Lexington, KY - Does today's challenging workplace actually offer greater opportunity for meaning? That is the insightful and complicated question behind Neal Chalofsky's new book, Meaningful Workplaces: Reframing How and Where We Work. The answer, as Chalofsky prods the reader to discover, may require redefining the underlying assumptions about work in our lives.
Today, for the first time, we have four generations represented in our workforce at the same time. Each has its own view of the meaning of work and the workplace.
The generation that followed World War II, as well as the Baby Boomers, pursued work as the fast ride (the car of your choice) to the "good life," usually involving material prosperity and characterized by suburban living.
The newer generations X, Y, and Millennials, characterized by connectivity and the use of technology, are now making different choices. They are, along with the larger economic uncertainty, leading their still-working parents to reconsider the meaning of work and the environment in which it is performed.
"We must reframe our mindset from seeing work as a major life activity we have to put up with to seeing it as a major life activity we should make the most of," Chalofsky tells us. "We need to reframe the workplace from a space where we go to do our work to a space filled with human relationships based on values of caring, support, collaborating and commitment."
The author admits there are shelves full of books on meaningful work and creating supportive workplaces. There are titles on trust, personal development, work-life balance and personal "I did it my way" biographies of success. There are likewise lists of best companies to work for and how-to books on companies that have created model work environments.
But what these books failed to present is a real picture of what constitutes both meaningful work and a meaningful workplace and how the two symbiotically reflect each other. Meaningful work, Chalofsky insists, is an intrinsic need for today's workforce.
Surveys show that the majority of Americans are not happy at work. Certainly, there are numbers of workers who feel so overwhelmed they hardly have time to think about meaningful work. Even those now reaching retirement look back and wonder whether all the hours spent at work were really worth it. In a time of economic turmoil, layoffs and an era of near constant stress, workers of all four generations are redefining what is important.
Chalofsky adroitly divides his discussion into two parts: the first on the meaning of work, the latter on what is a meaningful workplace. His aim is to reframe perspective with the intention of making it more positive.
The book's first section defines meaning in work as "an inclusive state of being," expressing the purpose of our lives through the activities that take up most of our day. Work gives us identity as well as a reason for relating to others.
Meaningful work consists of a sense of personal purpose, an understanding of what is important and a desire to give to others. To be fulfilling, it needs to be interesting, value satisfying, and contribute to the larger community. It also must be incorporated into work-life balance.
The second section of the book defines meaningful workplaces as those that have value-based cultures and those that are known to be employee friendly and progressive. Employees have stated a preference to work for socially responsible organizations that allow the whole self to be brought to work. In the post-Enron era, there is a demand for ethically driven organizations.
In seeking how organizations become meaningful workplaces, the author participated as a "judge" for the Maryland Work-Life Alliance, which annually cites various types of organizations for work-life programs. He also examined their programs on social responsibility, philanthropy and community service. Many of these companies had also appeared among FORTUNE magazine's 100 Best Companies to Work For, as well as on other lists.
The meaningful workplace is a community, Chalofsky says. "When you go to work every day knowing that what you do makes a difference, that your voice is heard, that your work is meaningful, and that you enjoy the company of your colleagues and managers, then you are truly part of a workplace community."
Chalofsky gives us a brilliant and insightful challenge to build a better workplace. In answering his call to meaning, we change not only ourselves, but also the world of work itself.