Making the move into worthwhile work
Colette Hill, CEO of workplace communications consultancy CHA, discusses the results of their recent research, highlighting a growing restlessness in today’s workforce
It has long been viewed almost as a truism that you work in the private sector to make money, you work in the public sector to benefit wider society and you polish your halo working in the charity sector. On the flip side, it is also commonly thought that you can get on faster in the private sector, while in the other two you can find yourself trapped by the twin disappointments of too much red tape and too little salary. These simplistic caricatures take hold and have a damaging impact on an organisation’s ability to recruit, retain and motivate the best talent.
CHA’s recently released report, Worthwhile Work, provides concrete evidence showing the consequences of these traditional misconceptions are employee restlessness and a growing inclination to consider migration from one sector to another – the most common move being out of the
private sector.
The report reveals that over three-quarters of working people in the UK are concerned that their job should be ‘worthwhile’. Almost half hanker after a job that is more meaningful than the one they have at the moment. One in three private sector employees confirmed they are contemplating a move, with half of these respondents saying they are considering a move within the next
five years.
Younger workers are most likely to make the change – over 40 per cent of 18-25 year olds interrogated for the study say they are considering a move into the public or charity sectors, as do 38 per cent of 26-35 year olds.
Clearly, HR professionals in the private sector need to consider how they can demonstrate the purpose and value of their organisation’s work to employees. Commercial enterprises are by no means ‘unworthy’ when it comes to contributing to society.
Private sector companies are responsible for, among other things, developing medicines, building houses, supplying food, ensuring a consistent supply of fuel and water, dreaming up our wonderful holidays and keeping us in touch with each other. In 2007, the private sector contributed £1.5 trillion to the UK’s gross domestic product (GDP). It paid £130bn in tax in the last financial year. To that figure you could arguably add the tax and national insurance contributions of employees and charitable donations by the companies or their employees.
In effect, the private sector delivers real value itself, and also funds the public and charity sectors. Yet, when the latter point was put to our respondents, almost 40 per cent thought it was ‘rubbish’ and only five per cent thought it was true. For many, especially the young, understanding how corporation tax funds the state sector would help make them feel that the private sector was more ‘worthwhile’, a strong message for people working on employer and corporate brands.
Defining ‘worthwhile’
UK workers are clear that for work to be worthwhile it has to do two things: contribute to society (in the widest sense) and make the most of their talents. The top three definitions of worthwhile work offered by respondents were:
- job they can be proud of.
The criteria are by no means only fulfilled by jobs in the public or voluntary sector – the main factor lacking in the private sector is not a dearth of worthwhile work, but clear communication to employees demonstrating how their work contributes to wider society.
Companies that do this well have a greater chance of preventing sector churn and improving employee engagement. Consulting and business services group Mouchel is one such company. HR director Ruth Mundy comments: “With staff working in government services, highways and utilities, our employees are literally helping to keep the country running. They gain a sense of achievement seeing the difference their work makes, whether it be keeping traffic running, making sure water supplies flow or supporting urban regeneration projects.”
This message is echoed by Peter Turgoose, director of The Academy at Royal Mail Group, an internal collection of HR specialists charged with improving organisational capability across the diverse business.
“In our experience, employees have a real sense of how worthwhile their work is when they see that it is directly linked to what the business wants to achieve. It’s invaluable for them to see how their contribution to the organisation grows as they grow themselves.”
So, while many companies invest in and talk about their corporate responsibility programmes, it is disappointing so few communicate to employees the positive impact their goods and services have on society or about their economic contribution. Exceptions are organisations like Microsoft which “connects people to build prosperity”, and E.ON, which “develops the energy solutions of the future”. Internal communicators have an opportunity to start engaging and motivating employees using the fundamental goal of their business – the old story of the NASA cleaner helping put a man on the moon still rings true.
That is not to say corporate responsibility does not influence employee engagement – over 70 per cent of respondents say that private companies’ efforts on climate change and social responsibility help strengthen their reputation. Top of the corporate responsibility list comes local community support followed by reducing impact on climate change. Corporate donations to charity trail a poor third.
Companies need to take a two-pronged approach to ensure that potential and existing employees are aware of both their corporate responsibility programme and the demonstrable contribution they make to society.
Dilys Robinson, principal research fellow, Institute for Employment Studies, comments: “This research shows that many employees, especially at the younger end of the workforce, want to make a noticeable impact on the big things in society such as climate change and community improvement. Giving employees the autonomy to get actively involved in worthwhile activities will pay dividends in terms of motivation, enthusiasm, team building, pride and positive employee advocacy.”
Sam Mercer, workplace director for Business in the Community, says: “Leading companies recognise the value CSR programmes have on their employer brand and are wising up to the benefit of telling everyone about them. But ethical procurement programmes, environmental responsibility and volunteering in the community come unstuck if an organisations’ people policies are not central to their CSR agenda. Employee diversity, skills and health programmes can make a direct and positive impact on society and without a clear strategy in these areas no company can claim to be a truly ‘responsible’ business.”
Reverse migration
Migration from the private sector is by no means one-way. Frustration with low pay and red tape mean that nearly 24 per cent of public sector and charity workers are thinking about a move into the private sector, with the younger workers being the most restless.
This echoes Roffey Park’s Management Agenda 2008 which reports that state-paid managers bemoan many aspects of their working lives, from cynicism about values and the calibre of their leaders to the daily discomforts of bullying and bureaucracy.
It is time for the private sector to communicate its purpose proudly and clearly. Organisations delivering goods and services we require, that do so ethically, that have genuine CR policies and that help their employees to develop their talents, have a great deal to be proud of. They should trumpet their achievements with confidence to win and keep talent.
