How To Help People Be Humans At Work To Drive Profits

Have you ever considered how the world is becoming more artificial? How people at work are becoming less human? More like automated machines.

 

Artificial is when something is made by humans, and does not occur naturally.  Increasingly as humans, we are creating more and more imitations of nature. Think synthetic fibres, artificial flowers in offices – what is the impact of this in our workplaces?

 

In the age of rapid automation, AI and increasing performance pressures – the question is no longer, “How can we be more efficient?” but “How can we be be more human?”, because research shows us that this drives profit – repeatedly (HBR, 2023).

 

Workplaces have been designed around processes, productivity and predictability for many years now. Machines increasing our profitability through more efficient production methods, but in today’s world people are where the opportunities lie.

 

People are not machines. To be human at work means more than showing up and doing the job, it means showing up as a whole person. Being innovative, creative, happy and fulfilled at work, which in turns drives profits.

 

What does it mean to be human at work?

Being human at work means embracing the full spectrum of what makes us people. Because that is where the magic happens. Decades of leadership theory, team development and billions on training budgets, highlight how businesses have spent years trying to harness to the power of being human at work. But what does this mean?

 

It means that people’s feelings, ideas, imperfections, relationships, values and ambitions all come into the workplace. So people can feel connected, part of a team and work together to solve problems and make the world a better place.

 

However, for a manager of a leader there needs to be a different approach to leading – because we are not machines.

 

This includes:

1. Feeling, not just Functioning

Understanding how people feel and think, ensures that managers can help their teams to function effectively. Employees bring emotion into the workplace. Machines do not.

 

So it is time we stop managing people like machines. Whether emotions are positive or negative, it is vital that individuals, and teams, understand them.

 

Managing someone who is feeling frustrated, excited, apprehensive, angry or proud needs to be very different depending on the situation, and the individuals involved.

 

Understanding emotions, feelings and moods is vital, especially as moods tend to be less intense, but more persistent, than emotions or feelings.

 

2. Connecting is more than collaborating

We have all been there. A manager tells us we need to work more collaboratively. Or poor results or profit levels get marked down due to a lack of communication between teams. Like an assembly line in manufacturing, which goes wrong if elements aren’t connecting and working in unison – people are the same.

 

Genuine human interaction goes beyond team meetings, and project updates. It includes empathy, humour, trust and most importantly, difficult conversations, to ensure that connections are deep, meaningful, open and honest.

 

Humans thrive on meaningful connections, especially in times of high pressure, and this take work – to ensure authentic and meaningful connections where everyone lives up to expectations and works well together.

 

3. Learning from mistakes together

No human is free from mistakes. Making “faux pas”.

 

Feeling uncomfortable in new or unfamiliar situations. All humans make mistakes, and having a culture where people work together, learn from each other and take the time to reflect, adapt and improve is crucial.

 

Organisations need psychological safety across teams and businesses, just like a machine needs oil. Often you can’t see the work the oil is doing, much like psychological safety, however you do know when it is not there or has run out.

 

People who fear mistakes, hide mistakes and don’t reflect openly about what could have been better, are all behaviours suggesting a lack of psychological safety.

 

When this happens, fear leads to a lack of ideas or innovation and learning ceases. No one benefits, least of all the profitability of the business.

 

4. Purpose, plans & progress

People get bored. People become despondent. People want to make a difference.

 

Any work which becomes repetitive, mundane or lacking in purpose or the ability of someone to add value or use their brain can begin to create stale, unproductive environments.

 

Work isn’t just about hitting targets. It is about the quality of the work. The speed of the work. The difference which is made to others because of the work.

 

People need to know their contribution matters and aligns with something much bigger than themselves.

 

Think about when you have realised that you have wasted some time, effort or resources. The emotions and disappointment can be palpable.

 

Because humans want to make a difference. It is part of our DNA.

 

5. Fairness, respect & a sense of belonging

Humans need to feel like they belong. People need to feel like they are treated equitably.

 

Explaining why can overcome most examples of when an unfairness is perceived. People want to be heard, seen and supported.

