An Inspiring Mission Is An Employee Magnet

1702_inspiringmission2If you want to recruit the best employees, make sure that your organization has an inspiring mission.

Temkin Group recently surveyed 10,000 U.S. consumers about their preferences for a new job. Respondents chose one of these three attributes: the company’s mission, pay level, or new boss.

An inspiring mission was the most popular option–and it wasn’t even close. Here’s what people selected:

  • Inspiring mission: 54.4%
  • Above average pay: 26.9%
  • Great boss: 18.8%

We also examined the responses across age groups. As you can see below:

  • Mission is the most important attribute for every age group
  • 65- to 74-year-olds is the group that cares the most about the mission
  • 25- to 34-year-olds is the group that cares the most about their pay
  • 25- to 44-year-olds is the group that cares the most about their boss

1703_jobpreferencesbyage

Why does Temkin Group care about this? Because attracting the best employees is one of the first steps in building employee engagement, which is one of our Four Customer Experience Core Competencies. Also, as we celebrate The Year of Purpose, we will continue to highlight the importance of meaning for both people and organizations.

The bottom line: Make your mission more inspiring.

Written by 

I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about leading-edge XM topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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