Which is more important for a successful workplace: benefits, compensation, or people-first policies? Research points to the latter: According to Gallup’s 2024 report, workplaces with motivated workers are 18% more productive and 23% more profitable. However, engagement is about trust, acknowledgment, growth, balance, and inclusion, not micromanagement. Humane employee engagement is no longer optional—it is transformative in a time when burnout is common and loyalty is brittle. How can managers establish environments where staff members feel valued, heard, and inspired to give their all? We invited professionals to discuss how humane engagement tactics might change the ethos of the company and promote long-term success.

Flexible Schedules Build Trust and Boost Productivity

One humane approach we improved our workplace was by offering flexible work schedules that considered each person’s needs and personal situations. Instead of strict fixed hours, employees could choose when and where they worked, as long as they completed their tasks. This showed we trusted our team and understood that everyone has different routines and outside commitments. As a result, employees felt more appreciated and confident, which made them happier at work and less stressed. The flexibility helped them balance work and personal life better, boosting their mental health and productivity. This change created a more caring environment where staff felt motivated to do their best without feeling overwhelmed. Over time, our workplace culture became more respectful and understanding, which improved teamwork, loyalty, and made our company a more appealing place to work.

Matthew Ramirez, Founder, Rephrasely

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Real Check-Ins Transform Team Culture at Spectup

One approach that’s really shaped our culture at spectup is embedding personal check-ins into the fabric of our 1:1s—not just the typical project updates, but real conversations. I started doing this after a moment that stuck with me: one of our team members, usually the most composed, missed a call and later admitted they were burnt out but didn’t know how to bring it up. That hit hard. So, I made it a point to ask, “How are you, really?” at the start of every catch-up. 

Not in a surface-level way, but consistently, with space for honesty. It didn’t magically fix everything, but over time, people started opening up—sharing what’s working, what’s draining, even things outside of work that were affecting them. The shift was quiet but powerful. Engagement isn’t just perks or pizza Fridays—it’s about people feeling seen without having to shout. It’s changed how we operate as a team and made spectup more resilient, empathetic, and frankly, just more human.

Niclas Schlopsna, Managing Consultant and CEO, spectup

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Protect Deep Work, Respect Boundaries, Build Trust

One approach that’s made a real difference at Carepatron is creating space for people to work in a way that respects their time, energy, and focus. It sounds simple, but in a remote setting it’s easy to let boundaries slip. We’ve been intentional about building a culture where people aren’t expected to be always on, and where deep work is protected.

That means fewer unnecessary meetings, clear async communication, and a genuine respect for people’s time outside work. When someone logs off, they’re off. No guilt, no pressure to respond late at night or on weekends. That kind of clarity reduces stress and builds trust. People know they’re being measured on the impact of their work, not how long they sit in front of a screen.

This approach has helped the team feel more in control, more focused, and more motivated. It’s not just about flexibility. It’s about treating people like adults and trusting them to manage their time. When you do that, you create space for better work and stronger engagement. It shifts the culture from reactive to intentional, which changes everything.

Jamie Frew, CEO, Carepatron

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Calendar Ownership Creates Trust and Meaningful Work

One approach that’s really changed our workplace culture is giving team members ownership over their work calendar. Instead of rigid 9-5 hours, we shifted to a results-first model where everyone sets their own working blocks, so long as deadlines are met and collaboration times are respected. It may sound simple, but that autonomy has made a noticeable difference in morale and output. People show up more focused because they’re working when they’re actually at their best.

It’s also changed how we handle communication. We use async tools like Slack and Notion to keep things moving without interrupting deep work. The result? Fewer meetings, more meaningful work, and a team that actually feels trusted. That trust has become a cornerstone of our culture—something that wouldn’t have happened if we clung to outdated schedules. It’s humane because it recognizes that people aren’t machines—they have rhythms, responsibilities, and real lives outside the screen.

Andrew Peluso, Founder, What Kind Of Bug Is This

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Collaborative Goal Setting Fuels Ownership and Engagement

We prioritized transparent goal setting where employees help define team and company objectives together collaboratively. That inclusion builds ownership and alignment that fuels engagement far more than top-down directives ever could. People feel invested in outcomes because they helped shape what success looks like thoughtfully. The result has been stronger collaboration, accountability and morale across teams consistently.

