How Human-Centred Work Supports the Bottom Line

“That’s great, but it’s not a business priority.”

If you’ve ever worked in DEI, HR, organisational development, or any role with a mandate to support people, you’ve heard this before.

It’s often said sandwiched in genuine interest. Sometimes it’s buried in a budget cut. Other times, it’s the unspoken sentiment in a room full of decision-makers focused on hitting targets or scaling fast. Business is complex, and resources are limited. But here’s what I’ve come to believe deeply through my work with organizations of all sizes:

Human-centred work is a business priority. In fact, it’s one of the smartest investments a company can make.

Let’s talk about money.

This consulting practice is my “second life”—a phrase borrowed from Hilary Kerr's podcast that gave me language for what I was feeling after I had my first daughter. It helped me realize that I didn’t want to return to the same career I had before. I made a pivot from marketing and communications into human-centred consulting because I wanted to do work that had impact and aligned better with my talents and preferences.

I’m a people person with a keen ability to listen deeply, to offer gentle advice, and to hold space. I’m also fiercely social (something I now see reflected in my oldest, who is a people magnet through and through). But even as I found a calling in this work, I struggled with engagement. I felt like I had a foot in two worlds, never fully grounded in either. It wasn’t until I started working toward harmony, not balance, but honest alignment between who I am at home and who I am at work, that I began to feel fully engaged in both.

Why does that matter when we’re talking about the bottom line?

Because I’ve lived the reality: when people feel seen and supported across their whole selves, they show up differently. They’re more excited, more creative, and more willing to contribute deeply. When people feel cared for and free, they become happier, more productive, and more present—not just at home, but at work too.

There are constant calls for getting people back to the office. But what good is having everyone in the building if they’re stretched thin, burned out, and unable to be themselves? What if, instead, we made space for people to have flexible hours, to work in rhythms that suit their lives, and to come into the office ready to bring 100% of themselves—rested, thoughtful, and present?

That’s the vision I believe in. And it pays off.

Five ways human-centred work helps your bottom line:

1. Retention is cheaper than recruitment. It costs companies thousands to replace an employee. Between recruitment, onboarding, lost productivity, and institutional knowledge walking out the door, the impact adds up fast. People leave when they feel unseen, unsupported, or misaligned. Supporting life transitions like parental leave, caregiving, or mental health is not a “perk”—it’s a retention strategy.

2. Engaged employees perform better.Productivity isn’t powered by pressure alone. It comes from clarity, trust, and connection. When people feel like they can bring their full selves to work, they are more focused, more motivated, and more committed. This isn’t about coddling—it’s about enabling people to do their best work without the weight of fear or disconnection.

3. Empathy reduces costly miscommunication.Organisations are systems made of people, and people misunderstand each other all the time. Miscommunication, especially during transitions or stress, leads to rework, conflict, and attrition. Human-centred practices like re-onboarding, coaching, or facilitated dialogue drastically reduce these costs.

4. Innovation thrives in psychologically safe environments.Creativity depends on risk-taking. But no one takes risks when they feel judged or unsupported. Psychological safety unlocks innovation because it makes it safe to share wild ideas, offer dissent, and learn out loud. That’s what gives your company its competitive edge—not just headcount, but culture.

5. Reputation matters—to clients and talent.In a world where top talent can work from anywhere, people choose companies based on how those companies treat their people. Candidates read Glassdoor reviews. Clients notice values in action. And employees talk—especially in shared identity communities. Human-centred companies don’t just hire better. They build loyalty, attract aligned partnerships, and earn long-term trust.

So what is the business case?

Human-centred work is not the opposite of performance. It’s what makes performance sustainable.

And it’s not about putting feelings over results. It’s about understanding that feelings drive results.

• When people feel safe, they innovate.

• When people feel trusted, they deliver.

• When people feel supported, they stay.

The companies that understand this are the ones that will outlast the rest.

A final thought:

Every time someone tells me, “It’s not a business priority,” I want to ask: What kind of business are you trying to build?

One that burns through talent and celebrates short-term wins? Or one that builds trust, attracts loyalty, and grows sustainably over time?

Because if it’s the latter, human-centred work doesn’t belong on the margins. It belongs at the core.

And we can help you put it there—not just in theory, but in practice.