Over the years, I’ve learned that a great workplace isn’t defined by free snacks or fancy perks—it’s built on trust, support, and a sense of belonging. Employees today want more than just a job; they want flexibility, growth opportunities, and leaders who truly care.
As an HR leader, I’ve seen firsthand that when we get hiring right, set clear expectations, create strong support systems, and embrace flexibility where possible, we cultivate a workplace that people don’t just work at—they want to be a part of.
Here’s what I’ve found makes a real difference.
1. Hiring for More Than Just Skills—Ensuring the Right Fit
One of the biggest mistakes I’ve seen is hiring based on skills alone. Yes, technical ability matters, but a bad culture fit can erode a team fast. That’s why I advocate for behavioral-based interviewing—it helps gauge how a candidate has actually handled real-world situations, not just how they think they would.
But hiring the right person isn’t just about what we ask in interviews—it’s also about what we share. A one-pager realistic job preview ensures that candidates understand the challenges of the role before accepting the job. Being upfront about expectations and potential pain points helps us avoid early turnover and ensures new hires are ready for the reality of the role.
And let’s not forget flexibility. If a role allows for remote or hybrid work, leaders should communicate that early in the hiring process. Some candidates thrive in office settings, while others need flexibility to perform at their best. When we match people to work environments that suit them, engagement naturally increases.
2. Leveraging Referral Programs: The Power of Employee Networks
Some of the best hires I’ve seen come through referral programs. Employees know the company culture better than anyone, and they’re not going to vouch for someone who wouldn’t be a good fit. A well-structured referral program incentivizes employees to bring in top talent while fostering a sense of ownership in building the team.
3. Onboarding That Sets People Up for Success
A new hire’s experience in their first few weeks often determines whether they’ll stay for the long haul. That’s why structured onboarding is non-negotiable. Here’s what I’ve seen work best:
Weekly new hire check-ins: A quick, structured check-in during those critical first weeks helps catch potential frustrations early.
Preceptors and mentors: Assigning a go-to person ensures new hires have support beyond their direct manager.
Monthly new hire surveys: Gathering feedback on the onboarding experience lets us continuously refine the process.
Soft landing off training: Instead of expecting new employees to be at full capacity the moment training ends, a phased ramp-up allows them to gain confidence at a sustainable pace.
And, where possible, flexibility can be a game-changer. Can a new hire ease into their role with a hybrid schedule? Can training be customized to fit different learning styles? The more adaptable our onboarding approach, the better the long-term results.
4. Growth & Development: If They Can’t See a Future, They’ll Leave
I’ve had countless conversations with employees who weren’t unhappy with their jobs but were unsure of their future within the company. This is where Individual Development Plans (IDPs) and Career Conversations are crucial.
Employees need to know they’re growing. Whether it’s through:
LMS/trainings that help them build new skills,
Stretch assignments that allow them to explore new areas, or
Flexible career pathways that enable lateral moves, not just promotions,
…giving employees options keeps them engaged. Sometimes, career growth isn’t about climbing a ladder—it’s about shifting to a role that better aligns with their strengths and life stage.
5. Gathering Feedback & Taking Action
One of the biggest pitfalls in HR is gathering feedback and doing nothing with it. Employees notice when their voices aren’t heard. That’s why I’ve found Stop, Start, Continue exercises to be so effective. They provide a structured way for employees to say:
What’s working (Continue)
What’s not (Stop)
What’s missing (Start)
I also can’t emphasize enough the importance of stay interviews. Instead of waiting for someone to resign to ask, “What could we have done differently?”—why not ask before they get to that point? Some of the most valuable insights I’ve gained have come from candid, proactive conversations with employees about what keeps them engaged and what might make them consider leaving.
And finally, executing on engagement plans ensures that all this feedback isn’t just collected—it’s acted on. When employees see leadership following through on their input, trust builds, and engagement skyrockets.
6. Flexibility: Meeting Employees Where They Are
If there’s one thing I’ve learned in HR, it’s that one-size-fits-all doesn’t work. Every employee has different needs, and where possible, flexibility should be built into the employee experience.
Schedules: If a role allows for flexible start/end times or hybrid work, it can make a world of difference for employees balancing personal responsibilities.
Workload adjustments: During busier seasons, can workloads be shifted to prevent burnout?
Career development: Can we create non-traditional career paths that allow employees to explore different roles without feeling boxed in?
Some roles require structure, but when flexibility is an option, it leads to happier, more productive employees.
Creating a workplace that people truly want to be a part of isn’t about trendy perks or corporate buzzwords—it’s about hiring the right people, setting them up for success, and continuously listening to and acting on feedback.
As HR leaders, we have the power to shape cultures where employees feel valued, heard, and supported. The workplace of the future isn’t rigid—it’s adaptive, employee-focused, and, where possible, flexible.
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