Putting the human back into human resources
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Who here has heard the term “Human Resources”? Who here has used the term “Human Resources”? Who here thinks they know what the term “Human Resources” means?
Many times, when we talk about human resources, we’re talking about that function in an organization that handles the people stuff, right? What I’m here to talk to you about today, in “putting the human back into Human Resources,” is infusing more humanity back into the workplace for those human beings who happen to be employees.
You’re going to hear me today use the word “humanly” a lot. When I have conversations with people about this subject, that word often gets fed back to me as “humanely.” So let me be really clear about what I mean by humanly versus humanely.
To me, when employers are treating employees humanely, they’re providing them bathroom breaks and water fountains. To treat employees humanly is to address very human needs: the need to be appreciated, the need to belong, and the need to feel like you’re making a meaningful contribution.
Now, what does that look like? Twenty years ago, I worked at a chemical plant in West Virginia. I was a project team leader implementing a module of SAP software—some of you may have heard of it. It was the raw materials module, and many of the people on my team were shop-floor employees. That means they were the people on the shop floor handling the chemicals.
One of them came to me and asked if I would help him develop so he could advance—he wanted to get promoted—and I was thrilled to hear this. This is interesting, because at that time shop-floor employees were not viewed as people who had hopes and dreams and who wanted to learn and grow.
I was more than glad to help him. I talked with his supervisor—he didn’t report directly to me—and I got his supervisor’s permission. At the same time, I made the same offer to anyone else on my team who was interested in developing and growing in order to advance, and three more people took me up on that.
Fast-forward a few years. Three out of those four people got promoted into exempt positions. One started traveling the world as an SAP consultant, another became a supervisor, and a third became a highly valued SAP resource within his division. That third one is particularly close to my heart, because when I started at that chemical plant, he was sweeping the floors in my building.
Now, you might be wondering, “Mary, what did you do?” I didn’t do anything fancy that you couldn’t find in any management book. What I might have done a little differently was that I believed in these people. When human beings are treated as if they are capable of more, they rise to the occasion.
So that was a nice story, right? But is there really a problem here that needs a remedy? Yes, there is. The Gallup organization studies corporations, employment, and employee engagement. In their 2013 report on the state of the American workforce, they tell us that 70% of the American workforce is disengaged, with 20% described as actively disengaged.
That’s a whole lot of human beings who are not getting their needs met—such as the need to be appreciated, the need to belong, and the need to make a meaningful contribution. I’ve been in business for years now, and when it comes to meeting human needs as I’m describing them to you—as a priority—it tends to take a back seat.
I find that curious, because when any of us are stewards of an asset like a car, we wouldn’t think of denying a car what it needs in order to work at peak performance. Why would we treat our human resources any other way?
Again, this isn’t just a nice story and a nice idea. Treating people more humanly has bottom-line business impact. Researchers have shown that when human needs are met for employees at work—the more they are met—the higher the engagement. Engagement means people want to be there, and they are willing to go the extra mile even when nobody is looking.
Higher engagement has been positively correlated with increased profitability. What’s that worth to us? Here’s one thing I know: that Gallup study also tells us that unskilled and unqualified managers at work are impacting their organizations by $450 billion to $550 billion worth of productivity annually by undermining employee engagement. Yes—that was billion with a “B.”
But I’m not here to spout statistics today. I want to talk about what any of you listening to me today can do about this. I understand if you’re having a reaction like, “Mary, if you think I’m going to impact some big organization, that’s way over my head—that’s got to come from the top down.” Or you might simply be thinking, “Mary, you can’t make people who don’t already value people suddenly value people.” I get that.
What I want to ask you today is to let your own experience guide you. Take a moment to think about a time at work when you were made to feel good—or you made someone else feel good.
I have a friend who told me he had a manager who used to check in with him every day—and he really meant it. This man remembers that from 20 years ago. You can have that kind of impact on people.
I have a friend who has a colleague who brings her coffee to her desk occasionally. He tells her it’s because she looks like she needs it. She says it makes her feel, “Someone noticed me. I belong. I’m seen.”
You can do this even if you’re not in the workforce. I stood in a grocery line one time, and as a disgruntled customer in front of me moved away, I told the cashier she had handled him really well. By the expression on her face, I saw that she felt seen and appreciated.
That’s all we really want as human beings—to be seen. We are feeling beings. We want to feel appreciated, like we belong, and like we can make a difference.
You don’t have to be a project manager like I was in order to believe in someone. What I want to ask you today is to make a commitment with me: take the responsibility to honor someone’s worth at work.
I know this is not just a simple commitment. It doesn’t happen suddenly—it’s a journey. And through your journey, I hope you come to see this vision in action and see it bring its power to reality. Thank you.
⚡ Learning goals
- Explain why meeting human needs increases engagement at work.
- Describe the difference between treating employees humanly and humanely.
- Give examples of simple actions that make colleagues feel seen.
✨ Key language
- put humanity back into “We need to put humanity back into the workplace.”
- meet human needs “Leaders must meet human needs at work.”
- rise to the occasion “People often rise to the occasion when believed in.”
⚙️ Rules & Grammar — 4 Structures
1️⃣ Passive voice for states and actions
Rule: Use be + past participle to emphasize the receiver of the action.
