I often question groups I am training about what they consider their greatest emotional need. Common answers tend to include respect, a sense of belonging and community, security (which is related to trust), love, acceptance, validation, peace of mind and success.

Okay, I don’t think “success” is an emotional need, but it is the byproduct of other emotional needs being aligned. Plus, success is a rather nebulous concept: What success looks like to one person (money, status, power) might be just the opposite of someone else’s definition, which could include generosity, sacrifice, service and using one’s talents and industriousness for the greater good.

Nevertheless, these are all viable answers and certainly part of someone’s healthy self-image.

Psychologist Abraham Maslow is famous for his hierarchy of needs. Beyond basic physiological needs – such as food, clothing and shelter, which are fundamental in a person achieving any significant, healthy emotional status – he mentions several of the emotional needs I’ve found in my discussions – safety, love/belonging and esteem.

As a humanist, Maslow believed that when both physiological needs and emotional needs are met, people’s innate desire for self-actualization (defined as the fulfillment of one’s talents and potentialities) can be realized. Although I’m not a raving fan of Maslow, I must admit some of his ideas have merit, at least conceptually.

All of us in the talent acquisition space must admit that we live in an economic environment where quality workers and company loyalty are at a premium. And, we would be quick to agree that finding, keeping and creating a culture that fosters engagement for this kind of Associate, Teammate – or Cast Member, as Disney would say – is paramount to our organization’s prosperity.

Yes, paying at least a living wage to even the most entry-level of workers is essential. Maslow would probably tell us that employees living paycheck-to-paycheck are unlikely to realize their potential or bring noteworthy value to an organization. But even with these needs met, engaging our talent is still difficult. If money and basic physiological needs are not the issue, then what is?

I think Maslow would say emotional needs – needs that, when met, not only prompt better work performance but also give employees a sense of community and being a part of something bigger than themselves. With that hypothetical assessment, I would concur.

So, what do these emotional needs have to do with recruitment, retention  and – dare I say – employee engagement? Everything!

“But we have good wages and benefits, even for entry-level workers,” you might think, “And, we have recognition programs that identify and promote top performers. Our company store rocks, and we use Survey Monkey annually to solicit feedback from everyone.”

Great, but do these things alone inherently meet emotional needs and promote a healthy employee self-perception that is the fertile soil engaged employees need to grow to reach their potential? Not likely.

I think both the answers from my audiences and Maslow’s hierarchy of needs tell us this but – and this is my thesis – we are missing something even more foundational: the simple act of acknowledgment.

Although it’s only common sense, no one will feel loved, safe, validated, accepted or feel a sense of belonging or community unless someone first acknowledges their existence. And – here’s the not-so-subtle point – this requires actually speaking to someone, asking their name and looking them in the eye.

Just recognizing they exist will convey a sense of their importance and value. Do we care enough to intentionally acknowledge those who work, or could potentially work, for us? Are these people – and they are real people with real needs, real families and real feelings – invisible to us?

Maybe these people are crying out, “I don’t care what you call me, just call me. Just recognize me as something more than a resource or commodity.”

Most would agree, there is nothing more demoralizing than being ignored. When people fail even to notice us, we often feel that we do not exist. As a result, our sense of identity, and thus our potential, is diminished.

This is even more fundamental than other emotional factors because it precedes them and is necessary for the other needs to be met so that people have the sense of self-worth and purpose needed to thrive.

Simply acknowledging a person is real and initiating authentic interaction breeds so many positive byproducts: When people acknowledge us, even briefly, we feel a connection with them, and then a powerful sequence unfolds. Acknowledgment (recognizing the person) leads to a sense of validation and then a sense of community and the more likely realization of their potential.

With further approval, they gain respect, appreciation and, consequently, all-important self-efficacy. These are the people that will make your organization prosper simultaneously and synergistically with their own human flourishing.

I’m going to ask you to try something today: Find three people at your workplace you don’t know who look like they need a confidence boost and initiate a conversation with them. Ask their name and give them yours. Ask them how they are and how their day is going.

It only takes a minute but will make a huge difference in someone’s life.

Similarly, if we want to recruit, retain and keep the best talent for our organizations engaged, we are going to have to understand their hyper-critical emotional needs. Unless you first acknowledge they exist, how can we expect them to be an integral part of our organization’s success?