Employee engagement has been linked to various positive outcomes for organizations, such as increased performance, innovative behavior and loyalty (Borah & Barua, 2018). Yet, employee engagement appears to be deteriorating. Last year, according to Gallup (2025), both global employee engagement and employee life evaluation saw a decline. Such trend is stronger among managers, particularly female, and has the potential of triggering a chain reaction among the rest of the employees. In turn, worsening employee wellbeing can lead to absenteeism and other consequences that can translate into increased costs for organizations as well as governments (Gallup, n.d.; Jeffery, Weddle, Brassey, & Thaker, 2025). At the same time, the increased inequalities and uncertainty surrounding employment in the global landscape (United Nations, 2025), make engagement more difficult to attain. These challenges call for a different approach to management, one that puts the person at the center of strategic value generation. With Humanistic Management as a foundation, this program aims to offer tools for business leaders who want to foster human flourishing and dignity in the workplace and drive long term prosperity for stakeholders. Throughout the week we will dive into best practices that illustrate humanistic management in action.