CLOSING THE LOOP
Another key finding of the SID-Gallup report was that employee engagement depends not just on what organisations say they value, but whether those values are reflected in employees’ day-to-day experience at work.
While many organisations conduct engagement surveys and have rolled out well-being initiatives, too few translate employee feedback into meaningful change. Without follow-through, the report warned, employees can come to believe their views do not matter.
For government technology agency Open Government Products (OGP), turning employee feedback into action became increasingly important as the organisation expanded.Â
As OGP doubled to nearly 200 officers between 2024 and 2026, it realised informal conversations were no longer enough to keep pace with employees’ views. The agency formalised its feedback process, sharing engagement survey findings at quarterly town halls.
“The hard part is what comes after (the survey): telling officers what you heard, what you’re changing, and what you’re not changing and why. Skip that second step and you’ve done something worse than nothing: staff learn that feedback disappears,” said chief operating officer Hygin Fernandez.
When it comes to acting on employee feedback, Wang Café learnt more than a decade ago that doing so could transform not just workplace culture, but business outcomes too.
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