How Organizations Can Make Their Hire-To-Retire Processes More Human-Centric

According to research, the average person spends nearly one-third of their life at work, clocking in over 90,000 hours. From the ages of 18 to 54, an individual holds over 12.4 jobs, according to the Bureau of Labor Statistics. That is quite a number of jobs and workplaces that a person is a part of before retiring. But for organizations, ‘How can they ensure that their workplace is hire-to-retire ready for current and prospective employees?’

The answer lies in using more human-centric practices from the very first day till the last. From a smooth onboarding process to a healthy exit interview, employees expect more humane and personal interactions to say they had a good time at work.

Here are some ways that organizations can make their hire-to-retire processes more human-centred and ensure a positive employee experience.

Employee Engagement Activities

According to a Deloitte report, more than 8 out of 10 employees consider workplace engagement to be essential. However, 1 in every 5 employees reports that their employers do not formally measure employee engagement. 

Human-centric organizations prioritize employee engagement activities in one way or the other. Team-building activities, community-building, welcoming culture, and so on are some of the most basic yet extremely powerful employee engagement activities. These allow employees to feel relevant within the organization while maintaining their sense of purpose, thereby increasing their engagement quotient. 

The same Deloitte report also emphasizes how engaged workplaces have 57% more productive workers and 87% lower attrition. So, by nurturing an engaging workplace, organizations benefit from better performance delivery.

Fostering Creativity, Learning, and Innovation

Workplaces are changing, and many organizations recognize that team members’ skills must be upgraded from time to time. 

Because 89% of L&D professionals believe that developing employee skills is the only way to remain relevant in the future, learning and development teams are busier than usual. 

Fostering a culture that encourages learning, innovation, and creativity is critical, and it comes from all levels of the grid in the hierarchy. When it comes to learning, human-centricity means creating more unsupervised but mentored channels for a guided self-learning experience. It can be very beneficial to encourage employees to try new things and avoid going on micromanaging binges when it comes to creativity and innovation. 

Leaders inspire innovation, while managers ensure that tasks are completed. Thus, if organizations want to make their processes more human-centric, they need leaders who openly foster and welcome creativity and innovation while focusing on development through learning.

Career Building and Succession Planning

This is one of the most effective ways to promote and invest in current employees’ development. Career development, career pathing, or succession planning, whatever the correct phrase may be, the idea is all about preparing employees to take on key leadership roles in the future. This is a viable technique many multinational corporations use to stay on track even when employees retire, and someone new must take their place.

Succession planning is a great way to invest in your current employees through learning and development exercises, whether they are associated with technical or people-oriented profiles. This plays a key role in retaining the right talent because they get to understand their potential and importance at work, not just today but also in the future. These employees are part of a sustainable workforce. According to Gartner, sustainable performers are 17% more productive and 1.7 times more likely to stay with the company. 

Better Culture for Better Well-Being

According to the most recent LinkedIn Learning report, 83% of organizations want to create a people-centered culture. As the workplace and workforce evolve, organizations recognize the value of becoming more human-centric for their own good. Post-pandemic, employees have shifted their focus to working for a more humane organization that values their employees and has a good culture that benefits their professional and personal growth.

For the duration of an employee’s tenure at their workplace, it is critical that they are with people and leaders who practice empathy and have a visionary mindset. Such characteristics are beneficial in developing and fostering a culture that promotes human-centricity and employee well-being. So, by promoting work-life balance, providing paid time off, facilitating hybrid work models, and providing mental support, leaders can create a culture that promotes and values an individual’s well-being at work.

Feedbacks, Rewards, and Recognition

Being recognized at work and being involved in a continuous cycle of feedback mechanisms and improvement is an excellent way to promote human-centric workplaces. According to a Great Places to Work report, employees who feel recognized at work are 2.6 times more likely to drive innovation and bring new ideas forward. Being recognized is a basic requirement for anyone who devotes significant time and effort to their job. 

Feedback sessions focused on improvement rather than criticism to assist employees in recognizing their flaws can prove viable to promote a human-centric hire-to-retire process. This can be a great way to motivate those who want to improve and excel in their current role. Regular rewards and recognition can help celebrate small victories, encourage healthy competition, and give everyone an extra edge to thrive.

We offer People Practices at Pierian Services, which are technology-backed solutions ideal for addressing your ‘Hire-to-retire’ process to build tomorrow’s agile workplace. Contact us to learn more about how you can transform your workplace to be more human-centric.