logo
The Power of Purposeful Work: Rethinking Work in an Uncertain World

The Power of Purposeful Work: Rethinking Work in an Uncertain World

Mint08-07-2025
The global job market is facing disruption due to rapid technological shifts, geopolitical conflicts, and changing international alliances. These forces have made the employment landscape increasingly volatile and unpredictable, prompting professionals to rethink their purpose in the workforce. Amid this uncertainty, employee insecurity is rising sharply.
Only 14% of Indian employees say they are 'thriving', compared to 34% globally. While a staggering 86% report they are 'struggling' or 'suffering' at work, cited in theGallup State of the Global Workplace report. These figures reflect a growing disconnect between workplace conditions and an employee's sense of purpose in their professional journey.
Shaili Tyagi, Chief Human Resource Officer at Sheela Foam, believes the disconnect between employees and their work often stems from a lack of clarity around its meaning. Many disengage simply because they don't see how their efforts contribute to the bigger picture. But when they understand the'why' behind their role, it sparks both purpose and ownership.
'Whether someone wants to specialize, shift functions, or lead differently, we must support them with clarity, mentorship, and opportunity. That's how you steward potential—not just manage performance,' she says.
This emphasis on alignment and purpose is reflected in Michael Page'sTalent Trends India 2025 report, which highlights a clear shift in employee priorities. Today, workers are actively seeking value alignment, with 62% negotiating raises and 37% successfully securing them within their current roles—indicating that people are willing to stay when the workplace offers more than just compensation.
Adding to the perspective, Richard Lobo, Chief People Officer at Tech Mahindra, underscores the need for hyper-personalized career journeys that empower self-driven exploration and foster cross-generational collaboration. This enables employees to thrive and learn from one another.
To foster this at scale, Lobo believes in reimagining HR as both enabler and orchestrator. 'We've embraced a pod-based, collaborative HR model that dissolves silos and empowers cross-functional teams to co-create with business leaders—balancing decentralized decision-making with clear strategic alignment,' Lobo adds.
However, aligning personal and organizational purposes is becoming increasingly complex, as both continue to evolve. Sandeep Girotra, Executive Director & CHRO at DCM Shriram, believes better outcomes are possible when individual roles connect with the organization's higher vision—and it begins with hiring the right people.
'It's not enough to hire or promote based solely on performance or technical fit. One must look for a strong value fit. Without it, results may come in the short term, but the core purpose gets diluted over time, leading to long-term damage,' he says. 'When the values align, give people the freedom to thrive. More often than not, they will exceed your expectations—and do it with purpose,' he adds.
Balaji Ethirajan, CHRO at TVS Supply Chain, shares that long-term engagement stems from purpose congruence between employees and the organization. 'Things like trust, respect, and integrity are universal, and any well-managed company should reflect those. If there's value congruence, employees feel a sense of belonging. That's what leads to long-term engagement—not just compensation or titles,' he says.
He adds that younger employees are often leading this shift, driven by a desire to contribute meaningfully to society. 'Good organizations know how to harness this, especially through CSR and volunteerism… It's about giving them the space to express their values while staying connected to the company's larger mission,' he says.
While purposeful work may sound qualitative, its impact is quantifiable. A World Economic Forum report states that 63% of departures in 2024 were preventable, driven by factors such as career stagnation, poor work–life balance, and managerial shortcomings. Furthermore, early-stage attrition accounts for 40% of total turnover, representing high-cost exits with no return on investment.
According to K.A. Narayan, President – HR at Raymond Group, defining organizational purpose is the first step in retention. 'It's what energizes employees beyond roles and paycheques,' he says.
He emphasizes the need for better tools and leadership commitment. 'To align individual strengths and aspirations, companies often use psychometric tools, but behavioral event interviews are more effective. Managers must be trained to support risk-taking and learning from failure. The ideal state is when individual and organizational purposes align.'
As the pursuit of purposeful work becomes both more vital and more challenging, it's clear that organizations must not only promote purpose—but measure and strengthen it meaningfully. With this in mind, Mint, in partnership with Deloitte, has launched Mint India's Iconic Workplaces—a workplace excellence certification that helps organizations understand where they truly stand, and how they can bridge the gap between individual purpose and organizational vision through deep, data-driven cultural insights.
It's a chance to not only be recognized, but to truly reflect, reset, and rebuild with intention.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Lenskart gets shareholder approval for $250 million IPO fundraise
Lenskart gets shareholder approval for $250 million IPO fundraise

