Cada generación llega con unos nuevos hábitos de consumo, cambiando cómo y dónde gastar su dinero. Las personas que pertenecen a la Generación Z y a la Millennial investigan antes de comprar y, si una marca no coincide con sus valores éticos, el 33% estaría dispuesta a no comprar a una marca. Se interesan en productos sostenibles y responsables, como cosmética no testada en animales o ropa de segunda mano. Las empresas que hacen de su propósito un objetivo final, pueden obtener una ventaja competitiva (Mackey y Sisodia, 2013).
¿Qué es el propósito organizacional?
El propósito organizacional es aquello que motiva, impulsa y guía a una organización a conseguir una meta significativa para sí misma pero que también tiene impacto para el resto del mundo. Es el motivo por el cual algo se realiza o existe y que ayuda a la organización a mantenerse enfocada en lo importante. Es decir, la estrella polar que orienta todas las actividades de la empresa.
Si nos centramos en los colaboradores, el propósito es el impulso que los mantiene motivados para cumplir sus objetivos a corto y a largo plazo, lo que le da sentido a su trabajo y aquello que les une a la organización, generando compromiso y orgullo.
La cultura organizacional como refuerzo del propósito
¿Basta con decirle a un equipo cuál es el propósito de la organización? No. Y si alguien cree que con una campaña de comunicación lo va a lograr, más le vale que no se asuste cuando descubra la enorme brecha entre el propósito de la empresa y las sensaciones de los empleados. La clave siempre está en el mismo factor: la cultura.
La cultura juega un papel importantísimo. Es la base en la que el propósito puede echar raíces y, con ella, la estrategia corporativa. Es el vehículo en el que se integra el propósito, el contexto de unos empleados comprometidos y la base para darle un sentido a cada tarea del día a día. Para las empresas que intentan desarrollar una organización impulsada por un propósito, la cultura se identifica como la “diferencia competitiva más fuerte” (Sisodia et al., 2007).
Hasta 2014, Microsoft tenía fama de tener una cultura agresiva y competitiva y, casualmente (no), la empresa estaba perdiendo terreno en la innovación tecnológica. Lo que sucedió en 2014 es que Satya Nadella se convirtió en la CEO. Nadella no solo actualizó el propósito de Microsoft, sino que reinventó la cultura organizacional en la que se apoya ese propósito. Y sí, la cultura pasó de ser combativa a ser empática y abierta.
Tener un propósito beneficia
Un estudio publicado por Harvard Business Review reveló que el 52% de las empresas que tienen un propósito claramente articulado, experimenta un crecimiento superior al 10% en comparación con las empresas que no habían desarrollado su propósito. Las empresas con un propósito se beneficiaron de una mayor expansión global (66% frente al 48%), más lanzamientos de productos (56% en comparación con el 33%) y éxito en los procesos de transformación (52% frente al 16%).
El propósito también beneficia a la experiencia laboral: un estudio de la Universidad Northwestern mostró que cuando las empresas tienen un mayor sentido del propósito, los empleados sienten que su trabajo es más significativo. Además, la Universidad de Sussex descubrió que cuando los líderes demuestran un propósito claro, su equipo es más feliz y productivo.
El impacto del propósito en nuestras tareas
¿Dónde pasamos la mayor parte de nuestro tiempo? ¿Cómo queremos pasar ese tiempo? Según una encuesta de LinkedIn, el 52% de los candidatos afirma que no aceptaría una oferta de trabajo si no conociera o no estuviera de acuerdo con los valores y el propósito de la empresa. Como comentábamos al principio, los cambios generacionales implican diferentes formas de ver y entender no solo lo que queremos consumir, sino los lugares en los que queremos trabajar. Los movimientos sociales y ambientales nos preocupan cada vez más, y esto nos hace pensar de manera diferente sobre la vida que llevamos y el trabajo que hacemos. Queremos y necesitamos contribuir personalmente a un mundo más responsable.
¿Cómo se calcula la brecha entre los empleados y el propósito?
Dentro de tu evaluación de Cultura Organizacional o de Clima Laboral, puedes evaluar el propósito para detectar posibles brechas. Algunos indicadores que puedes tener en cuenta son:
· Comunicación. ¿Los empleados tienen claro cuál es el propósito de la empresa?
· Alineación. ¿Los líderes, la gerencia y los colaboradores están alineados con este propósito?
· Orgullo. ¿Los empleados se sienten orgullosos de trabajar en esta organización?
· Compromiso. ¿Los miembros de la organización se sienten comprometidos con los valores de la organización, con el propósito, con la cultura?
· Confianza. ¿Los empleados se sienten emocionalmente seguros para actuar libremente con un propósito?
La teoría de que las personas tenemos la necesidad de realizar un trabajo significativo está respaldada por teóricos de la motivación y por psicólogos humanistas (Alderfer, 1972; Herzberg, Mausner y Snyderman, 1959; Maslow, 1943; McClelland, 1965; McGregor, 1960; Rogers, 1961), así que, ¿cuándo vas a comenzar a hacer brillar el propósito de vuestra organización?
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