We are in a new era, where employees are looking for more from their work experience—one that is optimised for meaning and personal fulfillment, and encourages development and generosity. This report explores the implications of these evolving expectations for business leaders and how a better understanding of neuroscience can help shape a more human employee experience with relationships, impact, and growth at its heart. Over the past two decades, engagement as a human capital concept has elevated employees as stakeholders in their own right. They have individual needs which an organisation must meet if it’s to succeed in the competition for talent and drive innovation. A more personal relationship with employees has paved the way for a work experience that goes beyond traditional measures of commitment, satisfaction, and discretionary effort—one that is based on purpose.