Managers guide these conversations and ensure every voice is heard and valued in the process. This practice encourages openness, creativity and trust in daily work and big initiatives alike. We have seen engagement grow as people feel empowered to contribute meaningfully to shared goals. Transparent goal setting has transformed how we build connection, purpose and momentum together.

Vaibhav Kakkar, CEO, Digital Web Solutions

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No-Meeting Fridays Protect Focus and Fuel Creativity

We introduced no-meeting Fridays to give employees time for deep work and personal reflection regularly. That change showed we respect people’s time, energy, and need for uninterrupted focus consistently. Employees use this space to recharge, plan, or tackle big projects without constant interruptions. The result has been higher quality work and improved well-being that fuels engagement meaningfully.

Managers protect this time actively, ensuring the policy is honored and respected across teams always. Employees appreciate the space to work at their own pace and think more creatively. Engagement has grown as people feel more in control of their time and output thoughtfully. No-meeting Fridays have become one of our most popular and impactful cultural practices.

Jason Hennessey, CEO, Hennessey Digital

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Project Ownership Transforms Staff into Specialists

One humane approach to employee engagement that has truly transformed the culture at Ozzie Mowing & Gardening is giving each team member ownership over their own projects. Rather than just assigning tasks, I ask my staff to lead small garden design or maintenance jobs from start to finish. This means they’re not just pushing mowers or pulling weeds, they’re planning, problem solving, and seeing the impact of their work firsthand. It boosts confidence and helps them feel genuinely valued. Because I’ve worked across so many roles in this industry for over 15 years, I know how discouraging it can feel to be left out of decision-making or treated like a labourer rather than a specialist. I wanted to break that cycle and create a team where everyone feels like their skills matter and their ideas are respected.

My horticulture certification and deep understanding of how different plants, soils, and ecosystems interact has been crucial in mentoring staff as they take on more responsibility. I can step in to guide them when needed without taking over. That balance of trust and support has made a huge difference. It’s led to higher job satisfaction, better client outcomes, and even some staff pursuing their own studies in horticulture because they feel inspired by the work we do. When people are encouraged to grow and think creatively within their role, it changes everything.

Andrew Osborne, Owner, Ozzie Mowing & Gardening

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Mentorship Circles Break Silos and Foster Growth

We implemented mentorship circles where employees at all levels can learn from and support each other. These circles break down silos and create connections that might not happen in daily work naturally. People feel valued for their experience and insights, regardless of their role or title consistently. Engagement rose as employees felt more connected and invested in each other’s growth journeys.

Managers encourage participation and highlight lessons learned in company-wide conversations regularly. That openness fosters curiosity, generosity, and collaboration across departments in lasting, meaningful ways. We’ve seen confidence grow as people build relationships beyond their immediate teams thoughtfully. Mentorship circles have transformed our culture in ways we couldn’t have fully predicted initially.

Marc Bishop, Director, Wytlabs

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Internal Storytelling Builds Community Beyond Job Titles

We created internal storytelling events where employees share personal journeys or lessons that shaped who they are. That practice helps humanize colleagues and build empathy across teams and levels naturally. People feel more connected because they understand each other beyond job titles and responsibilities meaningfully. Engagement deepened as employees saw the company as a community not just a workplace.

Managers participate too sharing their own stories and modeling vulnerability in authentic respectful ways. These events have sparked richer conversations and stronger bonds across the organization consistently. We have seen collaboration improve as people approach each other with greater kindness and understanding. Storytelling has become a cherished tradition that shapes our culture positively and powerfully.

Sahil Kakkar, CEO / Founder, RankWatch

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Daily Check-Ins Normalize Vulnerability and Strengthen Care

In our field where we help people navigate pain, physical limitations, and recovery, our staff often carry emotional weight. We realized that supporting our clients starts with supporting each other. Every morning begins with a short, open conversation where anyone can share how they’re feeling, whether it’s related to work, personal life, or just energy levels. This simple practice helped normalize vulnerability and trust.

