A Harvard Business Review study revealed that more than nine out of ten employees would be willing to give up a portion of their lifetime earnings in exchange for greater meaning at work. Meanwhile, another poll showed that 90 per cent of respondents believe work should provide a sense of purpose.
Representatives from companies participating in Kauno kolegija Higher Education Instituion’ Internship and Career Days — Baltic Transline, Accenture Baltics, and Eglės sanatorija Corporate Group — together with Ramunė Bagočiūnaitė, Head of Project Development at the Faculty of Business and organisational psychologist, share their insights into this trend.
Organisational values help employees see the link between daily tasks and a larger purpose
Jovita Vainilavičė, Head of the Personnel Selection Group at Baltic Transline, an international cargo transportation and freight-forwarding company, explains that candidates initially focus on salary, job responsibilities and the benefits package. According to her, these remain the key factors influencing their decisions.
‘However, when we talk about long-term engagement and retention, this trend becomes more visible. Employees increasingly look not only for financial benefits, but for a deeper sense of meaning: whether the role suits them, what direction they see within the organisation, and what value they create for themselves and their team. Psychological wellbeing, intrinsic motivation and personal goal-setting are becoming crucial,’ says J. Vainilavičė.
She notes that although a sense of purpose is highly individual, an organisation can intentionally strengthen it – especially for long-term employees. At Baltic Transline, company values are clearly communicated, helping employees understand how their daily tasks connect to the organisation’s broader mission.
‘We give employees the opportunity to contribute to organisational changes – one of our values is participation in decision-making. This is especially important for long-standing staff, who feel their experience and opinions contribute to the organisation’s growth. In this way, they maintain a sense of meaning and motivation,’ she explains.
According to her, purpose helps employees engage more deeply with organisational activities, deliver results and show greater initiative. ‘We see that employees willingly contribute to team building, colleagues’ development and strengthening internal culture. There are many examples of such motivation expanding teams and creating a stronger organisational community,’ adds J. Vainilavičė.
Employees should understand the value their work creates
Meanwhile, Zanda Arnava, Talent Studio Lead at Accenture Baltics, which is a leading global company providing strategy, consulting, digital and technology services and solutions, says she has noticed that employees today are increasingly paying attention to finding meaning in their work.
‘We see this trend as candidates increasingly ask not only about the role but about the purpose behind it – how their skills will create value for clients, society, or innovation. Many of them are willing to choose a role with slightly lower compensation if it offers learning, growth, and a strong connection to impact. Internally, our people often emphasise that meaningful work and continuous development are decisive factors for staying at Accenture long-term,’ says Z. Arnava.
According to Accenture Baltics Talent Studio Lead, the most important factor is ensuring that employees see how their work contributes to broader organisational goals and to real client outcomes. Z. Arnava emphasises that Accenture is a project-based organisation, so rotating into new engagements, technologies or industries helps people stay inspired and continue growing.
‘We also encourage colleagues to signal their interests – when someone raises their hand for a particular topic or type of project, we do our best to match them with opportunities that align with their strengths and curiosity. Regular development conversations and reskilling options further reinforce this sense of renewal. When people feel they are still evolving and their contribution matters, the sense of meaning remains strong even after many years,’ says Z. Arnava.
She also adds that teams that see purpose in their work tend to collaborate more effectively and are more willing to take ownership of results. They also show higher resilience during periods of change, because they understand the ‘why’ behind decisions.
‘It also contributes to higher productivity, because people are more focused and motivated. Finally, it has a positive impact on overall satisfaction and wellbeing – when work feels purposeful, people experience less stress and more fulfilment in their daily roles,’ shares Accenture Baltics Talent Studio Lead.
A sense of purpose strengthens team bonds
Milena Kaminskė, Head of the Recruitment and Employer Branding Group at Eglės sanatorija Corporate Group – the largest medical SPA in Northern Europe, operating in Druskininkai, Birštonas and 11 cities with new rehabilitation centres – says she has not noticed candidates choosing lower pay for more meaningful work. ‘However, a sense of purpose in our organisation is one of the main reasons people stay with us,’ she explains.
At Eglės sanatorija Corporate Group, meaning is embedded in everyday life. Employees are constantly reminded of the value and impact of their work. This is reinforced through recognising long-term employees, sharing client feedback, rewarding positive outcomes, celebrating professional days and organising initiatives that highlight employees’ contributions to the organisation’s goals. M. Kaminskė notes that purpose alone may not directly increase engagement, but she sees other positive effects: ‘Employees are more willing to share good practices and knowledge, especially with new colleagues. This fosters a culture of cooperation, strengthens team relationships and helps new employees integrate more quickly.’
R. Bagočiūnaitė: salary can pay the bills, but it cannot fill a sense of emptiness
Ramunė Bagočiūnaitė, Head of Project Development at Kauno kolegija’s Faculty of Business, organisational psychologist and doctoral student in psychology, notes that people today are no longer looking only for a job – they are looking for a place where their work will have an impact. She explains that larger-scale psychological research shows that meaning is becoming one of the strongest motivators, sometimes even more important than financial wellbeing.
‘Salary can cover the bills, but it doesn’t fill the sense of emptiness if the work does not align with a person’s values or goals. This is especially true for long-term employees. To help them maintain purpose over time, we must first understand that this feeling varies between groups depending on age, professional experience and other factors. Long-term employees are often believed to lose purpose because the organisation has nothing new to offer,’ says Bagočiūnaitė.
However, she notes that reality is simpler – sometimes employees themselves have changed. Organisations can support employees’ search for meaning only if they are willing to face uncertainty and ask uncomfortable but important questions.
‘It’s essential to ask the fundamental question: Who is responsible for meaning at work — the individual or the organisation? Meaning is never the responsibility of just one side. It is a shared, constantly evolving relationship between the person and the organisation. The organisation can create conditions, culture and structure that allow meaning to emerge – but it cannot ‘give’ meaning to someone who is not ready to reflect on what is important and why they want to work here,’ she explains.
She stresses that employees cannot expect their manager or HR to hand them meaning if they themselves avoid taking responsibility for their career direction and professional identity. ‘The key moment comes when both sides honestly answer the same question: How much are we contributing to ensuring that meaning is sustained? Then a simple truth becomes clear: meaning is neither a motivational gift handed down from above nor an individual ‘DIY’ activity.’
‘This is a partnership that requires maturity from both sides. And without partnership, meaning will not last – even if the organisation invests millions and the employee genuinely tries. I encourage both employees and organisations to ask: if meaning is lacking, which side stopped creating it first, and what can we do together at this stage to reach our shared goals?’ says R. Bagočiūnaitė.
