People First, Profits Second: Prioritising Human Capital - Praxis
People First, Profits Second: Prioritising Human Capital

People First, Profits Second: Prioritising Human Capital

In the pursuit of sustainable growth, organisations often focus on operational efficiency, financial health, and market dominance. However, amidst these priorities, the role of human capital often gets overshadowed. There is a critical link between employee well-being and organisational success, emphasising the need for a holistic approach to growth that prioritises human sustainability.


Research indicates that sustainable growth is intrinsically tied to the quality, talent, and mindset of an organisation’s people. While companies may experience short-term success through aggressive growth strategies, sustaining top-quartile performance over the long term requires investment in human capital. Nvidia serves as a prime example, achieving both remarkable growth metrics and high employee satisfaction rankings, underscoring the correlation between organisational success and a positive employee experience.

Embracing Human Sustainability

Traditional growth strategies often neglect human considerations, leading to disengagement, burnout, and innovation stagnation. To address these challenges, organisations must reassess their approach to growth by incorporating human-centric considerations. The concept of human sustainability, as highlighted in the Deloitte 2023 Global Human Capital Trends report, emphasises creating value in people’s lives beyond professional endeavours. By prioritising aspects such as physical and mental well-being, career development, and purpose fulfilment, organisations can drive stronger business results. Studies affirm that when employees feel healthy, engaged, and motivated, they contribute more effectively to organisational success.

Five key questions, according to a recent article by the Harvard Business Review, serve as a framework for ensuring that growth initiatives prioritise employee well-being and contribute to sustainable organisational success.

  • Integrating People into Planning: Incorporating human capital into strategic planning involves more than just adjusting headcounts based on economic trends. Organisations must prioritise continuous learning and skill development to empower employees. Drawing from research on successful organisations, such as IBM’s emphasis on upskilling within their workforce, highlights the importance of investing in employee growth.

By nurturing a culture of lifelong learning and skill enhancement, companies not only prepare their employees for future challenges but also foster innovation and adaptability essential for sustained growth and competitiveness in dynamic markets.

  • Cultivating Diversity and Inclusion: Creating a diverse and inclusive workplace is not only a moral imperative but also a strategic advantage. Research, including McKinsey’s findings, underscores the correlation between diverse leadership teams and enhanced profitability. To cultivate diversity and inclusion, organisations must define and integrate DEIB principles into their culture, values, and behaviours.

By fostering a sense of belonging and embracing diverse perspectives, companies unlock the full potential of their workforce. This inclusive environment fosters innovation, creativity, and resilience, enabling organisations to thrive in an increasingly complex and interconnected global landscape.

  • Redefining Productivity: Rethinking productivity metrics entails shifting focus from mere output optimisation to prioritising employee well-being. Gallup’s research reveals that employees perform better when they feel their well-being is prioritised by their organisation. Companies that invest in employee well-being experience higher levels of engagement, retention, and advocacy.

By fostering a supportive work environment where employees feel cared for and valued, organisations drive sustainable growth and profitability. This shift in mindset from maximising output to supporting employee flourishing not only benefits individuals but also enhances organisational performance, ultimately contributing to long-term success and resilience in an ever-evolving business landscape.

  • Aligning Individual and Collective Goals: Effective growth initiatives align individual aspirations with broader organisational objectives. By integrating personal and collective incentives, companies foster a sense of purpose and shared responsibility among employees. Patagonia’s approach, which emphasises longevity and sustainability over endless expansion, exemplifies this alignment.

By incentivising employees to contribute to broader company goals, organisations create a sense of shared purpose and accountability. This alignment not only enhances employee motivation and engagement but also drives organisational success and societal impact. Ultimately, by aligning individual and collective goals, companies create a cohesive and resilient workforce capable of driving sustainable growth and positive change.

  • Evolving Well-Being Metrics: Addressing systemic burnout and prioritising employee well-being require a strategic approach to wellness initiatives. Research demonstrates the return on investment of well-run workplace mental health programs, as evidenced by the comparative stock performance of companies with high health and wellness scores. To improve employee well-being, organisations must tailor wellness initiatives to individual needs and preferences.

By leveraging data-driven insights and implementing comprehensive wellness programs, companies enhance employee satisfaction, productivity, and retention. This proactive approach not only fosters a healthier and more engaged workforce but also positions organisations for sustained growth and competitiveness in the long term.

Sustainable growth necessitates a fundamental shift in organisational mindset, placing human capital at the forefront of strategic priorities. By prioritising employee well-being, fostering diversity and inclusion, redefining productivity, aligning individual and collective goals, and evolving well-being metrics, organisations can cultivate a people-centric ecosystem conducive to long-term success. Ultimately, sustainable growth is not merely about achieving financial milestones but creating a thriving and resilient workforce capable of driving innovation, adaptation, and positive societal impact.


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