“People will forget what you said, people will forget what you did, but people will never forget how you made them feel,” said Maya Angelou, American poet and civil rights activist. In today’s business world, this wisdom holds true as business outcomes are no longer defined solely by financial metrics. Instead, the ability to create an environment where employees can thrive is emerging as a critical factor in sustained growth. A great place to work is no longer just about job satisfaction—it’s about building a great place to succeed, where engaged employees and strong leadership drive organisational performance.
At the heart of this shift is human resources (HR), transforming from a support function into a strategic business partner. Once confined to payroll and policies, HR today plays a more dynamic role, fostering engagement, developing future leaders, and creating inclusive cultures that fuel innovation and growth. In essence, HR is the engine that aligns employee success with business outcomes.
Bridging engagement and driving business outcomes
Business success is more than mere quarterly revenues. Employee well-being, engagement and growth are equally important metrics. Organisations that focus on these areas often outperform their competitors.
Now, consider this: 59 per cent of employees globally are disengaged, fulfilling only their basic responsibilities without going the extra mile. Another 18 per cent are openly disengaged. This impact of disengaged employees contributes to a staggering $8.8 trillion in lost productivity worldwide. It’s a wake-up call for organisations to focus on engaging their workforce—not just as a moral imperative, but as a business necessity. By focusing on the employee experience, organisations can achieve higher productivity, improved customer satisfaction and stronger financial outcomes.
Consider policies such as unlimited sick leave or comprehensive healthcare that covers mental health and gender-affirming surgeries. These aren’t perks—they are strategic moves designed to build trust and loyalty. Employees who feel valued in their personal lives reciprocate with higher productivity and dedication at work.
Flexibility is another crucial factor. Organisations that allow employees to manage their work based on personal circumstances—be it a new mother navigating life with an infant or someone caring for elderly parents—foster a culture of trust and autonomy. This freedom empowers employees to give their best, resulting in measurable business gains.
Developing leaders, building success
Leadership development is a core HR function that directly impacts business growth. An organisation that prioritises leadership development becomes a Great Place to Succeed, offering employees a defined growth trajectory and a sense of purpose beyond their current roles.
Consider a mid-level manager participating in leadership academies and mentorship programmes. With structured career development, this individual can transition into a senior leader who not only drives revenue but also nurtures a high-performing team. These efforts ripple across the organisation, creating a culture of continuous growth and enhanced business outcomes.The return on investment in leadership development is clear: a resilient, innovative and future-ready workforce.
Culture of inclusion
Building a high-performance organisation is incomplete without a focus on diversity, equity and inclusion (DEI). Research consistently shows that diverse teams outperform homogeneous ones due to their varied perspectives and innovative thinking. Organisations with diverse leadership teams report a 19 per cent higher revenue growth compared to their less diverse counterparts, suggesting that diversity in leadership not only supports a positive organisational culture but also drives financial success. Companies that actively hire from underrepresented groups, such as women, LGBTQIA+ individuals, and those with disabilities, foster innovations and problem-solving.
HR as the business catalyst
Human resource initiatives are more than just conveniences and processes to run. Performance-linked bonuses, for instance, enable both business outcomes and build organisational capabilities. Moreover, transparent and proactive internal hiring is a proven way to create trust and opportunities within the workforce. These initiatives serve as strategic enablers, breaking down barriers to employee success and inspiring greater discretionary effort. When HR aligns its initiatives with business objectives, the impact is clear: higher retention rates, increased engagement and improved financial performance.
Ultimately, the future of HR lies in its ability to act as a catalyst for growth, innovation and inclusivity. Organisations that understand this shift will not only lead in their industries but will also redefine what it means to be a great place to work.
The journey from employee engagement to building a Great Place to Succeed requires the HR to champion both the people and the business. By focusing on employee well-being, fostering leadership and embracing diversity, HR can transform companies into organisations where employees thrive—and where business success follows naturally.
This article is authored by Bhavya Misra, chief human resources officer, Godrej Capital