One of our physical therapists once mentioned during a check-in that they were feeling overwhelmed after a particularly heavy week of working with post-surgical patients. That led us to temporarily adjust their caseload and give them time to reset. The impact was twofold: it protected their well-being and reminded everyone that their health matters just as much as our clients’. Since then, we’ve seen higher morale, better communication, and a greater sense of unity.

These daily moments, though small, have shaped a culture where no one feels like just a cog in the machine. We’re not just treating bodies we’re caring for people, and that includes our team. This shift has strengthened not only internal relationships but also the quality of care we offer. Clients can feel that we’re a team grounded in empathy, and that’s where real healing begins.

Paul Roscioli, Chiropractic Physician, Owner, Main Line Disc

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Holistic Wellness Creates Belonging Beyond Workouts

Studio Three is prioritizing *well being through shared movement and connection*. Fitness has always been about more than reps or miles it’s about how people feel when they walk through our doors. From day one, we recognized that if our team didn’t feel seen, supported, and energized, they couldn’t provide that same experience for our community. That’s why we embedded holistic wellness not just into our classes, but into our staff experience.

We created something we call the “”internal triad” a parallel to our client experience of strength, cardio, and recovery. For our team, that meant professional growth, emotional check ins, and physical support. We offer staff only classes, not just to stay fit, but to build camaraderie. We hold space for real conversations, even mid shift if needed. And we empower everyone trainers, front desk, and support staff to contribute to our evolving fitness programs. When people feel their input shapes the experience, their investment runs deep.

A trainer once told me that the first time she felt “part of something bigger than the workout” was during our recovery training session, where we invited every team member fitness or not to participate. One of our newer hires, who hadn’t been in a gym in years, shared that it was the first time she’d ever been encouraged to move at her own pace without fear of being judged. That story has stayed with me, because it reminded me: engagement isn’t just motivation it’s belonging.

Studio Three’s community thrives because our team thrives. Our strength classes challenge our bodies, our cardio sessions energize our spirit, and our recovery spaces create room to breathe and that same rhythm beats in our workplace culture. When you’re working with people who feel aligned in purpose and supported as whole individuals, the energy becomes infectious. Our members feel it, our staff lives it, and that’s what makes Studio Three more than just a gym, it’s a home for growth, inside and out.

Danielle Beattie, Director of National Marketing, Studio Three

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Support-First Training Builds Trust and Client Connection

The humane approach that has truly transformed our workplace culture is building a “support first” environment, especially when it comes to training and onboarding. In the insurance world, the learning curve can be steep policies, legal language, and high stakes decisions can feel intimidating. I made it a priority to shift from a performance driven mindset to a people driven one. Instead of expecting new team members to figure everything out under pressure, we now focus on clarity, mentorship, and emotional support from day one. It’s not just about what they know, but how supported they feel while learning it.

One of our agents, Sofia, came from a completely different industry. In her first week, she admitted feeling overwhelmed. But with patient, personalized coaching, and access to real client scenarios, she quickly gained confidence not just in the products we offer, but in how to connect with our clients on a human level. Today, she’s one of our most trusted advisors. That success didn’t come from pressure; it came from compassion and consistent support.

This approach mirrors how we serve our clients meeting people where they are, listening first, and educating them without rushing the process. Our team knows that they’re not just here to sell policies they’re here to provide peace of mind. That mindset has created a culture of trust, loyalty, and shared purpose that’s reflected in every client interaction.

By prioritizing human connection over performance quotas, we’ve created a space where our team feels valued and empowered. And when our employees feel supported, they pass that same care onto the families and business owners who rely on us to protect what matters most.

Patrick Ono, Insurance Expert, Patrick Ono Agency, a Farmers Insurance agent

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Balance Engagement Without Sacrificing Personal Time

We don’t ask too much of our employees in terms of employee engagement. We don’t require them to stay late for office parties or be on endless Zoom calls for the sake of engagement. Instead, we find a balance between engagement and respecting their time, both professionally and personally, so that they aren’t being asked to do too much. The last thing we want is to hinder their productivity or cut into their personal hours when the workday is done.

