Employee engagement, as it has commonly been measured, has failed to improve work. Even Gallup, the leading advocate admits that “employee engagement has barely budged in years.” We have spent hundreds of millions of dollars measuring and addressing employee engagement with little to show for it.
Given the current spotlight the Royal Commission is shining on poor behaviours and toxic cultures in the financial services industry here in Australia, we would be justified in thinking that banks and purpose are mutually exclusive. So we started to look further afield to see if we could find an example of a bank that did actually have purpose, and could demonstrate it.
Following a wonderful presentation by Re Strategist, Alistair Stephenson, I couldn’t help but see many common challenges that were occupying the creators of brand identities and those that were facing sales professionals and the organisations they work for. Chief amongst them being the search for “Purpose”.
This fall, in the span of about 30 days, a number of my closest friends left their jobs. It all happened in such a short window of time I was convinced that Mercury was in retrograde. There were a variety of reasons my friends gave but most centered around wanting to grow, make a greater impact somewhere else or join a new community of inspiring people.