When I first learned about Maslowās Hierarchy of Needs, it wasnāt just a motivational theory, it was a mirror of my own journey. From arriving in the U.S. as a 16-year-old immigrant, to supporting my family, to leading multiple HR companies, Iāve experienced each level of this model in real life. And along the way, I realized something else: as a little girl, my favorite board game was Monopoly, but I never imagined Iād grow up to play it with real businesses. This article isnāt just about Maslow. Itās about growth, grit, and turning life into something far greater than survival.
Maslowās theory outlines five levels of human needs, beginning with physiological needs ā the basics like food, water, rest, and shelter. When I moved to the U.S., I started 10th grade, but I also felt a deep responsibility to help support my family. I got a job before my parents did. Unfortunately, I was fired just four hours into my first shift because I didnāt speak English. I was devastated. But my parents comforted me and said, āWeāll find jobs ā your job is to go to school like your siblings.ā That moment taught me that survival isnāt just about physical needs, itās about emotional security, dignity, and feeling seen.
The second level is safety needs ā job security, stability, and health. Once my family found steady footing, I could focus on my education and build confidence. As I entered the workforce again with better skills, I found myself craving consistency, security, and routine. In HR, we often see employees stuck at this level. They want fair policies, benefits, and leadership they can trust. And hereās what many forget, once people feel safe, that need is no longer a motivator. Security alone wonāt keep someone fulfilled.
Then comes love and belonging, the need for connection, relationships, and acceptance. Once I had stability, I sought community ā coworkers who felt like family, friends who celebrated my culture, and mentors who believed in me. In the workplace, this is the āheartā of engagement. People want to be included, respected, and heard. When theyāre isolated, they disengage. But when this need is met, they begin to rise. And thatās where the next level comes in.
The fourth level is esteem, the desire for achievement, confidence, and recognition. Iāll never forget how proud I felt earning my first HR certification. Then another. And another. I didnāt stop because I was chasing validation ā I was chasing mastery. And when others began recognizing my value, it reinforced the belief I had been building in myself. At this level, employees seek growth, development, and acknowledgment. But even esteem has its limits. Eventually, we crave something deeper: purpose.
At the top of the pyramid is self-actualization, fulfilling your highest potential. This is where I am today. I no longer work just for success; I work for significance. Creating training programs, mentoring and coaching future HR professionals, and building impactful businesses gives me more joy than any title or recognition ever could. And yes ā I think often about that little girl who used to play Monopoly and dream big. Today, Iām living that dream ā not by buying fake properties, but by building real companies, helping real people, and creating a legacy of empowerment and education. Thatās what self-actualization looks like to me.
Maslowās model teaches us that motivation changes as we evolve. Once a need is reasonably satisfied, it no longer drives us. Thatās why bonuses donāt inspire burned-out employees, and why connection canāt replace safety. In HR, we need to stop using one-size-fits-all strategies and start asking, āWhere is this person in their journey?ā When we understand the human behind the employee, we stop managing, and start transforming.
Elga Lejarza
Founder & CEO
