Salary, Benefits, Bonus … and Being

I’m at the 2015 Milken Global Conference in the upscale Beverly Hilton, joining my fellow panelists in the green room to put our mics on for our session. Set on the left coast, the Milken Conference has a different zeitgeist than the global confabs held around the Atlantic. A countercultural Cali vibe survives here, expressed in mashup sessions like “Philanthropy, Technology, Celebrity and Marketing.” Our panel, entitled “Values, Human Capital and Corporate Performance,” is no different.

The panelists are discussing a shift in the values and expectations of today’s best employees. When I graduated from college back in the olden days, the job negotiation formula was simple: Salary, benefits and bonus. It turns out that’s not enough anymore. The next generation wants something different from their work life than their predecessors — and corporations are scrambling to decipher the keys to keeping them engaged and in their cubicles (or the mobile version thereof).

To illustrate, I recount the story of one of my best MBA students, Peter, who upon graduation scored the dream job of his peers at a major consumer goods company. Identified as a high-potential employee, Peter was fast-tracked for corporate success with training programs and functional rotations. To all appearances, he was well on his way to being “set for life.”

He quit after just two years.

When I asked why, I got a surprising answer: “I was only using a tenth of my being at work,” he said.

Unable to express his higher self, Peter took his high-potential “being” to the social enterprise VisionSpring — and, in his words, is “opening people’s eyes to the simple and beautiful power of vision.”

Peter has identified the new negotiation formula: salary, benefits, bonus and being.

The inclusion of “being” is part of a long evolution in what we bring to our workday. At the beginning of the Industrial Revolution, manual laborers were expected to shut up, follow orders and bring their hands. Then, with the dawn of the information age, they became “knowledge workers” and were asked to bring their heads. Today’s high-touch, relational economy requires “emotional intelligence,” so employees are now expected to open their hearts.

Each shift has brought us closer to engaging the whole person at work.