Balancing Performance and Human Values

Balancing Performance and Human Values: Why Talent Management Matters

Do ethical considerations help maintain business performance? Is it economically realistic to emphasize the importance of human values? If so, how can we reconcile the pursuit of greater economic performance with the deployment of human values within the company?

In light of recent global paradigm shifts, diversity and ethical considerations have been declining, giving way to a purely business-centered approach. Why should we still be talking about human values in companies, when new technologies, artificial intelligence, and the relentless quest for profit seem to be the main drivers of corporate strategies? Yet, ethical concerns precisely challenge the purely financial priorities of organizations. They also provide a framework for addressing employees’ human values in concrete terms. Respect, responsibility, empathy, courage, tolerance, honesty—among others—are strong foundations on which to build strategy and strengthen a company’s economic performance.

What opportunities are available to us in today’s constrained, anxiety-inducing, and potentially paralyzing environment? One possible answer lies in recognizing and investing in human resources. Could it be possible, then, to reconcile economic performance with human values? Could efficient talent management make this strategic goal achievable?

1. Why combine performance and human values?

Until now, companies have not necessarily needed to consider human values. Strategy and management have mostly relied on measurable, quantifiable criteria:

• Financial performance: revenue growth, profitability, cost control.
• Operational performance: productivity, efficiency, quality.
• Customer performance: satisfaction and customer experience.

Adapting to market changes, defining a competitive positioning, and offering innovative products and services have been sufficient to deliver the annual strategic plan. Success could largely be measured in terms of economic performance.

More recently, unstable socio-economic and political contexts have only reinforced reliance on these management criteria. The human factor has been largely overlooked, as demonstrated by the number and scale of restructuring plans.

Yet it is precisely in times of repeated crises that a company’s strategy and economic performance should be examined more closely. By broadening our perspective, shouldn’t we consider human values as a solid safeguard in turbulent times?

2. Human values and talent as strategic differentiators

Across all industries, markets are increasingly unstable and volatile. The difference between a company and its competitors is no longer just about revenue and profitability. The true distinction lies in its unique identity. What vision do leaders hold? What values are emphasized? Are these values embodied by decision-makers and by the talent that make up the organization? Is communication aligned with the company’s values, or does it appear misleading when compared with the reality of team operations?

We are now in a phase of heightened uncertainty and instability. Reactive strategies to market shifts are useful to ensure business continuity. However, reality shows that responding only with profitability and financial figures fosters a short-term outlook. Budget cuts, layoffs, and halting investments often erode the very qualities that make a company unique. Yet an organization is a living system, built for the long term.

Leadership: essential for anchoring the brand

The ability to steer a company through difficult contexts is as vital as managing periods of stability and growth. How can a company remain aligned with customer needs if it dismantles part of its production and organizational capabilities? How can it reassure and engage employees if its first response is to let go of its talent when times get tough? How can it preserve a network of trusted partners when budgets are slashed?

In short, how can a company remain a market leader if it gradually undermines the trust-based relationships it has built over time with each of its stakeholders? Financial metrics remain essential, but they are no longer sufficient to ensure sustainable growth.

3. Managing the company through efficient and responsible talent management

From a management and HR perspective, talent management can be defined as the employee journey from first contact with the company to their departure. This process includes attraction, recruitment, retention, development, mobility, and exit.

The goal? Aligning human capital management with business strategy.

How?

• First, by recognizing the importance of values and people within the organization to foster quality interpersonal relationships. Listening, respect, and empathy are required to anticipate risks related to workforce management.
• Then, by leveraging expertise, tools, and systems suited to the business.

An optimal talent management system therefore supports relational, operational, and unforeseen challenges.

Thus, reconciling human values and economic performance is not only possible but increasingly necessary. Talent management can serve as an effective lever to integrate human values with traditional performance metrics.

4. Talent management as the bridge between values and performance

Here are some ways to improve economic performance through an efficient talent management strategy:

1. Ethical leadership: Leaders who embody strong human values can inspire teams and foster a positive corporate culture. This encourages collaboration, innovation, and higher performance. Companies that integrate ethical and responsible practices tend to earn the trust of clients, employees, and partners. This trust enhances reputation and long-term financial performance.
2. Corporate social responsibility (CSR): CSR involves integrating social, environmental, and economic considerations into operations and stakeholder relationships. By investing in CSR, companies can attract and retain talent. Sustainable practices can also lower operating costs, attract impact-driven investors, and build customer loyalty.
3. Quality of work life: Respectful working conditions and a supportive environment enhance productivity, reduce absenteeism, and lower turnover. Happy and engaged employees are typically more motivated and perform better.
4. Communication: Transparent internal communication and external communication aligned with company values strengthen trust and loyalty among the talent being attracted, hired, retained, and developed—while minimizing recruitment risks.
5. Innovation and creativity: A workplace culture based on human values encourages idea-sharing and initiative-taking. This fuels innovation and creativity—key factors for maintaining competitiveness.
6. Organizational resilience: Companies that integrate human values are often better equipped to face crises and challenges. A strong culture and committed workforce enable faster recovery in difficult times.

As a central pillar of corporate strategy, talent management helps transform ethical aspirations and human values into operational realities, contributing to stronger and more sustainable overall performance.

The bottom line

Reconciling economic performance with human values, through adapted talent management, proves to be an essential strategic pathway for steering businesses in today’s complex environments. Human values are far from being an obstacle to performance; they are in fact a true asset for creating a fulfilling and sustainable workplace.

By integrating ethical and responsible practices, companies can not only attract and retain top talent but also build trust-based relationships with clients and partners. Ultimately, defining and embedding human values within the organization is neither unrealistic nor naïve. It is an integrated, proactive strategy to ensure development, resilience, and long-term sustainability. Companies that move away from the relentless pursuit of short-term profits can create enduring value.

Originally published in:  Mag RH N°30