Millennials get a lot of recognition for being the purpose-driven generation.
There’s no shortage of headlines about millennials – those aged 18-35 – searching for jobs that offer a strong sense of meaning, not just a paycheck. And these headlines appear to be justified. From incredible social ventures like the social change volunteering organization Do Something to popular startups like Warby Parker, millennials are bringing purpose to the forefront of today’s business culture.
So you can imagine my surprise when a recent global survey of 26,000 LinkedIn members, run with Imperative, found millennials to be the least purpose-driven generation. The survey results show that sense of purpose deepens the further along you are in your career: 48% of baby boomers (those aged 51+) report that they prioritize purpose over pay and titles. They’re followed by Gen X (aged 36-51) with 38%, and finally, millennials at 30%.
The survey asks LinkedIn users to grade the personal importance of different employment attributes: money, purpose and status. The responses come from professionals across 40 countries, including Sweden, Russia, the United States, China and Brazil, and industries ranging from media and entertainment to manufacturing and engineering.
The survey helped to identify people who prioritize purpose above all other employment attributes. For example: if you prioritize money or status, you can still care about purpose, but it’s not the ultimate deciding factor for what work you pursue.
Achieving a low score doesn’t necessarily mean that millennials don’t want meaningful work. The survey also revealed 74% of candidates want a job where they feel like their work matters. That means both companies and employees should make creating meaningful work a priority.
But the results fly in the face of the assumptions many, myself included, have made about the hierarchy of generations. Why are millennials not as purpose-oriented as many of us assume them to be?
This survey suggests a big gap between what millennials deeply desire, as expressed anecdotally through the media, and what they put into practice. Two reasons might explain why. One is that millennials haven’t had enough work experience to figure out what aspects of their job they find most energizing. Second, there is still work to be done on aligning a mutually beneficial relationship between employers and employees. If a company can help individuals better find purpose at work, then the organization will benefit from having more productive and successful employees.
Age and experience seem to play critical roles in establishing an individual’s view on purpose. Research by psychoanalyst Erik Erikson has found that young adults tend to focus foremost on establishing an income and home, seeking out a life partner and potentially starting a family. As people age, they start to think more about their contribution to society. This psychological shift leads them to increasingly prioritize purpose more.
When I was first starting work (as many millennials still are) I didn’t feel that I had a choice when it came to my job. There was an overwhelming conflict of trying to find the perfect path and the need to have a job to support myself. While finding fulfilling work eluded me, I got a job where I earned good money and had promotions to work towards. I figured that was what employment was all about.
However, my perception completely changed when I moved into a role working with nonprofits and building social innovation programs. For the first time, I felt like I was making an impact – my work mattered and made a difference well beyond my company. That feeling was invigorating and motivating, and in retrospect, changed how I went to work. I poured my heart, passion and a lot of effort into the job.
Helping millennials figure out how to define this sense of purpose will benefit both employees and employers. In fact, my biggest takeaway from the survey results is that companies and all employees could both benefit from collectively creating a meaningful work culture. It could be as simple as identifying the best ways to use an employee’s skills.
Employees who feel like their work creates positive impact are more likely to feel fulfilled, promote their company and stay on the job longer. Studies have shown that inspired employees are almost three times more productive than dissatisfied employees. Imagine what you could do if you could triple your current workforce with inspiration, rather than more hiring.
As an employee, how can you bring more purpose into the workplace? First off, get a better understanding of what it is. Purpose can feel vague and intangible – expanding your knowledge of how purpose shows up at work can make it more actionable. What motivates you most about your work? Do you like solving big problems, or seeing the difference you make with one person? Next, think through your company’s mission and vision. How does the work you’re doing roll up to it?
Once you are able to define meaningful work, you should encourage coworkers to do the same. Looking for people who have purpose figured out? Reach out to the baby boomers in your office. Set up mentorship programs that bring generations together.
A business doesn’t have to be a nonprofit or social venture to create an environment where employees feel like their work matters. The younger generation may not score high in surveys about trading higher pay for meaningful work, but that doesn’t mean they don’t want it.