More than ever before, people are seeking meaning at work – and will be quick to seek new opportunities when they feel something is missing. They hop from employer to employer until they find a company that feels right for them, and a position that enriches their body, mind and soul.

This is happening ever-more frequently, with employee engagement falling globally for the second time this year. This shortfall is particularly pronounced amongst younger workers, such as those belonging to Generation Z, and managers struggling to juggle rising workloads and stakeholder expectations.

A recent survey of UK workers by Go1 found that Generation Z stays in a job for an average of just 1.7 years, compared to 5.7 years for Baby Boomers. Gen Z workers also act more quickly when they’re unhappy - waiting just 4.1 months before deciding to leave, while older generations typically wait a year or more.

Quitting a job to protect one’s well-being is no longer taboo. What used to be seen as irresponsible, or too much of a risk, is now taken as a bold move across all generations. We've all begun to accept a simple, and vital, truth: people come first.

The People-First Workplace

To stem the tide of employee turnover, leaders must embrace a people-first mindset. This begins with a fundamental shift in leadership style - from traditional top-down control, to a more human, horizontal approach.

This shift asks leaders to let go of outdated beliefs and break down the walls that separate them from their teams. As leaders, we need to be able to show up as our authentic selves and embrace our vulnerabilities. By taking this step to lead by example, we see that the rest of the workforce will also start to break down walls they’ve built. It all starts with one bold leader who can take that first step.

When people are free to show up as their full selves, they’re more likely to find meaning in their work. In turn, this builds an unspoken contract: as employees commit to personal growth and excellence, organisations and their leaders must do the same.

Companies that fail to evolve in this direction risk becoming stagnant while their people continue to grow. The result? A decline in retention and engagement, which ultimately cripples long-term success.

To achieve a people-first workplace, both the company and individuals must commit to doing the work needed, for it is only when working together that they can create a truly people-first mindset, culture, and environment.

Putting People First Isn’t Enough - They Need Purpose

The responsibility of leaders is not only to care for the people in their organisation, but to bring purpose to their work. While your people hold up your business, your purpose provides the direction to guide their actions and decisions.

Purpose is a powerful catalyst that, when balanced with people and performance, unlocks FLOW@WORK - a powerful state where purpose, people, and performance combine. This is because we are all inherently drawn to finding meaning at work, whatever our role might be. Finding this purpose establishes a deeper connection between your people and their roles.

If you can work to give a clear sense of purpose, you will be able to instil a deeper connection between people and the work they do. When a team is fuelled by purpose, they are more resilient, engaged, and dedicated to the organisation and its mission.

On an individual level, we find that when personal values are aligned with professional aspirations, it fosters a fulfilling work environment. This isn’t just theory; a recent Deloitte survey found that 86% of Gen Z say a sense of purpose is key to job satisfaction. While older generations are less likely to job hop if purpose isn’t aligned, research shows that for Baby Boomers, 94% find work holds significant value in their lives, compared to 39% of Gen Z.

This generational difference matters. Gen Z might leave quickly if they feel disconnected from purpose, while Baby Boomers may stay, but become less engaged, less resilient, and more prone to burnout if the purpose they crave is missing.

Balancing Purpose with Performance

Finally, it is critically important to ensure that your focus on connecting your people to their wider purpose is moderated by performance – matching the expectations of the tasks you set to your team's current capabilities.

FLOW@WORK can only be achieved when tasks are demanding enough to stretch your team, but not so overwhelming that they induce stress or paralysis. If the work is too easy, motivation dips. If it’s too hard, confidence erodes.

The “sweet spot” lies in meaningful, challenging work that stimulates without intimidating. It’s here that teams enter a state of FLOW@WORK - fully engaged, focused, and performing at their best.

The importance of a people-first environment is clear. When personal values align with professional goals, it creates a fulfilling workplace. By prioritising well-being, fostering shared purpose, and balancing this with performance expectations, leaders can cultivate an engaged, high-achieving and, most importantly, happy workforce.

Gaelle Devins is Chief Customer Officer and Member of the Executive Board at Breitling. A sought-after executive coach and strategic consultant, she’s the founder of Flow Fusion and author of Flow Leadership: Unleash the Power of People, Purpose and Performance.