 

When organisations fail to meet this basic human need, then people’s trust and engagement begins to erode. Discretionary effort tends to dwindle and the psychological contract begins to erode.

 

Initially, organisations or managers may not be aware of the erosion of the psychological contract but in time it becomes apparent. Either through someone leaving an organisation, or through the reduced productivity, dedication and belief the people have.

 

What employees say about an organisation on a Friday night is linked to how they feel when they get up on a Monday morning.

 

Why does being human matter for organisations?

Because treating people like human beings isn’t just the right thing to do – it is the smart thing to do.

 

Humans are not machines. So we shouldn’t treat people as such. Organisations that embrace humanity in the workplace see measurable benefits including, but not limited to:

 

• Higher retention: People don’t leave jobs, they leave poor managers, in fact 2 out of 3 people cite a poor manager as the reason they leave a job (People Management, 2022)
• Increased engagement: Human-centred workplaces foster motivation and loyalty (HBR, 2018)
• Better performance: When people feel safe, seen and supported, they do their best thinking and work together
• Greater innovation: Creativity thrives where difference is welcomed, not suppressed, and people belong (Forbes, 2023)
• Stronger culture: A human workplace builds resilience, adaptability and trust which are all essential in a changing world and required more than ever for success tomorrow (WEF, 2025)

 

How To Help People Be More Human at Work

If you want to create a workplace where people can be human and thrive, then here are a few tips to get you started:

 

1. Design for belonging

Organisations have often evolved into what they are today. Investing in an organisational design review, to understand how to maximise the current people, skills, resources and expertise can add significant value.

 

Designing organisations, to utilise current technology and digital advances, whilst ensuring companies are designed for belonging, is critical – so people can feel safe to be themselves – and not just superficially fit in.

 

2. Involve people in plans

Employees usually have the answers, especially those who are closest to customers. Giving people agency, where they can ask, query and suggest ideas is crucial to ensuring effective plans which can be delivered.

 

A leader may have an overarching purpose, or plan, but it should be down to employees to design the detail because co-creating solutions ensures that ownership is built and resilience is reduced.

 

Creating spaces for honest conversations, feedback, leading with vulnerability and the ability to set a tone where people can all be vulnerable, have all be shown to create high performing cultures.

 

Yes there are “non-negotiables”, but when explained why these should make sense, or at least be understood as involving people with plans, can drive innovation and further improvements.

 

3. Invest in human skills & development

Leaders need to be developed so that they are equipped with emotional intelligence, and have the skills to be able to listen effectively, but it is not just their role which needs investment.

 

Teams need to understand each other, and the quicker the better. Coaching, development and behavioural insights help people understand themselves and others.

 

Ensuring all employees understand what it is to be human, and how to help develop each other, through effective communication are all critical to developing the foundations of strong teams.

 

This investment is not just training, it is real experiential development which occurs at an individual level to benefit the collective.

 

Why is being human at work more important today?

A decade ago workplaces were much less complex. Organisations were following well trodden paths which competitors had forged for them.

 

Being human wasn’t always an advantage, because work was about effectiveness and efficiency, so machines often delivered this.

 

But today, especially with the advent of accessible AI for all, being human at work is becoming a competitive advantage – not a liability.

 

If organisations want innovation, loyalty and resilience they must nurture and harness the very thing which makes these possible – the human spirit. Because when we allow people to be human at work, we unlock the best of them, and our business becomes the best.

 

 

Are you ready to lead and design a more human workplace?

In a world of automation, the real opportunity lies in unlocking the power of people.

 

If you’re looking to build a culture where humans thrive, and you want to harness the power of your culture to ensure your business performs – the team at Think Organisation are here to help.

 

Sarah Clarke is a Chartered Director and Principal Business Psychologist who helps organisations design cultures where people feel connected, valued and inspired to perform at their best. Steph Durbin is a PCC-accredited Executive Coach who helps leaders lead with empathy, clarity and confidence – especially through complex change.

 

Together, they offer the insight, challenge and support you need to create a workplace where being human is your biggest advantage.