.

Many employees are burnt out: 45% no longer want to work, period

Almost two-thirds of employees (64%) would change jobs now if they could, while 45% “don’t want to work anymore”. This anti-work mindset is shared globally, but is more common among full-timers (47%) than part-timers (36%), and most prevalent in India (53% ) and in the United States (51%), where labor activity illustrates how this perspective can impact frontline work nationwide.

That said, the majority of people (84%) would still work if they won the lottery, and more than 1 in 4 (28%) would still work the same number of hours at the same company.

I’m not convinced that people don’t want to work – and the lottery question proves that humans are inherently proud of their work. It’s more likely that the way they work and their perception of their workplace doesn’t match what they expect from their job,” said Dan Schawbel, managing partner at Workplace Intelligence. “For those 28% of people who would always work the same number of hours in the same company, it is clear that their organizations are doing what it takes to help them find satisfaction and meaning at work. »

With purpose and confidence, 88% of employees look forward to work

Nearly 9 in 10 employees say the pandemic has helped them realize there are more important things in life than work. At the same time, three-quarters (76%) of employees say they have increased expectations of how their company supports them, and 70% are rethinking the qualities they look for in an employer.

While 61% of respondents admit that their job is “just a job” and that they work to collect a paycheck, “show up” and go home, the remaining 39% are either in a career with specific objectives and ambitions that they wish to develop over time or in their vocation.

Whether someone feels like they just have a job, a growing career, or a true calling, everyone can find fulfillment, a sense of worth, and success in the workplace,” said Dr. Konrad. “People are looking for organizations to step in and support them throughout their life-work journey so they can have the flexibility to spend time on what matters most to them, including relationships with family, their health and personal care, and friendships.

Search Great Place To Work finds that people in the world’s best workplaces live in a very different – ​​and more fulfilling – reality than the typical employee, starting with the meaning they find in their work. For those in the best places to work:

  • 90% feel like they can be themselves

  • 88% are looking forward to going to work

  • 85% believe their work has special meaning

  • 85% value psychologically healthy work environments

Plus, rather than telling loved ones, 89% of people working in these Best Workplaces would “highly endorse” their organizations with friends and family.

“What do employees want? Goal,” said Michael C. Bush, CEO of Great Place To Work. “It is the responsibility of every leader to ensure that every worker, regardless of role and location, understands how what they do affects the higher purpose of their organization. People need to know that their work has meaning and matters — that they matter. You better spell it out if you want to earn their trust and keep them on board. Great workplaces get it and do it, no matter what industry they’re in.

Doing it Right: Guiding “Workforce 2030” to Meaningful Work

While adults in all three survey groups want financial security for their children, they would tell their children to pursue work that gives them the opportunity to care for and spend time with their families (41% of employees) ; a sense of fulfillment (39% of employees); and a successful professional career (30% of employees).

Above all, 74% of people would encourage their children to choose a job that makes sense to them.

While most people today describe themselves as ‘money oriented’, this research shows that they hope future generations will do things differently,” Schawbel said. “Salary will always be a driving force behind job choices, but the influence of adults dissatisfied with their company or career across all sectors could drive young people away from specific professions or organizations.

“We can solve this problem,” continued Dr. Conrad. “Organizations have access to technology today to create helpful workplaces for all by supporting people on the move, putting belonging at the heart of the employee experience, and building trust in the jobs our children and grandchildren will have.

The full report,We can fix the job”, examines the comments of 2,200 employees surveyed in partnership with Workplace Intelligence in Australia, Canada, France, Germany, India, Mexico, New Zealand, the Netherlands, the United Kingdom and the States United States, as well as 600 C-suite leaders and 600 HR executives in the United States

About the UKG Workforce Institute

UKG’s Workforce Institute provides research and training on critical workplace issues facing organizations around the world. By bringing together a global consortium of HR and workforce management thought leaders, the think tank is uniquely positioned to give organizations practical ideas for optimizing the 21st century workplace while providing an important voice. to employees, including front-line workers and hourly workers. Founded in 2007, The Workforce Institute focuses its research and education – including books, podcasts, surveys, blogs and its annual list of workplace predictions – on balancing the needs and wants of diverse employee populations and organizational interests to manage absenteeism. , fight against burnout, develop fair work hours and develop strong leaders, all to generate inspired performance.

About UKG

At UKG, our purpose is people. As strong believers in the power of culture and belonging as the secret to success, we champion exceptional workplaces and build lasting partnerships with our clients to show what is possible when companies invest in their people. . Born from a historic merger that created one of the world’s leading cloud HCM companies, our Life-work Technology approach to human resources, payroll and workforce management solutions for everyone helps more than 70,000 organizations around the world and in all sectors to anticipate and adapt to the needs of their employees beyond the simple work. To learn more, visit ukg.com.

Survey methodology

The research findings are based on a survey conducted by Walr for Workplace Intelligence on behalf of UKG’s Workforce Institute between September 16 and October 1, 2022. A total of 2,200 employees (including managers) across 10 countries answered questions about employment, work-related stress, mental health, four-day work weeks, commitment/purpose at work, workplace incentives and how their feelings with respect to work can be expressed to others. Responses were collected from 600 employees in the United States and 200 employees in each of the following countries: Australia/New Zealand, Canada, France, Germany, India, Mexico, Netherlands and United Kingdom. Additionally, in the United States, 600 C-Suite executives and 600 human resources (HR) executives/directors completed the same survey, which was tailored to their roles to include questions focused on their workforce. All survey participants were adults who worked part-time or full-time for at least one employer in an hourly or salaried role. See the full report for a detailed methodological statement.

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