Next Level Blog
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What Do People Want From Work? January 9 2012
Other than the basic requirements – food, shelter, health care – on the hierarchy of needs, what do people really want from their jobs?
Last week I attended a presentation from Peter Cappelli, a Wharton professor and thought leader on talent management, where he addressed that question. Based on a study he cited, these are the top five things that a large group of people say they want from their work:
1. Friendly environment
2. Chance to use my skills
3. Chance to do something worthwhile
4. Feeling respected by coworkers
5. The opportunity to learn something new
Is there anything on the list that’s really that surprising? If you stop and think about it, you probably want those things from your own work.
Here’s the catch on the data that Cappelli shared. He presented it in the content of a talk on managing the older generation of workers and the data comes from a study that AARP conducted on what older workers want.
Is the list really that different that what workers of any age would want? My experience and observations tell me no. People want to work in an environment where they feel respected and appreciated, where they can learn and do their best work.
What does your experience tell you? What’s on your short list of the most important things that leaders can do to create a place where people want to work?
Scott Eblin is an executive coach, speaker and author of 
Hi, Scott – - –
I agree with you — I don't think that the list of what people want from work changes much from generation to generation (human needs are human needs, regardless of generation). I am given to think, though, that how those "wants and needs" are expressed — i.e., what they "look like" in practical application — might differ across generations. For example … what feels "friendly" to a Baby Boomer or "Greatest Generation" person might feel fairly stand-offish and "cold" to a Gen Y/Millenial person seeking more intense personal interaction (that to a Baby Boomer might feel like violating personal boundaries).
If that is true, perhaps the challenge for leaders is to keep in mind not only what people want, but that what it "looks like" to each of them varies.
Michael Brisciana
I think the one big difference that younger workers have is the desire for instant gratification and reward. I see this seperating the generations as much as anything.
I know that my staff, which is older, wants the feeling of respect and a sense that they are accepted by their younger peers and less about the instant gratification. Many older workers look at doing extra as just part of the job getting done while the younger worker wants to be rewarded for doing the extra.
I liked the article and I agree that we all want to be appreciated and respected at work. However, I agree with Jpatrick that the younger workers have that instant gratifcation and reward mentality. I also agree with Jpatrick's last sentance about doing extra as part of job versus wanting to be paid for is what really differentiates the older workers from the yonger workers.
Thanks for the comments thus far everyone. I think an interesting question to ask is are 25 year olds and 55 year olds today that different in their expectations and approach than 25 and 55 year olds of previous generations were in theirs? Perhaps, as Michael suggests, the challenge for leaders is to adjust their approach to the indiviudal.
Work with out hope for future higher position is a grave.
His or her hope give the power to concord the bad situations for one or all needs
Without hope & challenge you are not human you will be machine with expire.
Tariq Alhossan
There is little or no difference in generational wants from work! What is different is what managers want from younger workers.
G'Day Scott,
This question has exercised many minds for decades.
Go way back to the Hawthorn study of Frederick Herzberg's famous "Work and the Nature of Man."
For some very recent work , the books by Ricardo Semler, "Maverick" and "The Seven Day Weekend" provide a current empirical perspective.
But whatever employees want, I think that there are some key things managers, leaders if you like, must do to ensure that employees achieve outstanding performance levels.
Tell employees exactly what's expected of them in performance terms.
Let employees know exactly how their performance will be measured
Put systems in place that make it impossible for employees to fail
Recognize that the basic human unit in the workplace is the team, not the individual
Establish clear, measureable performance standards for both individuals and teams
Accept that employees don't have to "get on well" in order to work together effectively
I'll admit that none of what I've said is new. But my experience suggebts that leaders should be constantly reminded.
Regards
Leon
I think you can summarize exactly what it is that a person wants from their job in two words, "Job Satisfaction." I know that sounds a little vague, but I think you can wrap most of those 5 items into the simple feeling that the work they put in has a positive impact on the company. Of course, this feeling doesn't come about unless you feel you're properly suited for the position. If you're in the right place, you'll feel that intrinsic feeling of merit, which will hopefully be met with extrinsic respect for a job well done.
I agree that employees want these things from their job. However, I think the way workers judge how satisfied they are with each could vary by generation. For example, Boomers expected to go to their job 8 hours a day, sit at a desk and do their work. Millennials (and even Gen X) want a more flexible work arrangement where they can telecommute or don't have set work hours. The way generations define a friendly environment may differ.
Hi Scott,
Couldn't agree more! I just started my career and I want all of these things to emerge from my career. I believe that 1-5 is exactly what people want and expect. Thank you for sharing!
Thanks for the list. Agree these are the most important ones. However,my experience says following items are important as well.
- Listen to the employees and support their career development
- Provide opportunity for challenging work where they can feel good about themselves after completing it successfully.
- Reward and recognition. I think for the current generations(who are < 30 years of age), this is of importance.