Designing a People-First Workplace Using Maslow’s Hierarchy of Needs

Nowadays, organizations are in a race for innovation and efficiency amid a changing world. But in the midst of all this progress, one thing remains and will remain constant: people are the heart of every organization. Without engaged, satisfied and supported employees, no organization can truly thrive. That’s why creating a holistic employee experience that supports people not only professionally but also personally is no longer optional. It is essential.

Helping employees feel motivated and fulfilled is easier than it seems. In fact, you don’t need to reinvent anything. The answer might already exist in a theory that’s been around for over 70 years: Maslow’s Hierarchy of Needs. This concept is in essence a guide to understand what human beings need in order to feel good, grow, and reach their full potential. Something that can be incredibly useful when thinking about people in the workplace.

But before diving into how your organization can apply this model, it’s important to really understand what each level of the pyramid means. We start with physiological needs, which refer to the essentials for survival, like food, sleep, or air. Once those are met, we look for safety, things like shelter, stability, health, and protection. After that comes the need for belonging, which is about feeling part of a group, having friends, and being accepted. Next is esteem, the need to be appreciated, respected, and to feel like what we do matters. And finally, at the top, is self-actualization: the drive to grow, reach our full potential, and find a deeper purpose in who we are and what we do.

From theory to practice: Implementing Maslow’s pyramid within your organization

Organizations that understand this model design work experiences that go beyond the salary. They create spaces where people feel safe, connected, recognized, and motivated to do their best. According to Gallup, companies with engaged employees see a 17% increase in productivity. The reason? Engaged people are more creative, collaborative, and loyal.

But how can your organization actually turn all of this into something real? Well, by following Maslow’s logic, you can set clear goals for each stage and use them as a guide. Take a look at the following suggested actions your team should be working on to meet those goals. If you’re already doing some of them, great! Go ahead and check them off your list. And if not, don’t worry, you’re still on time to start putting them in place.

1. Physiological and safety needs

Goal: to provide physical and mental well-being and job stability.

Actions:

• Fair pay: Competitive and transparent salaries

• Real benefits: Medical, dental, and mental health coverage.

• Stable and flexible schedules, remote/hybrid working.

• Safe and discrimination-free environments: create clear anti-discrimination and harassment policies and share them during onboarding, so everyone understands what’s expected and what’s not allowed.

2. Belonging

Goal: Create authentic connections and a sense of community.

Actions:

• Inclusive culture: DEI (Diversity, Equity and Inclusion) programs.

• Spaces for sharing: social activities, Teams’ groups by affinities.

• Encourage quality relationships between teams.

3. Recognition and self-esteem

Goal: Validate efforts, celebrate achievements and promote growth.

Actions:

• Frequent and constructive feedback: Run a yearly employee survey and meet as a team to discuss the results.

• Public or peer-to-peer recognition: highlight one team member each month in a newsletter, email, or post for their contributions on your group chats.

• Space to take on new responsibilities: give employees the chance to take on new responsibilities by letting them lead small projects, mentor new hires, or step into roles left by retiring staff.

4. Self-realization

Goal: Promote purpose, autonomy and development.

Actions:

• Continuous training: workshops, certifications, mentoring.

• Purposeful projects aligned with the employee’s values.

• Freedom to innovate and propose improvements.

Example in action: the value of employee experience in the public sector

A great example of this philosophy in action is Applaud, a non-profit in Ontario that recognizes and celebrates public sector workers whose efforts often go unnoticed. By sharing their stories beyond the professional side, running recognition campaigns, and giving rewards, this organization helps these employees feel seen, valued, and proud of what they do. This directly connects to the top levels of Maslow’s pyramid (esteem and self-fulfillment), by offering public recognition that boosts confidence, strengthens their connection to their work, and reminds them that what they do truly matters. It also inspires future generations to join the public service by showing that their contributions won’t go unseen.

As a human resources leader, you should keep in mind that every organization is made up of people, and when you put them first, the rest naturally follows. It’s not just about having a good work environment but about creating a culture where everyone feels safe to be themselves, to grow, and to make a real impact.

Now that you have a great model to follow, you can start making a change by stopping asking “How can we get more out of our employees?” and start asking “What do they need to feel fulfilled and recognized?”. Because when people feel seen, they give their best, and that’s when great things happen.