In workplaces around the world, employees are asking themselves: “Does my work matter?” For too many, the answer seems to be “not really.” Daily tasks feel disconnected from the company’s mission, heavy workloads allow little time for personal satisfaction, and stalled career growth leaves workers bored and disengaged.
For example, a November 2024 Gallup survey found that only 30% of U.S. employees felt connected to their company’s purpose. That disconnect has real consequences: employees who lack meaning are less engaged, more likely to quit, and less inclined to innovate. In contrast, when people understand the “why” behind their work, they bring greater focus, creativity, and resilience. Meaningful work, it turns out, is one of the most powerful drivers of engagement and long-term business success.
Why is Meaningful Work Important?
“People’s desire for their work to contribute to something bigger than solely profit is increasing. They’re consciously looking for employers whose values align with their own,” says Greg McCallum, Senior Vice-president of Employer Solutions for TELUS Health. “It’s not just about paychecks anymore, people want their work to matter.”
A growing body of research demonstrates that meaningful work fuels both human and organizational performance. Employees who see purpose in what they do report higher satisfaction, stronger collaboration, and greater loyalty. Consider these findings:
- McKinsey reports that employees who “live their purpose at work” are more productive, more loyal, and more likely to recommend their company to others.
- Studies show that many workers value purpose more than pay, with 90% of respondents in one survey willing to trade a portion of their income for greater meaning.
- In a SHRM survey, 86% of Gen Z and 89% of Millennials said purpose was important to their job satisfaction.
- Leaders with a strong sense of purpose are nine times more likely to be highly engaged, according to DDI research.
Why Do So Many Employees Struggle to Find Meaning?
The business benefits of meaningful work are clear, yet the “purpose gap” continues to widen. According to DDI’s 2025 Global Leadership Forecast, only 56% of senior leaders say they find purpose in their work. Just 48% of mid-level managers agree with that sentiment, and for front-line leaders, it’s only 35%.
The gap persists because there is no single way to make work meaningful. Employees experience meaning through the lens of their lived experience—shaped by culture, gender, age, family status, personal priorities and career goals. For example, older generations often seek stability, work-life balance, and purpose through connection or mentorship. Gen Z professionals are more likely to prioritize social impact and alignment with personal values.
“I think people in the future workforce want to feel more connected to the work and the mission of the organization, and more broadly understand how what they do helps the team, department or company accomplish their goals” says human resources expert Dr. Tana M. Session, CEO and founder of TanaMSession.com.
Recognizing these distinctions allows organizations to offer personalized pathways to fulfillment—whether through career advancement, learning, or service initiatives. An inclusive approach ensures that everyone—across roles, regions, and identities—can connect their work to something that matters.
How Can Leaders Help Employees Find Purpose?
Leaders cannot dictate meaning, but they can create the conditions for it to thrive. They can also take practical steps to connect individual contributions to the organization’s goals. The following strategies can help:
- Define and communicate a clear mission. Purpose should be more than a statement on the company website; it should inform strategy, decisions, and behaviors. When leaders consistently communicate how daily work advances that mission, employees are more likely to feel invested in the outcome.
- Connect tasks to impact. Don’t assume employees understand how their efforts drive business results. Use stories, customer feedback, and data to show the ripple effect of their work. For example, highlight how a team’s project improved client satisfaction or influenced community outcomes.
- Recognize employee performance. Recognition is one of the simplest ways to make work meaningful. Acknowledging an employee’s contribution—publicly or privately—signals that their efforts are seen and appreciated. According to a Gallup/Workhuman report, employees who receive regular recognition are five times more likely to be connected to their company culture.
- Invest in professional growth. A culture of continuous learning is a major differentiator for high-performing organizations. Professional development isn’t just about skills; it’s about purpose. When people grow, they see a future with the company, and that future fuels motivation.
- Listen with empathy and curiosity. Meaning can be cultivated through intentional conversations. Regular one-on-ones, stay interviews, and team dialogues help leaders understand what motivates each individual and how they define success. This practice is crucial as meaningfulness can shift temporarily, especially following a health challenge or significant life change. Listening with curiosity helps ensure development opportunities and day-to-day tasks align with personal priorities and professional goals.
- Embed inclusion and equity. Employees are more likely to find meaning in workplaces that reflect their values and treat them with dignity. An inclusive culture—where every voice is respected and every contribution valued—creates the foundation for belonging. That belonging, in turn, strengthens meaning.
How Can Organizations Make Meaning a Cultural Priority?
Embedding meaning into workplace culture requires commitment from the top. Executives set the tone through their actions, priorities, and communication. When leaders consistently link performance goals to purpose and recognize human impact alongside business metrics, they signal that people and profits are interdependent.
Organizations can begin by auditing current practices, examining how purpose shows up in performance reviews, recognition systems, and leadership development. They can also equip managers with training on empathetic communication and purpose-driven coaching. These skills help leaders translate corporate vision into personal relevance for their teams—and connect meaning to everyday work.
When organizations understand meaning, and make it part of the corporate culture, employees no longer view their work as a series of tasks; they see it as a shared mission. That sense of connection drives engagement, loyalty, and innovation across every level of the business.
A Future Built on Purpose
In an era of constant change, purpose anchors people and organizations. Meaningful work fuels engagement, retention, and performance. It builds workplaces where people show up not just for a paycheck, but to make a difference.
By connecting daily work to purpose, recognizing contribution, and investing in growth, leaders can transform their culture into one where people thrive. And when employees thrive, so does the organization.
For deeper insights on building engagement through purpose and connection, explore Donald Thompson’s latest book, “The Employee Engagement Handbook: A Leader’s Guide to People, Purpose, and Performance,” coming in early 2026. Pre-orders are now open.
Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.
