In an increasingly complex and competitive talent market, organisations are being challenged to rethink how they attract, retain and motivate their people – without losing sight of productivity, performance and profitability. The old assumption that employee satisfaction and business results exist in tension is not only outdated; it is counterproductive.

‘At JTI, we have learned that the most resilient, high-performing businesses are those that view people strategy as an enabler of business success, not a cost centre,’ according to Kedibone Letsika, people and culture director at JTI. ‘When employees feel valued, supported and trusted, performance follows naturally.’

ATTRACTION IS ONLY THE FIRST STEP

Attracting talent today requires more than a compelling job title or a recognisable employer brand. Skilled professionals are increasingly discerning; they want to understand how an organisation treats its people, how leaders behave, and whether there is space to grow.

Competitive compensation and benefits remain important – they create fairness and credibility – but they are no longer differentiators on their own. What truly attracts talent is the promise of a meaningful employee experience, one that aligns individual purpose with organisational goals.

RETENTION IS BUILT ON TRUST AND BELONGING

Retaining talent requires sustained effort and intentional design. Employees stay where they feel a sense of belonging, where their voices are heard, and where they trust leadership to act with integrity.

Diversity, equity and inclusion (DEI) play a critical role in this. When DEI is embedded into everyday practices – rather than existing as a standalone policy – it creates environments where people feel psychologically safe and able to contribute fully. This directly impacts engagement, collaboration and innovation.

‘At JTI, inclusion is not aspirational; it is operational,’ says Letsika. ‘It informs how it recruits, develops, promotes and leads.’

CULTURE: FROM AN ABSTRACT CONCEPT TO A PRACTICAL DISCIPLINE

Culture is often described as intangible or difficult to define. As Letsika explains, ‘at JTI, we have taken a deliberate approach to making culture measurable and actionable. We refer to it as “Our Way” – the shared behaviours, values and standards that guide how we work and how we relate to one another’.

Crucially, culture must be listened to, not assumed. JTI conducts annual employee engagement surveys across local, regional and global levels, supported by frequent pulse surveys. These tools help identify behavioural trends, engagement drivers and pain points.

Importantly, feedback does not stop at data collection. Survey insights are unpacked with leadership teams and translated into targeted actions – whether that means addressing workload challenges, leadership capability gaps or communication breakdowns. In this way, culture becomes a continuous improvement process, rather than a static ideal.

DEVELOPING TALENT FOR THE LONG TERM

Attracting strong talent without a clear development pathway is a short-term strategy. High-performing individuals want to see a future – not only for the organisation, but for themselves within it.

Succession planning, internal mobility and capability development are, therefore, essential. ‘JTI invests significantly in equipping employees with the tools, learning opportunities and exposure needed to grow their careers,’ says Letsika. ‘This includes leadership development, skills training and access to global experiences.’

When employees believe that their growth matters, loyalty strengthens and institutional knowledge is retained – both of which are critical to long-term business sustainability.

FINDING THE BALANCE BETWEEN HAPPINESS AND PERFORMANCE

There is a persistent myth that prioritising employee well-being comes at the expense of performance. In reality, the opposite is true. Burnout, disengagement and high turnover are far more costly than investing in people.

Recognition from bodies such as the Top Employers Institute is encouraging, but awards are not the goal. The true measure of success is a workforce that is engaged, capable and aligned to the organisation’s purpose – and a business that performs consistently as a result.

A SHARED RESPONSIBILITY

Ultimately, creating a thriving workplace is not the responsibility of HR alone. It requires accountable leadership, honest dialogue and a willingness to evolve. When leaders commit to building trust, listening to their people and aligning people practices with business strategy, the results speak for themselves.

‘When people are empowered to bring their best selves to work, the business is better for it,’ says Letsika. ‘That is not just good people and culture practice, it is good business.’

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