Why you should care whether your employees feel fulfilled
A happy, fulfilled employee is the holy grail for employers. Feeling contented will encourage them to stay in their role for longer and go the extra mile to help the organisation thrive.
But is there a formula that enables the state of ‘employee fulfilment’ to be replicated across a business? Although there’s no one-size-fits-all recipe, there are key elements that, together, can increase the likelihood of an employee feeling fulfilled.
It’s these elements that reward and benefits managers must harness so that employees not are not only satisfied at work, but have their state of happiness elevated by it.
Employees are demanding so much more – they need meaning in their work rather than an empty exchange with their employer. Unfortunately, almost one-third of employees are unfulfilled in their jobs and the effects are considerable.
Unfulfilled employees are less likely to promote their organisations or help them to succeed, and are more likely to leave. In fact, when employees experience a lack of fulfilment they are 399% more likely to be looking for another job outside the organisation.
What fulfilled looks like
An employee that feels fulfilled will identify strongly with the company’s purpose, feel part of a supportive and meaningful community and see themselves on a path of growth and progression. And to achieve this state of fulfilment is far more likely when four key elements are brought together and nurtured – balance, belonging, growth and purpose.
Balance – Having a healthy balance is key, allowing employees the time and autonomy to accomplish the things they want to both at work and in their personal lives. In combination with a compassionate leadership approach and flexible working options, employees can be supported with tools, advice and benefits to help them balance their work with their personal needs. This could range from paid time off for charitable initiatives to providing a support hub for working parents.
Community and belonging – Feeling part of a community means feeling accepted and this is a powerful lever for achieving fulfilment. It’s therefore important for rewards and benefits professionals to find ways to connect colleagues to purpose, accomplishment and each other. In-person and virtual social events both inside and outside of work, and creating forums for discussions and idea sharing are key here.
Growth - Employees must have a path for growth tailored around their goals and desires. And personal development doesn’t have to mean a promotion or pay rise as there are so many other ways for individuals to feel they’re growing and learning, from voluntary work through to completing a mental health training course.
Purpose – A job without purpose lacks meaning, which is why it’s crucial that an inspiring organisational purpose is clearly identified and constantly reinforced. The organisational purpose must also influence the choice of rewards and benefits. For example, employees could be given personalised symbolic awards that echo what the company stands for and how the employee has contributed to its success.
A sense of worth and belonging
According to O.C. Tanner’s 2023 Global Culture Report, when employees rate all these four areas highly, they are 21 times more likely to feel fulfilled in their job. However, it doesn’t stop there. By adding staff recognition into the mix, this further elevates the likelihood of achieving employee fulfilment.
This is because employees who are recognised and appreciated by both managers and colleagues on a regular basis will feel a greater sense of worth and belonging.
Although there’s no absolute formula for achieving employee fulfilment, research shows that it’s far more likely to occur when four key elements are combined.
These, together with an integrated recognition approach, have the greatest chance of providing an employee experience that’s meaningful, enriched with opportunities and provides a strong sense of belonging. The outcome is that employees feel a ‘completeness’ that ensures they stick around and choose to actively contribute to the organisation’s success.
In partnership with O. C. Tanner
Giving teams the integrated tools they need when, where and how they need them.
