%20(1).png)
“Ask not what you can do for your organization, but what your organization can do foryou.”
- John F. Kennedy
Now that we've got your attention with this intentionally misleading quote, we'd like to tell you that just because JFK didn’t say it doesn’t make it any less true. Gone are the days when employees were mere cogs in the corporate machinery, whiling away their days creating value for the company. The modern employee wants to create value with the company—values that align with their own.
Employee sustainability persists when employees find satisfaction and meaning in their work. For example, it has been shown that employee satisfaction increased by 25% for those working in Unilever’s Sustainable Living Plan and related departments, which helped the company reduce waste by 32%. Value alignment thus becomes essential to drive individual progress and organizational results.
All the Right Places and All the Right Questions
A dating coach once said, “The key to every good relationship is intentionality.”It is not only important to put yourself out there, but also what you’re looking for; you attract the right person by defining the right person for yourself. Companies like the Nature Conservancy have adapted this strategy to recruit talent whose values align with theirs intrinsically. This alignment has led to a 15% higher retention rate compared to the nonprofit industry average, directly supporting their global conservation efforts.
Incorporating a cause-first mindset involves crafting a strong employment brand that clearly showcases the company's mission across all channels. It’s about being in the right places and asking the right questions. Translation: It means advertising on the right platforms with a targeted approach and shifting the focus from just a skill-based fit to a values-based fit. Advertising on LinkedIn groups and using relevant hashtags; directly hiring through social media, and university acquisition can help. Platforms like LinkedIn groups targeted hashtags, and university acquisition programs can help attract candidates who are naturally aligned with the company's mission.
Besides qualifications and technical skills, does the candidate have personal motivation to pursue this line of work? Do they have a project related to this role? How do they integrate the company’s values into their personal lives? By asking values-driven questions, you can gain deeper insights into whether a candidate will fit into the organization's culture.
Learning Never Stops
A survey of top executives found that reskilling talent is a primary goal forwell-established firms. Why? Nearly 64% of organizations find it expensive and time-consuming to find and hire people whose talents match their needs and values. The solution is to train employees in a way that not only develops their skills but also ensures they fully understand and embody the company’s mission.
Boston Consulting Group reports that creating a culture of learning from the top down is imperative for an organization to successfully harness the myriad resources available today. A key part of this culture is effective onboarding—introducing new hires to the company’s mission from day one, setting clear expectations, and immersing them in the company’s values. This ensures that new hires absorb the philosophy driving the organization.
Mentorship programs, like the one scaled by Cox Automotive, can also play a critical role. By pairing new employees with seasoned staff who embody the company’s mission, organizations can retain talent and save millions on talent acquisition. Cox’s mentorship program saved them over $3 million while improving retention rates.
Results-First
Fostering a value-aligned culture—or multiple cultures within a firm—positively impacts employee sustainability and retention. Deloitte reports that organizations that align performance goals with values see improved employee engagement and productivity. By setting SMART goals (Specific,Measurable, Achievable, Relevant, and Time-bound) that align with both performance and the organization’s mission, organizations can drive measurable success.
For example,The Sierra Club uses specific environmental metrics for their conservation work. Setting tangible goals—such as the retirement of 339 coal plants across the U.S.—allows employees to channel their values and passion into their work, contributing directly to the organization’s success.
Transparency and trust form the backbone of a company; 86% of leaders surveyed concur. Clear goal setting, regular progress updates, and open communication help employees feel like integral parts of the company, striving toward common goals. Charity: Water’s focus on transparency—highlighting their 100% model where all public donations go directly to clean water projects—has attracted employees who share their vision. As a result, Charity: Water has funded over 91,000 projects, providing clean water to more than 14 million people globally.
Conclusion
Recruiting and retaining top talent is no longer just about finding the right skills—it's about finding the right values. In an increasingly competitive job market, standing out means more than offering competitive salaries; it requires a deeper connection between the organization’s mission and the employee’s personal motivations. By fostering a values-driven culture, setting clear goals, and investing in continuous learning, organizations can attract top talent and ensure they stay engaged for the long term. Building a cause-first, results-driven environment helps align employees' passions with the company’s vision, leading to meaningful, sustained success for both parties