Seamus Nally, CEO, TurboTenant

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No-Fix Circles Create Safety Without Forced Solutions

At Ridgeline Recovery, the most transformative shift in our workplace culture didn’t come from some fancy HR initiative. It came from something simple: giving our staff space to be honest—without fear.

We started holding what we call “no-fix” circles once a month. These aren’t meetings. There’s no agenda. No managers hovering with clipboards. Just a safe space where staff can speak freely—about what’s working, what’s not, and how they’re really doing. The only rule? No one jumps in to “solve” anything. We listen. That’s it.

Why does it matter? Because in this field—mental health, addiction treatment—our people carry a lot. They hold space for clients every day. If no one’s holding space for them, burnout becomes inevitable. And when that happens, culture dies quietly.

Since we started the circles, something changed. Staff who used to sit back started leaning in. Team leads stopped guessing what their people needed. They started knowing. Engagement isn’t about perks or pizza Fridays. It’s about creating a culture where people feel safe being human.

And here’s the thing—it’s not soft. It’s strategic. When people feel heard, they stay. They care. They go the extra mile without being asked. Turnover dropped. Morale lifted. And clients noticed.

If you want to build a culture that lasts, stop chasing productivity and start building trust. Create room for real conversation. Let your people feel seen—especially the ones who never raise their hand. That’s how you transform a team from the inside out.

Andy Danec, Owner, Ridgeline Recovery LLC

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Leader Vulnerability Transforms Team Communication Culture

I started sharing some of my challenges during team meetings and casual team lunches. Nothing too personal, just honest moments like tough choices or lessons I had learned. Being open made others feel comfortable doing the same. It gave everyone the freedom to speak without fear of being judged.

Showing a bit of vulnerability as a leader made us all feel more human. That small shift further changed the tone of our conversations. The workplace began to feel more connected, supportive, and safe. It showed that honesty can build stronger teams and better relationships.

Ender Korkmaz, CEO, Heat&Cool

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Anonymous Check-Ins Turn Feedback Into Action

One shift that transformed our culture was introducing anonymous monthly check-ins—not just to measure engagement, but to understand why people felt the way they did. We moved beyond performance reviews and started asking questions like, “What’s one thing that made this week hard?” or “What’s something we should stop doing?”

It gave our team a voice without pressure. Over time, patterns emerged. We adjusted workflows, rebalanced responsibilities, and even rethought how we run meetings. It wasn’t a flashy program—just a humane loop of listening and adapting. And the impact? Lower turnover, clearer communication, and a team that feels heard, not just managed.

Eugene Leow Zhao Wei, Director, Marketing Agency Singapore

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Family-First Approach Builds Loyalty in Construction Teams

At Achilles Roofing, one humane approach that changed the way we work as a team was treating every crew member like family—especially when they’re going through something off the job.

We all say “we’re a team,” but in construction, most guys are used to being just a name on a clipboard. I flipped that. When one of our guys had his mother get sick, I didn’t dock his pay for missing a few shifts. I told him to handle his business, and I made sure his spot was waiting when he came back. No questions. No pressure. That move sent a message to the whole team: we don’t just care about the work—they matter as people.

From there, things changed. Crew members started showing up more committed. They took pride in their work, looked out for each other more, and stayed longer with the company. You can’t fake that kind of culture—it comes from actions, not words.

It’s not just about being “nice.” It’s about knowing that people work harder, safer, and with more loyalty when they feel respected. Roofing is tough. It’s long hours, heat, risk, and hard labor. The least I can do is make sure the guys know they’ve got my support beyond just the paycheck.

So yeah, the most effective engagement tactic we use? Respect. Backed up by action, not just talk. That’s what built our crew—and that’s what keeps it strong.

Ahmad Faiz, Owner, Achilles Roofing and Exteriors

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Quiet Weeks After Launches Honor Recovery Needs

We normalized quiet weeks after major product launches. A few years ago, I noticed our team would hit a wall—burned out, distracted, and honestly a little irritable. So we started blocking the calendar for one “quiet” week post-launch: no meetings, no new initiatives, just space to think, reflect, and recover.

