Making Work Human: How Human-Centered Companies Are Changing the Future of Work and the World by Eric Mosley and Derek Irvine Summary

1. Human-centered workplaces boost profits by 14% through recognition-driven innovation.
2. Frequent peer recognition reduces turnover by 31% and improves stock performance.
3. VUCA markets require aligning employees through purpose rather than rigid hierarchies.
4. "Moments that matter" celebrations create 23% higher engagement in global teams.
5. Weekly gratitude practices increase cross-department collaboration by 40% in six months.
6. Mission-based cultures outperform competitors by retaining 68% more top talent.
7. Daily micro-feedback loops drive 35% faster adaptation to market changes.
8. Recognition programs tied to ESG goals improve brand loyalty by 52%.
9. Employees in human-centric companies report 19% higher life satisfaction scores.
10. "Workhuman Cloud" users see 27% faster leadership development through peer insights.
11. Purpose-driven recognition reduces burnout symptoms by 44% in high-stress industries.
12. Human workplaces achieve 33% higher customer satisfaction via emotionally invested teams.

『Making Work Human』の著者について

Eric Mosley, CEO and co-founder of Workhuman, and Derek Irvine, Senior Vice President of Client Strategy and Consulting, are HR visionaries and social recognition experts behind Making Work Human: How Human-Centered Companies Are Changing the Future of Work and the World.

The book, grounded in business and workplace culture, advocates for fostering gratitude, psychological safety, and purpose-driven environments.

Mosley, a Forbes and Harvard Business Review contributor, and Irvine, a frequent voice in HR publications, draw from their leadership at Workhuman—a global platform used by Fortune 500 companies to redesign performance management and employee recognition.

Their work combines 50 million data points with actionable strategies to humanize workplaces, emphasizing peer-to-peer recognition and inclusive leadership. Making Work Human builds on their decades of experience transforming HR practices, offering a research-backed blueprint for aligning modern work with core human values like growth, connection, and dignity.

The book’s insights have shaped policies at multinational corporations and been featured in talks at industry summits worldwide.

『Making Work Human』に関するよくある質問

What is Making Work Human about?

Making Work Human by Eric Mosley and Derek Irvine provides a roadmap for creating workplaces that prioritize empathy, recognition, and belonging. It argues that human-centered cultures boost productivity, employee satisfaction, and long-term business success. The book includes strategies like fostering trust, celebrating milestones, and leveraging social recognition, with examples from companies like Costco and Toyota.

Who should read Making Work Human?

HR professionals, managers, and business leaders seeking to improve workplace culture will benefit from this book. It’s also valuable for employees interested in understanding how human-centric practices like recognition and autonomy enhance engagement. Startups and established companies aiming to reduce turnover and increase innovation will find actionable insights.

Is Making Work Human worth reading?

Yes, the book offers evidence-based strategies for building a more empathetic workplace, backed by case studies from Trader Joe’s, Toyota, and others. It balances theoretical frameworks with practical steps, such as implementing recognition programs and redesigning employee experiences. Readers praise its focus on data-driven solutions for modern workforce challenges.

What are the key concepts in Making Work Human?

Key ideas include:

• Human-centered design: Shift from efficiency-driven to empathy-driven workplaces.
• Social recognition: Regularly acknowledge contributions to foster connection.
• Employee experience: Address six needs—trust, camaraderie, purpose, recognition, autonomy, and work-life balance.
• Data-driven culture: Use analytics to measure engagement and refine strategies.

How does Making Work Human propose improving employee engagement?

The authors advocate for replacing rigid hierarchies with flexible, recognition-rich environments. Tactics include peer-to-peer praise platforms, involving employees in decision-making, and aligning individual goals with company values. Examples show firms using these methods double sales performance and reduce turnover.

What quotes define Making Work Human?

A central question posed is: “How do we evolve our workplaces into environments that inspire us, connect us, and help us thrive—both as humans and as organizations?” Another key insight: “People are your biggest investment, not your biggest cost,” emphasizing the ROI of human-centric practices.

How does Making Work Human address modern workplace challenges?

It tackles issues like remote work disconnection and burnout by advocating for intentional community-building. Solutions include virtual recognition programs, flexible schedules, and mentorship networks. The book also discusses adapting to AI by emphasizing uniquely human skills like creativity.

What critiques exist about Making Work Human?

While the book provides actionable frameworks, some may find its reliance on corporate case studies less applicable to small businesses. Additionally, transforming entrenched cultures requires sustained effort, which the authors acknowledge but could explore in greater depth.

How does Making Work Human compare to the authors’ previous works?

Unlike Mosley and Irvine’s The Power of Thanks, which focuses narrowly on recognition, this book offers a holistic approach to workplace design. It integrates broader themes like trust, purpose, and data analytics, reflecting evolved strategies from their Workhuman platform.

Can Making Work Human help with remote team management?

Yes, it recommends tools like virtual “kudos” boards, regular check-ins focused on well-being, and digital platforms for peer recognition. These methods combat isolation and replicate the camaraderie of in-person teams, as demonstrated by companies cited in the book.

What industries benefit most from Making Work Human’s strategies?

While applicable across sectors, industries with high burnout rates (healthcare, tech, retail) see dramatic improvements. For example, Trader Joe’s empowers staff to innovate, while Toyota’s feedback loops increase operational efficiency—both highlighted as success stories.

How does Making Work Human define a “human workplace”?

It’s a culture where employees feel valued beyond their output—through meaningful connections, growth opportunities, and psychological safety. Metrics like reduced absenteeism, higher innovation rates, and employee Net Promoter Scores (eNPS) signal success.