Business Standard

time29 minutes ago

  • Business Standard

Lenskart gets shareholder approval for $250 million IPO fundraise

Indian eyewear retailer Lenskart secured shareholder approval to raise $250 million through a fresh share issue, setting the stage for a public offering that could reach $1 billion, including existing investor sales, according to sources. It is aiming for an IPO valuation of about $10 billion. 'The company got approval for the $250 million IPO fundraise. The offer for sale (OFS) would be decided later,' said a person familiar with the matter. The company plans to file its prospectus with the Securities and Exchange Board of India (Sebi) soon, joining a wave of technology startups—including trading platform Groww, e-commerce firm Meesho, and education company PhysicsWallah—that are preparing to go public in 2025. Lenskart's move comes as the $5 billion company—recently marked up to $6.1 billion by Fidelity—seeks to capitalize on robust growth in India's retail market. The Gurugram-based firm reported 43 per cent revenue growth to Rs 5,427.7 crore in FY24 from Rs 3,788 crore in FY23, while narrowing its losses by 84 per cent to Rs 10 crore in FY24 from Rs 63 crore in FY23. The IPO approval includes a pre-listing fundraising round of $51 million and a new employee stock plan covering 7.2 million shares. Lenskart operates more than 2,500 stores globally and is investing $200 million in a manufacturing facility in southern India. Lenskart continues to deepen its penetration in India while rapidly scaling its international presence, including in Southeast Asia and the Middle East. With a unique click-and-mortar business model, it is disrupting the eyewear industry by offering an omni-channel customer experience across online platforms, mobile applications, and stores. Globally and in India, Gurugram-based Lenskart competes with players such as Titan Eyeplus, Specsmakers, Vision Express, Warby Parker, and Italian eyewear conglomerate Luxottica Group.

Suresh Narayanan steps down after leading Nestlé India's revival and expansion
Suresh Narayanan steps down after leading Nestlé India's revival and expansion

