"They Know You Care": 7 Research-Backed Ways to Show Genuine Care at Work

"People don’t care how much you know until they know how much you care."

It’s not new. But it’s real, especially for those of us in HR.

In a world obsessed with metrics, dashboards, and automation, we can’t afford to forget the human beneath the KPI. No amount of expertise or experience will make people trust you if they don’t feel that you see them and care.

And caring isn’t soft. It’s not a sentiment; it’s a skill. A leadership competency. A daily act of presence.

So what does showing genuine care in the workplace look like beyond the buzzwords and employee engagement slogans?

Here are seven ways to demonstrate care as a habit, not a headline – each supported by academic research and each profoundly actionable:

1. Listen. For real.

There’s a difference between waiting for your turn to speak and actually listening.

Active listening – the kind that makes someone feel seen and heard – is one of the strongest predictors of trust in leadership. As Brownell (2012) highlights, it builds psychological safety, clarity, and mutual respect.

Next time you’re in a one-on-one, try this: pause, don’t interrupt, and instead of responding right away, reflect back what you heard. You’d be surprised how often people open up when they feel they’re not just being managed but understood.

2. Ask about the person, not just the performance

"How are you doing today?""How’s life outside of work?""Anything you’re looking forward to this week?"

These questions aren’t small talk—they’re connections. Kahn (1990) found that employees feel more engaged when they are recognized as full human beings, not just job descriptions. That sense of recognition drives commitment and discretionary effort.

Showing interest in the human behind the task says, "You matter even when you’re not delivering."

3. Appreciate the effort, not just the outcome

We celebrate results: deals closed, targets hit, projects completed.

But effort? That’s where the magic happens. Recognition of effort – especially when outcomes aren’t perfect – fuels motivation and belonging.

According to Gallup (2023), 69% of employees say they would work harder if they felt their efforts were better appreciated.

A handwritten note, a quick thank-you message, or a spontaneous shoutout in a team meeting go a long way in saying, “I see you.”

4. Be transparent – even when the answer is “I don’t know.”

Sometime,s the most powerful thing a leader can say is: “We’re still figuring it out, but I wanted to keep you in the loop.”

Transparency isn’t about having all the answers. It’s about bringing people in, especially in times of uncertainty.

Men (2014) found that open internal communication significantly reduces employee anxiety and increases organizational trust. Even partial information shared with honesty is better than silence.

5. Offer flexibility that respects people’s lives, not just policies

Flexible work is more than a perk; it’s a statement of trust.

When employees feel empowered to balance work and life on their own terms, they experience less burnout, greater job satisfaction, and deeper loyalty (Kossek et al., 2011).

Whether it’s remote work, flexible hours, or simply being open to life’s curveballs – small acts of flexibility signal, “We trust you to be a whole person, not just a worker.”

6. Show up for life moments – big and small

Caring shows up in the moments between the milestones—a new baby, a family loss, a personal struggle, a quiet win.

These are the times when people remember whether the company saw them as humans – or just employees.

Eisenberger et al. (2001) refer to this as “Perceived Organizational Support.” Employees who believe their organization cares about them are more committed, resilient, and engaged.

So, send the card, make the call, and acknowledge the moment. That’s what culture is made of.

7. Make emotion a valid part of workplace conversation

For decades, we’ve heard "leave your emotions at the door." But people don’t work that way.

Ashkanasy & Dorris (2017) explain that emotions are not just a personal experience – they’re a core part of workplace behavior, decision-making, and relationships.

When leaders speak openly about uncertainty, stress, or even excitement, it creates space for others to do the same. And that space builds safety, vulnerability, and true connection.

Final thoughts:

Caring isn’t just about being “nice.” It’s about being present. And when people feel your presence—your genuine interest, flexibility, and appreciation—they start to bring their full selves to work.

So the next time you walk into a meeting, open a one-on-one, or write an email, pause for a moment and ask yourself:

“What would this look like if I led with care?”

You already have the answer. Now, make it a habit.

References:

• Ashkanasy, N. M., & Dorris, A. D. (2017). Emotions in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 4, 67–90.

• Brownell, J. (2012). Listening: Attitudes, principles, and skills (5th ed.). Pearson.

• Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2001). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 86(3), 565–573.

• Gallup. (2023). State of the Global Workplace Report.

• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.

• Kossek, E. E., Pichler, S., Bodner, T., & Hammer, L. B. (2011). Workplace social support and work–family conflict: A meta‐analysis. Personnel Psychology, 64(2), 289–313.

• Men, L. R. (2014). Strategic internal communication: Transformational leadership, communication channels, and employee satisfaction. Management Communication Quarterly, 28(2), 264–284.