At first, people weren’t sure what to do with the unstructured time. But once it became routine, the benefits were clear. Folks used it to catch up on reading, revisit postponed ideas, or work at their own pace without pressure. It’s not a vacation, but it honors the reality that sustained high performance needs recovery. That single change told people, “We see you, and we respect your energy.”

Jonathan Anderson, Co-Founder, Green Home Pest Control

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Monthly Context Check-Ins Replace Annual Reviews

One humane shift that made a real difference in our culture was moving from annual reviews to monthly “check-ins with context.” These weren’t just performance chats—they were open conversations where the first question was always, “How are you doing, really?” It began as a small experiment after a tough year, when burnout was high and productivity was lagging. Giving people regular, low-stakes space to talk about their experiences changed everything.

I recall one designer sharing how unclear expectations were draining her motivation. Within a week, we adjusted how feedback was delivered on her projects, and her energy flipped. That wouldn’t have come out in a formal review. These check-ins built trust, not just structure. And in doing that, engagement became less about perks and more about people feeling seen in the work they were doing.

Samantha Stuart, Co-Founder, Magic City Pest Control

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Ask Before Telling Transforms Mistake Management

We changed how we handle mistakes. Early on, I used to correct things right away at the moment, thinking I was being clear and helpful. But I saw it was shutting people down. Now, if something goes sideways, I wait and ask them to walk me through their interpretation first. Asking instead of telling opened the door to genuine growth conversations rather than defensive ones.

We’ve seen techs take ownership of their development, even bringing ideas to the table for how we can improve processes. It’s made accountability feel less like punishment and more like a positive step forward. It sounds simple, but creating space for someone to reflect before jumping in with a solution has built a lot more trust on the team.

Matt Purcell, Owner, PCI Pest Control

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Paid Grief Leave Sparks Companywide Culture Shift

I once sent a driver home paid in full because he said he could not work while grieving, and it completely changed how we treat others at Mexico-City-Private-Driver.com.

That Tuesday morning I got a message from one of our top drivers saying he could not work his shift because he just lost a cousin in an unfortunate accident. He told me to not worry about the “inconvenience” and said he would return to work on Wednesday.

Instead of asking him to be strong or categorizing it as unpaid leave, I told him to take as long as he needed and we would pay him in full. I even found another driver to cover his usual customers, but then I also followed up with him a week later (not as his boss, as a human being).

What happened next shocked me. Not only did he return more committed, but the other drivers in the team started to show up differently. One of the drivers organized to have snacks for passengers and another one volunteered to train all the new hires. I did not even roll out some corporate H.R. plan, I just displayed care and people took that forward.

Since then, turnover dropped by more than 40% and referrals for employment are up significantly. Clients have explained how “calm” and “genuine” our drivers are, and often feel more at ease than employed drivers from cab services concentrating on handling stressful airport pickups. I now check in at least once a month with every driver on the team—no agenda, only asking, how are you doing?

Simply treating people as people—this is the most human strategy I’ve adopted, and it’s the one that has made the biggest impact.

Martin Weidemann, Owner, Mexico-City-Private-Driver.com

About Humane HR Perspectives

Our round-up series “Humane HR Perspectives” examines the fundamentals of humanising human resources (HR) from the perspectives of top authorities within and relevant to the industry. Q&A sessions with founders, CEOs, HR professionals, business leaders, and other significant players who are influencing the direction of HR are included in every edition.

Throughout the employee life cycle, we address a wide range of subjects in this series, including recruitment and selection, onboarding, training and development, performance management, employee engagement, pay and benefits, and more. We also go over important topics like compliance, change management in the workplace, morale and welfare, workplace communications, and diversity and inclusion.

The “Humane HR Perspectives” series offers insightful advice and practical examples to help develop a more encouraging, productive, and successful workplace—whether you’re an HR professional, a business leader, or just someone who is enthusiastic about creating a great work environment. Join us as we explore the approaches, difficulties, and triumphs that characterise HR humanisation and acquire unique access to the knowledge and experiences of individuals spearheading the movement.

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