Human-centred cultures. This is a term we are hearing more and more. Why is it important? What does it even mean? How do we create one?
For a workplace culture to be human-centred, the people (especially the leaders) have to commit to seeing the human first, employee second. To recognise the value in putting people before processes. To be brave and dare to strip away the corporate restrains and boxes that people have hidden behind for too long. To step away from all of those bureaucratic systems and processes that most of the time are there for control and to support people on their power trip. To choose to do things a different way. A more human way.
I know what you’re thinking. What would that even look like? Where do we begin to create such a thing? Well, I can tell you that it doesn’t happen overnight.
It happens one conversation at a time. It is a way of thinking and an approach that is drip-fed via the language we use, the space we create for people to show up authentically, the time we spend listening, and by listening, I mean actively listening and the importance we place on meaningful conversations because so much of this comes down to communication.
It’s in the way we navigate situations and circumstances that traditionally would have people reaching for the rule book. A human-centred culture is one that exists to support people and so it’s no surprise that it is created by doing just that.
I am committed to doing HR the human way. Because there is a human way. We can dare to do things differently. And that leads me on to the “why?”. This isn’t just about doing things differently for the sake of it. There’s real value in this. Treating people as people and not numbers, not cogs, not figures, not resources. Because when people feel heard, seen, appreciated, valued, and trusted, they are happier. They are happier in their role and in themselves. The ripple effects of this are not to be ignored. When people feel happier in their role, they can do their best work, they can and want to give more, and they connect with their job and the organisation they work within on a deeper level. When people are happier within themselves, this is reflected in all of their relationships outside of work as well. Meaning that human-centred cultures promote happier people in a holistic sense.
This is life-changing stuff. And all of this has a commercial edge – people who are happier within their job are more motivated, more productive, and more likely to go the extra mile for their employer which positively impacts the bottom line.
