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NON-CONFIDENTIAL AND NON-PROPRIETARY, ENTIRELY SHAREABLE Purpose+, Amstel 95, Amsterdam, The Netherlands

Purpose in OrganisationsInternal research project, Purpose+

Having a sense of purpose at work seems linked to long term business success...

90% 91% 89%

79%

94%

65% 61%

38%

19%

63%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Over the past year, my

company has performed well

financially'

My company has a dinstinct brand that stands out

among competitors'

My company has a clearly defined

culture and values/beliefs

system'

My company has strong employee

satisfaction'

My company has strong customer

satisfaction'

My company has a strong sense of purpose'

My company has a weak sense of purpose'

Source: Deloitte Global Human Capital Trends, 2014

...and is definitely linked to the well-being of employees, as one of the central pillars of well-being in global measurements

Positive emotions

Meaning Relations

Engagement Accomplishment

Source: Flourish (2011), Seligman; Building Positive Organisations (2015)

Many HR executives believe that their companies struggle to instill passion and purpose in their people...

38%

38%

40%

50%

47%

50%

12%

14%

10%

0% 20% 40% 60% 80% 100% 120%

Aligning our employees; personal goals with corporate purpose

Integrating social, community, and corporate programs

Helping employees balance personal and professional life/work demands

Weak

Adequate

Excellent

HR executives’ assessment of retention and engagement capability levels, N = 2532


Organisational engagement scores reflect this - with only 13% of employees being engaged with the work they do

Source: Gallup, 2013

29 24 21 14 12 11 10 10 10 6

54 60 60 66 73

63 55 61 57 68

18 16 19 20 14 26

35 29 33 26

0

10

20

30

40

50

60

70

80

90

100

Actively Disengaged

Not Engaged

Engaged

Percentage of people engaged (working with passion/purpose/contribution) on the planet, average worldwide score is 13%

Executives and employees feel the same way: they don’t do enough to create purposeful impact for their stakeholders

Source: Deloitte, Culture of purpose: a business imperative, 2013 core beliefs and culture survey

68%

35%

66%

32%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Strong/somewhat agree Strong/somewhat disagree/not sure

Executives

Employees

‘Businesses do not do enough to create a sense of purpose and deliver meaningful impact’, N = 1310

...and there are purposeful activities for companies that contribute to a better sense of purpose in employees...

75% 69% 66%

60%

34%

46% 44%

69% 70% 64% 63%

43% 47% 49%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Offering employee

development programs that

offer education, training and/or

mentorship

Provide business

services and products that

make a meaningful impact for

clients/customers

Providing business

services and products that

benefit society

Encouraging community

outreach and volunteerism

Engaging in pro bono work

and skills based

volunteerism

Adopting sustainable/ 'greening' business practices

Giving monetary

donations to non-profits

Employees

Executives

‘Which of the following, if any, do you consider to be helpful in achieving a sense of important purpose at a company?’


...but most companies fail to integrate purpose into their core business; although executives seem to believe differently‘To what degree are each of the following integrated into your company’s business and brand strategy (completely/very)?’

48%

68%

59%

46% 42%

39%

26%

70%

78%

73%

57%

50% 52%

44%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Offering employee development

programmes that offer education, training, and/or mentorship

Providing business services and products

that make a meaningful impact for

clients/customers

Providing business services and products

that benefit society

Encouraging community outreach

and volunteerism

Adopting sustainable/'greening'

business practices

Giving monetary donations to non-

profits

Engaging in pro bono work and skills based

volunteerism

Employees

Executives


Most organisations engage in philantropy rather than business-model transformation, although there are examples in all categories

48% 39% 13%

0% 20% 40% 60% 80% 100% 120%

Number of CSR programs under way in respondents' firm

Philantropy

Operational improvements

Business-model transformation

•  Bloomberg Philantropy •  Gates Foundation •  10% Rule Patagonia

•  Patagonia •  Nike •  Houdini cradle2cradle

•  Unilever Lifebuoy •  Humana •  All social enterprises (!) •  Most new startups with

triple bottom lines

purpose-in-organisations-p- (2)

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