Examples: Needs are met, engagement increases.; Employees are treated as human beings.; Statistics are cited by Gallup.
Common pitfall + fix: Overusing active when focus is on the receiver — choose passive to highlight impact.
Which sentence correctly uses the passive?
Tip: Look for be + past participle.
Fill with the best answer: When human needs ___, engagement rises.
Tip: Use be + past participle for passive.
2️⃣ Zero conditional for general truths
Rule: Use if/when + present simple, present simple for results that are always true.
Examples: When needs are met, people engage.; If managers listen, trust grows.; When ignored, morale drops.
Common pitfall + fix: Using will in both clauses — in zero conditional, keep present simple.
Choose the correct zero conditional:
Tip: Both clauses in present forms.
Fill with the best answer: If employees feel seen, they ___ more.
Tip: Result clause uses present simple.
3️⃣ Modal verbs for possibility and willingness
Rule: Use can/could/will/would to express ability, possibility, or willingness.
Examples: We can treat people humanly.; Managers would check in daily.; Belief can lift performance.
Common pitfall + fix: Using infinitive without modal — add a modal before the base verb.
Which sentence correctly uses a modal?
Tip: Modal + base verb form.
Fill with the best answer: Leaders ___ make time to listen.
Tip: Use modals like should/can/would.
4️⃣ Gerunds as subjects
Rule: -ing forms can function as nouns to introduce topics.
Examples: Treating people humanly has impact.; Believing in others changes outcomes.; Checking in daily builds trust.
Common pitfall + fix: Using the infinitive where a noun is needed — use a gerund to act as the subject.
Pick the sentence with a gerund as subject:
Tip: Gerund (-ing) at sentence start.
Fill with the best answer: ___ in employees leads to growth.
Tip: Start with an -ing form to act as subject.
✍️ Vocabulary
disengaged
Meaning: not interested or involved at work.
Synonyms: detached, indifferent, unmotivated.
Chunk/Idiom: feel disengaged.
Example: She felt disengaged at her old job.
Morphology: adj.
Self-practice: Write two reasons workers become disengaged.
engagement
Meaning: involvement and enthusiasm at work.
Synonyms: commitment, participation, involvement.
Chunk/Idiom: employee engagement.
Example: Higher engagement boosts performance.
Morphology: noun
Self-practice: List one way to raise engagement.
supervisor
Meaning: person who manages or oversees others.
Synonyms: manager, overseer, boss.
Chunk/Idiom: report to a supervisor.
Example: Ask your supervisor for feedback.
Morphology: noun
Self-practice: Role‑play asking your supervisor for help.
promote
Meaning: to advance someone to a higher position.
Synonyms: advance, elevate, upgrade.
Chunk/Idiom: promote from within.
Example: They decided to promote him.
Morphology: verb
Self-practice: Write one sentence with promote.
meaningful
Meaning: having purpose or importance.
Synonyms: significant, purposeful, valuable.
Chunk/Idiom: meaningful contribution.
Example: She seeks meaningful work.
Morphology: adj.
Self-practice: Write a goal that feels meaningful.
appreciate
Meaning: to recognize and value someone or something.
Synonyms: value, acknowledge, respect.
Chunk/Idiom: feel appreciated.
Example: I appreciate your support.
Morphology: verb
Self-practice: Say thank you to a colleague in one line.
☁️ Examples (+ audio)
Leaders should meet human needs at work. Believing in people can unlock performance. When needs are met, engagement rises. Small gestures make colleagues feel seen.
✏️ Exercises
Grammar
Choose the correct zero conditional:
Tip: Use present simple in both clauses.
Pick the correct passive sentence:
Tip: be + past participle.
Fill with the best answer:
When human needs ___, engagement rises.
Tip: Passive voice.
Fill with the best answer:
___ in people can unlock performance.
Tip: Use a gerund as a subject.
Vocabulary & Comprehension
Which word means involvement and enthusiasm at work?
Tip: Think of employee morale and participation.
Which sentence matches the talk’s examples?
Tip: Recall the coffee and check-in stories.
Fill with the best answer:
People want to feel ___ at work.
Tip: From the speaker’s three needs.
Fill with the best answer:
He asked his ___ for permission.
Tip: Vocabulary from the career story.
✅ Guided practice
Mini-dialogue:
A: Could we check in daily like your manager did?
B: We can. Small check-ins make me feel seen.
A: When needs are met, we all perform better.
B: Agreed. Let’s try it this week.
Why this matters:
Meeting human needs boosts engagement, which links to better results. Small actions signal respect and belonging. Belief in people helps them rise to the occasion.
Verb & Adjective Pack:
believe in — Believe in your team and watch them grow.
appreciate — Appreciate small efforts publicly.
disengaged — Disengaged teams miss opportunities.
meaningful — Give meaningful responsibilities.
Try & compare:
Fill with the best answer: When needs ___, people engage.
Tip: Passive voice.
Self-correction: Fix the sentence: People feel seen with small check in.
Tip: Plural noun and word order.
Practice aloud: Listen, repeat, then type the sentence.
Believing in people can unlock performance.
Tip: Stress the gerund at the start.