In a world where only 23% of employees feel engaged at work, the call to improve the quality of the workplace environment has never been louder or more urgent. Between the numbers, metrics, and deadlines, lies an often overlooked yet critical aspect – the human element. How do we feel when we step into our workplace? Are our contributions, well-being, and personal growth nurtured as much as our professional output? It’s time to prioritize an environment where every team member is not just productive but also valued, supported, and inspired every single day. A transformation where workplace well-being is not an afterthought but the core that activates human-centricity and drives excellence.
In my previous blog, I spoke about how a crucial aspect of embracing human-centricity is conducting a human-centric audit — a process designed to identify gaps in processes and policies within an organization. These gaps often reveal areas where HR practices and corporate culture fall short in addressing the human element. Once the gaps are identified, the next step is to bridge them and prioritize human-centricity as a core value within the workplace. Here are key virtues and practices that can help achieve this transformation.
Begin with a vision
Human-centricity begins with a clear and inspiring vision. While goals provide direction, a greater purpose inspires and motivates employees. A McKinsey study reveals for 70 percent of employees, their sense of purpose is defined by their work. Clearly, it’s essential to operate with purpose not only at the company level but also at the team and individual levels. Employees need to know why they do what they do. A sense of purpose creates a deeper connection to their work.
Practice non-violent communication
Communication happens all the time between individuals and across all levels in a company. Often, people don’t even realize they are being harsh, and it has a negative impact. Even the tone the company itself uses makes a difference. We need to be mindful that we are practicing non-violent communication – which involves active listening and compassionate feedback.
Practicing Nonviolent Communication (NVC), or Compassionate Communication, emphasizes empathy, understanding, and connection. Remember, the Human-Centricity Audit highlights areas where communication is transactional. And therein lies an opportunity to bring in the human element. Don’t put down people. Stick to facts not judgment, and be gentle with your words. Generally, feedback is negative and for things that have not gone well. Compassionate feedback can be a game-changer, where the focus is not on the “who” but on providing solutions by focusing on the “what,” “why,” and “how.”
Create more avenues for friendships at work
One of the things that Gallup’s Q12 Survey checks is if you have a best friend at work. Research proves that having deep friendships at work makes you happier and more productive. However, no organization invests in helping employees form friendships. Break the mold and do just that. The goal is to create a friendly work environment where everyone feels valued and connected. An organization with connectedness and camaraderie is one where loyalty, happiness, and productivity are not pursued but are organically cultivated.
Build an inclusive, positive, and optimistic workplace.
Inclusivity is not merely a strategy; it’s about sensitivity and respect for differences. It’s essential to address inclusivity issues, such as language preferences, cultural backgrounds, gender sensitivity, and accessibility. For instance, organizations absorb differently-abled people but the infrastructure is difficult for them to use, and not disability-friendly.
What we need today is inclusivity in the team, where managers promote sensitivity to different issues. The whole idea of inclusivity is sensitivity, to step in and help others when they need help. It has to be manager-driven and at a team level. What you want is – for people to care for each other, and we need to promote that circle of humanity. Have reasonable sensitivity, and explain where you’re coming from. Promote optimism – there is too much pessimism in the work environment today in the form of judgment, criticism, and negative feedback. Encouragement, appreciation, and gratitude are only 5% vs. 95% of judgment, criticism, etc., – the balance has to be better.
Creating an inclusive, positive, and optimistic workplace is an ongoing process that requires dedication and continuous improvement.
Promote responsible freedom, autonomy, and flexibility at work.
Employees thrive when they have the autonomy to make decisions within reasonable boundaries. Micromanagement stifles creativity and engagement. Instead, organizations should offer responsible freedom—providing employees with space to operate within defined limits.
To promote freedom, autonomy, and flexibility at work, you need to trust your employees. Trust is a two-way street. If you expect people to be trustworthy but don’t invest in building trust – that is the gap. How do we get leaders to drive this agenda and how do we make this a culture in the firm? How can the company and leaders be more trusting?
Consider the case of paid time off. Companies that provide unlimited paid time off usually find that their employees take fewer days off compared to companies that have a set limit. According to Namely, employees at companies with unlimited PTO policies take around 13 days off in a year compared with 15 days for those with traditional PTO policies.
Trust your employees to use freedom responsibly, and you’ll find that they excel and remain engaged.
Don’t hold back on appreciation and encouragement.
Appreciation happens to some extent, but not consistently. Think about it like teaching someone to ride a bike: when they fall, you don’t scold and punish them. You cheer them on and help them get back up. The same applies at work. Often, when people make mistakes, we berate them, punish them, and criticize them instead of being supportive. But what they actually need at that point is your encouragement and trust. Almost 90% of the time, this doesn’t happen.
Moreover, appreciation typically occurs behind closed doors, but people crave recognition and want their efforts acknowledged publicly. The bigger impact is when you tell more people – “Hey, this person did a good job.” Managers need to understand that it’s important to recognize every employee at the right time and place.
Human-centricity is not just a buzzword—it’s a path to unlocking the best in your employees and, in turn, your organization’s success. And driving this transformation requires leaders who don’t just advocate but embody human-centric values. By practicing the virtues of human-centricity and addressing the gaps identified in a Human-Centric Audit, companies can create a workplace where people thrive, excel, and contribute their best selves to the organization’s growth.
As a Happiness@Work expert, I’ve consulted many progressive organizations and provided Happiness@Work Solutions that have led to increased productivity, reduced attrition, and improved overall engagement and workplace culture. If you’d like to explore how The Virtue Compass framework can help your organization thrive with human-centric virtues, connect with me on LinkedIn.