Time of India

time33 minutes ago

  • Time of India

Suresh Narayanan steps down after leading Nestlé India's revival and expansion

Representative image Suresh Narayanan , who steered Nestlé India through the most challenging "existential" Maggi crisis, will retire on July 31 after a decade at the helm—a satisfied man. That sense of satisfaction stems from leaving the packaged food major in significantly better shape, with revenue growing at 10 per cent CAGR, profit after tax rising nearly six times, and market capitalisation increasing almost fourfold over the past 10 years. Appointed as CMD in 2015, Narayanan is widely credited with resurrecting Maggi—the company's flagship brand—after it was pulled off kitchen shelves due to a regulatory ban. During his tenure, he fired the company's innovation engine with a diversified and future-ready portfolio, rejuvenating it by launching over 150 new products—which now contribute about 7 per cent of sales—and delivering consistent growth, even amid post-COVID volatility in the FMCG sector, stubborn commodity inflation, and a consumption slowdown. 'I am happy to leave behind a culture of respect, courtesy, dignity, and trust, which is all-pervasive, has helped us through good times and bad, and the extent of diversity we've been able to provide. It is the strength of teams, brands, and conviction that has made us stand up to the odds and deliver 10 years of consistent performance. We were once seen as an urban company with a limited portfolio, but through a penetration-led volume growth strategy rolled out in 2015, we now have access to more households and more consumption occasions,' Narayanan told TOI in an exit interview. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like After Losing Weight Kevin James Looks Like A Model 33 Bridges Undo Following the setback, Maggi recovered 60 per cent of its market share within months of its relaunch in November 2015, bouncing back from near-extinction and reaffirming its place in Indian kitchens, eventually making India its largest market globally. 'Post the crisis, our levels of respect and trust have gone up. We came back from a dead brand into life. We moved from strength to strength,' he recounted. Over the years, Nestlé has delivered steady growth by focusing on premiumisation, a consumer cluster-based and 'Rurban' strategy, and expansion into new businesses—driving both top-line and bottom-line performance. 'One of the things I feel satisfied about is that there were two or three businesses I was keen to start in India. One was the breakfast cereals business, then pet care business and the third was Nespresso—all are now here,' Narayanan said. Also, 'we wanted to grow health science, and the joint venture with Dr Reddy's has given us that opportunity. So we are well placed not just in our core, but also in new, emerging opportunities—where there is a lot of potential for growth,' he added. Narayanan began his career at Nestlé India in 1999 as executive VP (sales), playing a key role in expanding the company's strategic footprint, and over the years, leading strategic transformations across core functions and major geographies. 'We have come a long way from those difficult (Maggi) days, and it feels good to give shareholders a bonus issue (upon farewell),' he added. Investor expectations, too, have been well met, with Narayanan delivering on three key demands: better returns, a 1:10 share split last year, and the company's first-ever 1:1 bonus issue this year. As he prepares to step down after 26 years with Nestlé, passing the baton to Manish Tiwary—former Country Manager of Amazon India—who takes over as CMD from August 1, the FMCG landscape is showing encouraging signs of recovery. Green shoots are becoming visible in urban demand after months of slowdown, supported by easing inflation and recent fiscal and monetary policy measures. Rurban markets (semi-urban and rural) have also demonstrated positive momentum, contributing to overall market resilience. This is a positive sign for companies like Nestlé, where urban markets remain key growth drivers, he said. At the same time, the value segment is seeing traction, supported by more benign inflation, a better monsoon, improved incomes—all contributing to a more favourable environment for consumption-led growth, he added. Amid these evolving market dynamics, the lens of sustainability remains ever-present in the company's business strategy, particularly in light of two significant challenges, according to him. First, consumers are increasingly demanding higher standards of governance and sustainability in the brands and products they choose—a global shift reflecting rising consumer consciousness. Second, regulatory bodies worldwide are raising the bar for product specifications, requiring companies to 'walk the talk' by enhancing the quality of their offerings to meet both consumer expectations and stricter regulatory standards. A rising tide lifts all boats. In the interconnectedness between consumer demands and regulatory responses lies the necessity for businesses to adapt and evolve in this changing landscape,' Narayanan says. Responding to a question on the company's strategy of steering clear of mergers and acquisitions, he said, 'We continue to explore good opportunities. But again, the question is one of valuation, potential, synergies, and growth opportunities that we see.' Using his experience at Nestlé, he now wants to guide senior executives on the pillars of strategy, leadership, and crisis management—all of which he honed during his time at the company. These, he believes, are increasingly essential in a world where crises are no longer exceptions but part of the norm. Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now

Study In Canada: Top Universities, Courses And Application Process
Study In Canada: Top Universities, Courses And Application Process

NDTV

time34 minutes ago

  • NDTV

Study In Canada: Top Universities, Courses And Application Process

Study In Canada: Canada continues to be a top destination for Indian students due to its multicultural environment and world-class education system, home to prestigious institutions like McGill University and the University of Toronto. To study in Canada, students must secure admission to a Designated Learning Institution (DLI). Top Universities And Their Courses In Canada University of Toronto The University of Toronto is ranked as the second-best university in Canada but holds the top position across all major subject areas among Canadian institutions, according to the QS University Rankings 2026. It offers a total of 151 undergraduate and postgraduate programs. The five broader subjects and University of Toronto's ranking globally is as follows: Arts and Humanities - 14 Engineering and Technology - 17 Life Sciences and Medicine - 13 Natural Sciences - 20 Social Sciences and Management - 14 University of British Columbia The University of British Columbia is ranked third best in Canada with global ranking of 40. This university provides 255 bachelor's courses and 236 master's courses. Arts and Humanities - 19 Engineering and Technology -31 Life Sciences and Medicine - 25 Natural Sciences - 22 Social Sciences and Management - 20 McGill University McGill University is the best university in Canada and ranked 27th globally as per the QS World Rankings 2026. This university provides a total of 498 undergraduate and postgraduate programs. Here are the subject-wise rankings for McGill University: Arts and Humanities - 36 Engineering and Technology - 45 Life Sciences and Medicine -27 Natural Sciences - 48 Social Sciences and Management - 39 Application Eligibility Requirements Before applying for a study permit, students must get registered with a Designated Learning Institution (DLI)- which could be a school, university or college, from where students will have to first receive an offer of admission. Students will also be required to submit a proof of having enough funds to handle expenses such as tuition-fees, living expenses, return-transportation. Students will also need to prove to an officer that they will leave Canada once their study permit expires. They may also be required to go under Medical examination. Students who wish to remain in Canada after graduation can apply for a Post-Graduation Work Permit (PGWP), which is granted based on several factors including the length and type of study program.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store