Most workers say they want purpose and meaning from their jobs. Not enough say they’re finding it.

Across industries, employers are grappling with declining engagement, burnout, and high turnover — and growing evidence suggests many workers feel disconnected from both their companies and their fellow employees. This is especially true for front-line and entry-level workers, who may face additional barriers to professional development or social connection due to nontraditional credentials or pathways into work.

While the causes of these problems vary, research indicates that a lack of purpose is a key contributing factor: 70% of workers say they derive purpose and meaning from work, but only 18% report experiencing it. The result is quiet quitting, burnout, and stalled potential.

Stand Together spoke with Dr. Tracy Brower, a sociologist and vice president at Steelcase, a global design and thought leader in the world of work. We explored how employers can unlock human potential and purpose — and why it’s a business imperative.

Stand Together: Tell us about yourself and your experiences.

Tracy Brower: I’m a Ph.D. sociologist focused on how humans shape work and how work shapes us. I’m the vice president of workplace insights at Steelcase and an author. My most recent book is called “Critical Connections,” which examines how we can rebuild relationships and create community to support our collective well-being as individuals, teams, and a society.

In “Critical Connections,” you argue that connection at work unlocks employees’ potential and purpose. Why is this important for workers and employers?

Designing work for connection is a win-win for both workers and employers. When employees feel their work has meaning, they’re more likely to stay, contribute, innovate, and grow.

For employers, an engaged workforce means less turnover, higher productivity, and a sustainable talent pipeline.

But over time, in the pursuit of efficiency, we unintentionally stripped out many of the interpersonal elements that give work meaning and purpose, leaving workers disconnected.

What are the consequences of this disconnect?

The result is many of the challenges employers are trying to address: burnout, disengagement, turnover, and declining productivity. In fact, 69% of people say that they don’t feel connected to their coworkers, and 43% of people seek more connection to their coworkers.

One of the biggest misconceptions about burnout is that it stems from long hours or challenging tasks. But in reality, it’s because work no longer feels human — we’re distanced from the impact of our work and from other people.

Redesigning work to foster human connection can help employees connect to their purpose. And the companies that are intentionally and strategically addressing this are the ones pulling ahead — human connection is the new competitive advantage.

Some people might think human connection at work means blurring professional boundaries. How do you respond to that?

With the explosion of technology designed to make our lives easier, we’ve lost many of the casual interactions that once punctuated our daily lives — such as ordering coffee from the barista when we can do it on an app instead.

As a result, work is one of the last frontiers for social infrastructure. It creates the conditions for people to form relationships with one another, contribute their talents and skills, and cultivate a sense of belonging.

While some employees may prefer a professional distance at work, many forge meaningful relationships with coworkers. In fact, 76% of people say they make friends at work.

Employers are no longer just organizing labor — they are shaping one of the last consistent environments for human connection.

Why should employers prioritize cultivating purpose among their workforce?

Doing the right thing for people is the right thing for business.

A recent study quantified the cost of a disconnected workforce: For every lonely employee, it costs a company $13,300 a year in lost productivity, attrition, and absenteeism. We also know that disconnected workers lose motivation, become less engaged, and are more likely to leave.

On the other hand, when people are less lonely, they’re more likely to stay with the same employer, give discretionary effort, and be more innovative and creative.

Perhaps one of the most compelling reasons is that workers value connection. Researchers asked employees: Would you trade a 10% salary increase for the conditions that create a sense of belonging? 50% of respondents answered “yes.”

That’s a powerful signal that businesses should be taking workplace connection seriously.

What are some examples of how companies can help employees find their purpose through connection?

A company’s first inclination might be to host a pizza party or bowling night. While those activities are fun, they can feel forced or obligatory, which can backfire on employers.

A better alternative is to build connection and community into the flow of the work. The creation of cross-functional teams, gaining an understanding of one another’s skills and strengths, and working toward mutual outcomes can foster a culture of esteem, respect, and belonging.

Human-ology — an organization that quantifies how changes in the world are changing humans — is a great example. They respect their remote work culture while also protecting, enhancing, and fostering opportunities to come together through virtual team chats, consistent work shares, and off-site, in-person time gatherings. And it’s paid off with double-digit growth and increased profit margins.

The physical experience of work is also important. Community-based design — think collaboration zones, small libraries, and coffee bars — can foster the desired outcome of community and connection.

Thoughtful workplace design can also lead to denser organizational networks, structures in which people are connected across functions, teams, and hierarchies. Research shows that denser networks can lead to higher productivity, better knowledge sharing, and improved performance.

What do you see as the future of work?

Work is better for people and companies when we intentionally and mindfully cultivate purpose, meaning, and belonging.

But a sense of belonging doesn’t come just from being around other people. It comes from a shared social identity, something work is uniquely positioned to offer through collaborative teamwork and mutual outcomes.

Helping employees find purpose at work is win-win for companies and workers. If we make work a center of gravity for connection and community, we empower workers to connect with purpose and meaning. For employers, there is an opportunity to develop an engaged workforce that is motivated, productive, and ready to stay for the long term.

The future of work isn’t less work — it’s making work more human.

Dr. Tracy Brower, Ph.D., MM, MCRW, is a sociologist studying community, happiness, and the future of work-life. Brower is the author of three books: “Critical Connections,” “The Secrets to Happiness at Work,” and “Bring Work to Life.” She is also a senior contributor to Forbes and a contributor to Fast Company, as well as the vice president of workplace insights for Steelcase.

Dr. Tracy Brower and Steelcase are supported by Stand Together, which partners with changemakers who are tackling the root causes of America’s biggest problems.

Learn more about Stand Together’s efforts to transform the future of work and explore ways you can partner with us.