An issue that goes beyond salary and status
The relationship with work has profoundly changed. For many employees, compensation and status are no longer enough to justify lasting commitment. The quest for meaning has become a requirement that directly influences recruitment, retention, and employer branding.
The numbers that speak
According to the Deloitte Global Survey (2024), 62% of young workers would choose an employer aligned with their values over better compensation. In France, the Cegos barometer (2023) indicates that 70% of employees state that the meaning of work is their primary source of motivation, ahead of compensation.
The phenomenon is accelerating: a McKinsey (2022) study reveals that nearly 2 out of 3 employees are considering leaving their jobs if they do not find meaning in their tasks. These figures highlight that the quest for meaning is not a passing trend, but a lasting wave.
A universal need, amplified by crises
Work psychologists emphasize that the need for meaning is deeply rooted in intrinsic motivation: feeling useful, contributing to a project greater than oneself, having coherence between personal values and company values. The COVID-19 pandemic, followed by waves of economic and geopolitical uncertainty, has acted as a revealer: many have reevaluated their relationship with work and now reject the "emptiness of meaning."
This questioning is particularly pronounced among younger generations, but it also affects experienced executives seeking coherence or career change. It is therefore not a generational whim, but a global movement that redefines the relationship with work.
When meaning is lacking: the shockwave of departures
Since the pandemic, many employees have made the radical choice to leave their jobs to reinvent themselves. This phenomenon, sometimes dubbed "the great resignation" or compared to the dream of becoming shepherd in Larzac, reflects a desire to break away from environments deemed devoid of meaning.
In France, according to Dares (2022), nearly 520,000 resignations were recorded in the first quarter of 2022 — a historically high level. For its part, the think tank Institut Sapiens estimates that nearly 1 in 5 workers has considered a career change towards jobs perceived as more meaningful, often related to nature, craftsmanship, or human support.
While not everyone takes the plunge, this trend illustrates the depth of the current quest: meaning sometimes takes precedence over security or compensation, and companies must take this into account if they want to sustainably retain their teams.
Quest for meaning and collective dynamics
The quest for meaning is not only individual. It also impacts collective dynamics: a team motivated by shared values is more engaged, more creative, and more resilient. Conversely, the absence of meaning leads to disengagement, turnover, and a deteriorating social climate. According to Gallup (2023), disengagement related to lack of meaning costs over $7.8 trillion per year to the global economy.
This observation explains why the question of meaning has become a HR and strategic priority. It affects the definition of missions, managerial communication, and the way to support professional trajectories.
The challenges for companies
Meeting this demand for meaning poses several concrete challenges for organizations:
🔵Alignment between discourse and reality: employees quickly detect the gap between stated values and actual practices.
🔵Clarity of missions: an employee needs to understand how their role contributes to the overall collective project.
🔵Spaces for dialogue: providing places where everyone can express their aspirations and co-construct their path.
🔵Managerial adaptation: training managers to give meaning to daily activities through feedback, recognition, and transparency.
My support: transforming the quest for meaning into a lever for well-being at work
I support professionals and companies in going beyond discourse to embody the quest for meaning in daily life. Specifically, this involves:
🔵Skills assessments to help employees clarify their aspirations, identify their resources, and align their trajectory with their values;
🔵PNL sessions to work on motivation, strengthen confidence, and transform doubt into constructive energy;
🔵Collective workshops to bring forth a shared vision, strengthen cohesion, and connect daily missions to a common project;
🔵An internal communication strategy to ensure coherence between stated values and lived practices.
These approaches allow for transforming an individual requirement into a collective and strategic asset for the company.
Towards meaningful work
The quest for meaning is neither a myth nor a luxury, but a condition for well-being and sustainable engagement. Organizations that can respond to it will attract and retain talent while cultivating a culture of trust, performance, and loyalty.
The meaning at work is not decreed: it is built at the intersection of individual aspirations and collective ambitions. And what if your organization made this lever a true engine of growth?
