achieving a people-first culture in your company

Before the outbreak of the pandemic, the prevailing belief among both employers and employees was that work had to be carried out in a physical office and according to specific norms. However, the sudden and widespread adoption of remote work in 2020 challenged traditional notions of how and why we engage in work.

Workers have come to realize that they can exert more control over their work schedules and locations. Nevertheless, the blurring of boundaries between work and personal life has led many to question their expectations from their employers and careers. They now seek employment with organizations that acknowledge their humanity, are led by individuals who share their principles, and leverage technology to enhance - rather than restrict - the value of their workforce.

To thrive in this new era of work, companies must revamp their operations with a common principle in mind: employees desire to work for organizations that prioritize their well-being above all else.

what defines organizations that prioritize people?

Thriving companies grasp the vital role talent plays in their success. Recognizing employees as their greatest asset, they view all aspects of their workforce management, particularly recruitment, as strategic initiatives rather than routine tasks.

Over the past fifty years, businesses have typically emphasized resource management over fostering a positive employee experience, treating their workforce as a cost center rather than a source of profitability.

These people-centric companies prioritize enhancing the employee journey and incorporate the needs of their workforce into all decision-making processes. The outcome? Enhanced employee retention, morale, and productivity, ultimately transforming companies into resilient and prosperous enterprises.

creating a people-centric organization

Transitioning into a people-centric organization requires effort and dedication, yet leaders can initiate progress by implementing changes in several pivotal domains.

alter your recruitment perspective

When organizations view recruitment merely as an "HR procedure," they overlook the genuine worth of their workforce, treating staffing as an operational cost rather than an investment that generates profit. They approach recruitment with an Operational Excellence mindset (OpEx), grouping employee salaries and recruitment expenses with routine operational costs like rent, utilities, and property taxes.

Conversely, leaders who prioritize people take on a Capital Expenditures (CapEx) mindset when it comes to hiring. They understand that having the right workforce contributes to company revenue, so recruiting suitable candidates holds enduring value. They perceive recruitment expenses similarly to investments in tangible assets such as land and physical infrastructure: as an investment in a valuable asset.

embrace your principles

Modern employees seek employers and executives who align with their values. They desire a sense of belonging and motivation derived from a company's mission, thus they anticipate intentional efforts from leaders in establishing values and fostering a culture.

Leaders who prioritize people recognize this obligation. They take proactive steps to establish a framework of moral guidelines that dictate the company's conduct. These fundamental principles are not merely decorative items hung on the wall to gather dust; they are lived values that influence decision-making, problem-solving, and cultural development within the company and among its employees.

prioritize diversity, equity, and inclusion (DE&I)

Leaders who prioritize people recognize that fostering diverse and inclusive environments sparks creativity and innovation through the collaboration of individuals with varied experiences and backgrounds. They understand that diversity should not be merely a procedural task confined to recruitment.

To actively promote DE&I, these leaders implement practices such as assessing representation at the initial stages of the hiring process, employing structured interview techniques, and consistently reviewing their recruitment procedures to identify and address unconscious biases and other factors that may contribute to unequal outcomes.

opt for human-centered technology

Organizations prioritizing their workforce utilize technology designed to augment human capabilities, foster collaboration in the workplace, and enhance overall employee satisfaction. They steer clear of technology solutions solely focused on compliance and administrative tasks, which offer minimal value to employees.

Furthermore, these companies view technology as a facilitator and seek tools that promote work-life balance, foster inclusivity, and contribute to employee fulfillment. For instance, a leader committed to prioritizing people recognizes the importance of investing in software that streamlines data entry – a typically mundane task – as it empowers employees to address challenges through data-driven insights while alleviating the burden of manual entry.

elevate HR to a strategic partner for employees

Leaders who prioritize people aim for HR to shift its focus from mere resource management to addressing human needs effectively.

They empower HR to assist employees in crafting career paths that align with their interests and skills while meeting organizational requirements. These leaders encourage HR to assess how company policies impact Diversity, Equity, and Inclusion (DE&I), recognizing the correlation between flexibility and inclusivity. They advocate for a hiring process centered on engagement and an exceptional candidate journey. They emphasize the importance of talent acquisition teams collaborating closely with hiring managers to identify the necessary skills for their teams and implementing fair hiring practices to attract top talent.

People-centric leaders understand that compensation alone does not suffice in attracting and retaining employees. Rather than solely concentrating on workforce administration, these leaders broaden their scope to consider the long-term value of employees and seek ways to enhance the overall employee experience for each individual.

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