People work to live, but most also live to work. A study on the meaning of work conducted back in 1987 revealed a strong attachment to work as a way of life. The study found that 86 percent of people would continue working even if they had enough money never to work another day. There could be no better indication that work is not simply a matter of putting food on the table, but is core to the being of most adults.

Adults in mid-life in particular often find this sense of work as a central component of their lives under direct assault from a business culture that undervalues personal fulfillment as an essential driver of productivity.

I believe the next wave of workforce management for enlightened corporations will be to focus on “softer” indicators of productivity. Fulfillment, meaning, satisfaction, and that intangible sense that the job is about more than a paycheck are what will make all workers, in particular those in mid-life, more productive.

The alternative to paying attention to these issues is to suffer high levels of attrition among mid-life workers. Some corporations take the short-sighted view that “experienced worker” is a euphemism for “highly compensated” and therefore see little reason to make any effort to retain older employees. Enlightened organizations understand that this is a penny wise and pound foolish approach.

Mid-career, mid-life employees are often among the most productive, skilled and dedicated in an organization. And as compensation plans tend to be more variable and results-oriented than in the past, it is less of a concern that more tenured employees earn more money just because they have been with the organization longer.

As everyone knows, the cost of retaining an employee is considerably lower than the cost of hiring and training his or her replacement.

Retention programs have tended to focus on tangible rewards. Bonuses, tuition assistance, flexible working hours, concierge services, even free gourmet coffee!

What has not been central to retention strategies is the soul of the mid-life, mid-career employee. So what practical measures can corporate HR and line managers take to nourish the souls of their most important employees?

Encourage employees to explore their inner needs.