Human capital as the foundation of company growth
Employees are not just people who complete tasks — they shape the brand’s image, build relationships with customers and help create the organisational culture. Companies that invest in developing their teams, a better working atmosphere and a supportive environment gain loyal, engaged and productive employees.
Investing in people brings concrete business benefits
- Higher quality of work — an engaged, well-trained employee carries out their duties more carefully and efficiently.
- More innovation — employees who feel valued and have room to grow are more willing to share ideas and take part in process improvement.
- Better customer service — a satisfied, motivated employee creates a better customer experience, which directly affects sales and customer loyalty.
- Lower turnover risk — failing to invest in employees leads to frustration and a search for better conditions elsewhere. That means extra costs for recruiting and onboarding a replacement.
What does the data say? The impact of employee engagement on a company
Numerous studies show that engaged employees drive better company results. According to a Gallup report:
- Companies with highly engaged employees achieve up to 21% higher profitability.
- Organisations with low engagement see up to 59% higher staff turnover.
- Employees who receive regular feedback and have development opportunities are 17% more productive.
The Gallup report shows one thing: investing in people pays off many times over — not only in better financial results, but also in a stable, loyal team that builds the organisation’s strength.
What can you do to increase the value of human capital?
- Good recruitment practices — hiring the right people is the first step to success. Define the organisation’s needs precisely and look for candidates who fit the company culture.
- Effective onboarding — a well-onboarded employee reaches full productivity faster and feels part of the team.
- Development and training — companies that invest in their people enjoy higher retention and loyalty.
- Motivation systems — pay matters, but so do extra benefits, work-life balance and recognition of achievements.
- Organisational culture — an open, transparent working environment makes employees feel valued and more willing to contribute to the company’s growth.
The recruitment process — the foundation of good hiring
Recruitment is one of the most important processes in any company. It determines whether the organisation gains an employee who not only has the right skills but also fits the company’s culture and values. Effective recruitment is never accidental — it requires a strategy, a clear definition of needs and proven selection methods. How do you get it right?
How do you define the company’s needs and find the right candidate?
Before looking for an employee, a company should clearly define its needs. A common mistake is publishing a job ad without specifying what skills and experience the position requires.
- Defining competencies — are technical skills more important, or the ability to work in a team?
- Defining the scope of duties — a precise list of tasks helps attract candidates who genuinely meet the requirements.
- Labour market analysis — is the industry short of specialists? Perhaps it is worth widening the criteria or offering training to new hires?
- Aligning the offer with the market — pay and benefits should be competitive to attract the best candidates.
The role of a well-written job ad
A job ad is the company’s calling card — the candidate’s first contact with the employer brand. A well-written ad attracts the right candidates and reduces the number of unsuitable applications.
What should an effective job ad include?
- A clear job title — in line with market standards. Avoid overly creative names that candidates may not understand.
- Scope of duties — a concrete list of tasks, without vague phrases such as other duties as assigned by the manager.
- Required skills — a clear split between must have and nice to have.
- What the company offers — attractive benefits, stable employment, opportunities for promotion. Candidates want to know what the company can offer them.
- Clear salary information — more and more companies publish pay ranges, which increases transparency and makes recruitment more effective.
According to research, as many as 70% of candidates do not apply to job ads that lack salary information. A transparent offer helps avoid misunderstandings and attracts only genuinely interested people.
Selecting candidates — skills vs. cultural fit
A good employee is not just someone with the right qualifications, but also someone who shares the company’s values and way of working.
Hard skills vs. soft skills
- Does the candidate have the required experience and technical skills?
- Do they have soft skills such as communication, teamwork and resilience to stress?
Cultural fit
- Does the candidate suit the company’s working style?
- Which values matter to them?
- Are their communication style and approach to work consistent with the organisation’s philosophy?
Recruiters often face a dilemma: hire the person with better qualifications, or the one who fits the team better? In many cases, the second criterion turns out to be key for long-term cooperation.
The importance of a professional interview and skills testing
The interview is when the company and the candidate check each other’s expectations. It should be well thought out and based on a specific methodology.
How do you run an effective job interview?
- Ask situational and behavioural questions — e.g. “How did you handle a conflict in your team?” instead of “Can you work in a group?”.
- Assess actual skills — practical tests, work samples or case studies can be a better indicator of competence than the CV alone.
- Make the candidate comfortable — a friendly atmosphere makes people more open and honest about their skills and expectations.
