We spend a lot of time evaluating what our people deliver for our business. However, when was the last time you stopped to ask a different question:
Are you delivering for your people?
Productivity is a critical focus but are your people also at the centre of your attention?
In 2026, increasing productivity has been front of mind for many businesses. Restructures and downsizing, the growing use of AI, and pressure to do more with less all have organisations looking for smarter ways of working and better ways to maximise the contribution of every team member.
There are real benefits to this focus. Improving efficiency, embracing technology and making better use of resources can strengthen your business and position you well for economic growth.
But there is another side to the equation.
Increased workloads, changing expectations and new ways of working can put significant pressure on your people. Add the ongoing cost-of-living pressures, and it is easy to see how employees can become stretched, disengaged or simply tired.
The challenge for businesses is to lift performance without losing sight of the people who make that performance possible.
Employment relationships are a two-way street.
You expect your people to be committed, productive and focused on delivering results. In return, they have expectations about what you provide as an employer.
Of course, remuneration matters. But people also want to feel valued, have opportunities to grow, work in a positive environment and be led by people they trust.
When these expectations are met, you are more likely to have a team that is motivated, engaged and willing to go the extra mile. When they are not, you risk losing good people, seeing productivity decline and finding that your team is doing just enough to get by. And, of course, results suffer.
As you start planning for 2027, now is a good time to take an honest look at what you are delivering for your people — and where there might be opportunities to do better.
Here are four areas worth considering.
1. Your remuneration strategy: Are you paying fairly and competitively?
When was the last time you reviewed your remuneration against the market?
If you are relying on outdated salary information or making pay decisions on an ad hoc basis, you may be at risk of losing valuable people or struggle to attract the talent you need.
Consider whether your remuneration is competitive, whether high-performing employees feel appropriately rewarded, and whether there is a clear and consistent approach to pay reviews.
A well-considered remuneration strategy is about more than keeping up with the market. It is about fairness, transparency and ensuring your people understand how their contribution is recognised.
2. Your overall employee offering: What do your people really value?
Salary is important, but it is only one part of the overall employee experience.
Flexible working arrangements, career development, meaningful work, recognition, wellbeing support and opportunities to learn can all influence whether someone chooses to stay with your business.
The key is understanding what matters most to your team.
There is no one-size-fits-all approach. What works for one organisation may not work for another, and different employees will have different priorities at different stages of their careers.
Rather than introducing benefits because everyone else is doing it, take the time to understand what your people value and where you can make a meaningful difference.
Sometimes, small changes can have a bigger impact than expensive initiatives.
3. Employee engagement: Are your people giving their best?
Do you have a team that brings energy, initiative and commitment to their work? Or are people simply doing what is required and little more?
And, importantly, do you understand why?
Engagement is influenced by many factors, including workload, recognition, relationships with managers, communication, trust and opportunities to contribute.
If you are not asking your people how they feel about working for your organisation, you may be making assumptions about what is working — and missing important signs that something needs to change.
Employee Engagement or Pulse Surveys can provide valuable insight into what is going well, where frustration exists and what would make the biggest difference.
The real value, however, comes from acting on the feedback. Listening, communicating what you have learned and following through on practical changes can help build a stronger, more engaged team.
4. Your leadership: Are you the leader your team needs?
The relationship employees have with their manager can have a significant influence on their experience at work.
Good leaders provide clarity, communicate openly, recognise contribution, address issues constructively and create an environment where people can do their best work.
But leadership is also an area where it is easy to overestimate how well we are doing.
Do your people feel supported? Do they receive the feedback they need? Are you creating the conditions for them to succeed, or are you unintentionally getting in the way?
Seeking feedback on your own leadership can feel uncomfortable, but it can also be one of the most valuable steps you take.
A 360-degree feedback review can help leaders understand how they are perceived by those around them, identify development opportunities and build the skills needed to lead more effectively.
Because improving performance is not just about asking more of your team. It is also about asking what you, as a leader, can do differently and better.
Make 2027 the year you invest in your people.
Building a high-performing team takes more than setting targets and measuring results. It requires an environment where people feel valued, supported, fairly rewarded and equipped to succeed.
As you develop your people strategy for 2027, take the opportunity to look at your business through your employees’ eyes. Understand what is working, identify the gaps and focus on the changes that will have the greatest impact.
When you invest in your people, you are investing in the performance and long-term success of your business.
As Steve Jobs famously said:
“Great things in business are never done by one person; they’re done by a team of people.”
At Positive People, we have more than 30 years of experience helping New Zealand businesses build stronger, more engaged and higher-performing teams. From remuneration strategies and employee engagement surveys to leadership development and practical HR support, we can help you identify the opportunities and turn them into positive action.