Those who worked remotely over the past two years were more likely to say that it is very or extremely important that they work for a generous company (81%). Those who worked in a hybrid setting found generosity only slightly less compelling (78%), with those who were full-time in the workplace noting the importance of generosity at 68%. Overall – this reminds us that all employees weigh generosity highly in their decisions about where to work. Yet, the more flexibility they receive, the more potent generosity efforts are in attracting and retaining employees.

For those who worked entirely remote, they were more likely to give their employer an A or B grade for their generosity efforts toward employees (74% of respondents) and gave their employer consistent high marks for generosity toward the community. This holds true for those who worked in a hybrid setting with employers maintaining an A or B grade for their generosity efforts toward employees (73% of respondents).

Flexibility also seems to play a role in convincing employees to stay at their current job. Most remote and hybrid workers factor generosity into their decision to stay in their job (both at 71%).

Here’s where a lack of flexibility starts to create a stark decline in employee attitude. For those who were in the workplace full time, generosity only influences their decision to stay 52% of the time. While this tells us generosity continues to influence people the majority of the time, the 20 percentage point decline with lack of flexibility is worth noting.

For those who are aware of their employer’s company values, they see the significant positive role company values play regardless of whether they worked remotely or were fully in the workplace. For instance, 83% of employees believe company values create a more positive culture. 77% say company values clearly guide decision making and 75% say they increase employee loyalty.

Good news, employees also agree strongly that company leaders’ performances support the values with 76% saying managers conduct aligns and 75% saying executive leadership conduct aligns with company values. 

The data tells us that company values resonated more with employees who had flexibility.

An extraordinary 90% of remote workers believe company values create a more positive culture and 85% say company values help them feel more connected. A remarkable 86% of remote employees say company values increase their loyalty and they gave their managers much higher marks for their conduct with 88% saying their manager’s conduct aligns with values.

When you take a look at those employees who worked in a hybrid model, company values still maintain high marks for effectiveness with a strong 83% agreeing that company values create a more positive culture and 77% believing that values help them feel connected. 76% of hybrid workers say the values increase their loyalty and 77% say their manager’s conduct aligns.

For those who worked entirely in the workplace, their responses convey a consistently concerning trend. While 76% of in office employees say that company values have a positive impact on culture, this is a significant difference from the 90% of remote employees who hold positive feelings about company values.

For those in the office entirely, 70% say that the company values increase their sense of connectivity which is a stark difference from the 85% of remote workers who note the effectiveness of values on their sense of connection. The negative trend line continues with 68% of workplace employees saying the values increase their loyalty compared to 86% of their remote peers.

Interestingly, 97% of executives see the people in their company working together towards the company’s purpose and 83% of employees agree.

Without a doubt, flexibility increases a purpose statement’s efficacy.

As with the values statement, a remarkable 90% of remote workers claim the purpose statement has a positive impact on culture and 81% find that the purpose statement clearly guides decision making in their company.

Remote workers are more aligned with executives in their strong sense (92%) that everyone at their company is working towards the purpose and that purpose has a high likelihood of increasing their loyalty (81%).

Hybrid workers are slightly less inclined, but still a convincing 79% agree that the purpose statement creates a more positive culture. Even more than their remote peers, 85% of hybrid respondents said that purpose clearly guides decisions making. There’s a strong dip in the efficacy of a purpose statement to increase loyalty for those who worked hybrid at 63% but this is still the majority. There’s more agreement (87%) that everyone at their company is working together towards the purpose.

As with the company value statements, the purpose statement is an effective tool for company culture but there is a statistically significant trend that highlights the disconnect for those employees who worked solely in the workplace.