Some companies use job shadowing, a short trial period in the real working environment. It is a great way to see how the candidate copes with the duties and whether they really fit the team.
Onboarding — the first step to employee loyalty
Hiring a new employee is only the beginning. Even the best specialist can quickly lose motivation if they are not properly onboarded from day one. Onboarding is not a formality — it is a crucial stage in building the loyalty and engagement of a new team member. How do you make a new hire feel part of the organisation and reach full productivity quickly?
Why do the first day and first week matter?
The first days at a new company strongly influence whether an employee stays for the long term. According to Gallup research, as many as 88% of new employees say their first experiences at a company matter when deciding whether to stay or leave. What is more, employees who go through well-planned onboarding are 69% more likely to stay with the company for at least three years.
What can put a new employee off?
- No prepared workstation or tools.
- Organisational chaos and unclear responsibilities.
- No one responsible for onboarding and support.
- A cold welcome and no integration with the team.
The first day should be well planned and focused on making the new employee feel comfortable, understand the company’s structure and culture, and know clearly what is expected of them.
An onboarding plan — how to onboard a new employee well
Effective onboarding does not end with signing the contract and handing over the regulations. It is a comprehensive process that should last from a few weeks to several months, depending on the position.
Stages of effective onboarding:
Before the start date
- Preparing the workstation (computer, system access, ID badges).
- Sending a welcome email with the first-day schedule.
- Appointing a person responsible for onboarding.
First day
- Welcome and a tour of the company.
- Introducing the team and key processes.
- Sharing the most important information about the organisation (mission, values, work culture).
- Discussing duties and expectations.
First week
- Induction training (internal procedures, tools, IT systems).
- Setting goals for the first month.
- 1:1 meetings with the manager and team members.
- Checking first impressions and answering questions.
First months
- Regular feedback conversations.
- A way to report difficulties and the need for extra training.
- Monitoring progress and matching duties to skills.
The more detailed the onboarding plan, the faster a new employee reaches full productivity and feels part of the organisation.
Mentor support and team integration
The mentor’s role
- Helps the new employee find their way in the company.
- Answers questions and shares practical knowledge.
- Offers support with the first professional challenges.
Team integration
- Joint projects and quick involvement in day-to-day work.
- An informal coffee or lunch on the first day.
- Team meetings to get to know colleagues.
According to research, 92% of new employees believe that positive relationships with the team increase their motivation and willingness to stay with the company. So it is worth making sure that a new employee feels part of the company community from the very start.
Summary of part I
Human capital is every company’s most valuable resource — the organisation’s success depends on its people, so it pays to invest in their development, engage them and build stable teams. A well-planned recruitment process not only helps you find the right candidate but also makes the company more efficient and stable. Clearly defined needs, a well-crafted job ad and selection that considers both skills and cultural fit are the foundation of effective hiring. But recruitment is only the beginning — onboarding is invaluable for a new employee’s engagement and loyalty. The first days and weeks should be well planned to give the newcomer comfort, a smooth start and integration with the team. Mentor support, clear goals and a thought-out onboarding strategy help the employee reach full productivity faster and engage more readily in the life of the organisation. All of this translates into better business results and long-term stability.
*Data on the impact of employee engagement on financial results comes from Gallup’s “State of the Global Workplace” report. According to the report, highly engaged teams show 21% higher profitability.
Source: State of the Global Workplace
Being one employee short is not just a staffing gap — it means real financial, organisational and reputational losses. Every day of delay in recruitment means potential loss of money, customers and team stability.
Don’t take the risk! Contact the Alimat Group team and secure continuous staffing, save time and get a team ready for action.
Alimat Group knows that effective recruitment is only the beginning
We provide comprehensive support throughout the hiring process — from finding the right candidates, through professional onboarding, to ensuring stable working conditions and integrating new employees. With our experience, know-how and individual approach, we help companies build effective, engaged teams that contribute to long-term business success.
Looking for effective ways to retain your best talent? Wondering how to boost employee motivation and engagement? Want to know what really affects your team’s work-life balance and wellbeing?
Follow us so you don’t miss our next articles! Soon, in part II, we will look at the key aspects of long-term cooperation with employees, including:
- Motivation and engagement — how to build strong relationships with your team
- Work-life balance and wellbeing — how to look after your employees
- Feedback and development — why open communication is essential
- Employee retention — how to keep your best specialists
Email us: kontakt@alimatgroup.com
Call: +48 517 654 267
