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Umairah Nasir speaks with five global leaders on how employee engagement and rewards strategies have evolved to centre on a culture of trust, recognition, and purpose — with people firmly at the heart of it all.
As employee expectations continue to evolve rapidly, traditional rewards are no longer enough to keep people engaged. In today’s experience-driven world, employees want more than just a pay slip. They are looking for purpose, appreciation, and a workplace that supports both their personal and professional growth.
In response, HR teams are rethinking engagement from the ground up. The one-size-fits-all model is being replaced by tailored experiences, data-informed strategies, and cultures built on trust and care.
To explore what is truly making a difference, Umairah Nasir speaks with five HR leaders from across the globe. In this feature, they share their strategies, challenges, and what they believe the future of employee engagement looks like.
Case study #1: Proton
At Proton, a Malaysian automotive manufacturer, recognition is not a once-a-year formality. It is part of daily life. Over the past two years, Alicia Yip, Head of Organisational Development & Culture, has helped shape a culture where employees feel valued in real time.
One standout is the Cross Functional Team (CFT) Programme, which rewards collaboration across departments. Teams that improve processes or drive efficiency are recognised under the Happy Operating Entity (HOE) initiative. Employees are also celebrated through the Proton Employee Excellence Award, which includes categories such as 'Permata TARI' for employees who embody the company’s values (Teamwork, Achiever, Respect, and Integrity), 'Permata Gemilang' to acknowledge significant contributions made by departments/divisions, and a CEO’s Choice Award to recognise exceptional contributions.
Yip admits that the biggest challenge lies in ensuring consistent recognition across different divisions and departments. Her team tackled this by introducing clear guidelines. Further significant hurdles involved coordination and communication difficulties, conflicting divisions/departments priorities, and cultural differences. In addressing such issues and ensure success, she stresses:
Effective leadership, clear communication, and robust management practices are essential to address these challenges and ensure these programme’s success.
These efforts have paid off, we learn: The Employee Engagement Index sits at 78% % job satisfaction, commitment, and enthusiasm among employees, and the Culture Survey Index rose to 77% last year. Business results reflect this too. According to Yip, 2024, Proton captured 18.8% of Malaysia’s automotive market, boosted by strong exports and popular models such as the Proton Saga and X50.
Looking ahead, in 2025, the company plans to open Malaysia’s first dedicated EV plant. At the same time, the upcoming Meta Power Project will spark new ideas from staff and help translate employee creativity into company growth. "This project targets to transforms employee thoughts and actions into a driving force for the organisation’s development, enhancing our competitiveness in the market," Yip shares.
Case study #2: BevChain Logistics
At BevChain Logistics in Thailand, HR Director Noppadol (Kenny) Chaiwong believes good ideas start with listening. His team introduced an Employee Engagement Champion who gathers feedback directly from the ground. "Their voice is important for us to drive our corporate activities, and they propose to us the idea that it's more realistic and response to the team and individual needs," he tells us.
One big result of this was the introduction of flexible working hours at the head office, to match work schedules and lifestyles.
Although this idea is common in other industries, it was a bold move for the company, a provider of customised warehousing and reliable ground distribution services. Employees now manage their own time, as long as business needs are met. Strong performers are still rewarded based on outcomes, not attendance.
Talking about the experience implementing such strategies, Kenny highlights: "Every time we make any change, people always ask what the benefits are for them and how they can cope with the change.
We need to communicate the projects clearly to our stakeholders and employees by showing them the objectives, process, and results, including our expectations.
To that effect, given the many levels of employees in the organisation, communication is designed depending on the group and their needs. For example, operational workers are involved in "short and precise" dialogues to get their buy-in, with concerns being addressed early to build trust.
Since the programme's implementation, Kenny is happy to report three positive dimensions of change: employees report feeling more in control of their time and wellbeing (personal & work); team schedules are better aligned with customer needs (team), and the company has not faced any disruptions in service (business).
Overall, morale has stayed high, and attrition remains stable.
Noting plans that are in store for employees, Kenny talks about a new initiative that is in place to help employees hone their English skills. "By building a positive work environment for us, we understand the basic needs that everyone would like to develop, to improve their English skills as non-native speakers of the language. It's also important for their work and career growth." Thus, the introduction of 'English Day', wherein employees partake in half-day activities to practise their English language skills in a fun, relaxed environment. The goal is to boost confidence, not perfection. "We believe that Rome wasn’t built in a day, and that we can continue practising our English for more days," Kenny adds.
Case study #3: Primeline Products Philippines
Maggie Tan, Group CHRO, Primeline Products Philippines, believes recognition is most powerful when tied to personal growth and meaningful work. Over the last two years, her team has rolled out the Employee Experience Programme, a system that combines peer-to-peer appreciation, performance feedback, and tangible rewards. As part of the programme, employees nominate one another for contributions and earn points they can exchange for bonuses or other incentives.
The above aside, the company, a retailer of wide-ranging consumer brands, has implemented semi-annual internal pulse surveys as quick ways to assess employee sentiment and address feedback transparently. Departments then collaborate with HR to create tailored engagement action plans, ensuring accountability.
Finally, Primeline has expanded its career development by launching an internal mobility program and forming partnerships for micro-certifications with local universities and e-learning platforms, linking engagement to career growth.
Convincing employees and managers, particularly tenured managers who were used to traditional methods, to adopt these digital, peer-driven tools was not easy, Tan reflects. However, she sees change as part of the journey.
To manage costs, the company tested the initiatives at headquarters first. Once they saw a return on investment, they scaled the most effective parts. Despite working in a cost-conscious retail sector, the results speak volumes. Employee satisfaction has risen by 80%, and voluntary turnover among high performers is down by 25%. Tan affirms: "By aligning our people strategy with business goals, we've built a stronger, more resilient workforce.
These outcomes highlight the value of investing in comprehensive, data-driven HR programmes that focus on career growth, wellbeing, and recognition, beyond just compensation.
Keeping the results in mind, Primeline is looking to take things further next year, with plans to expand its hybrid work options and launch gamified reward systems based on employee feedback. A sustainability programme led by staff will also help connect CSR goals to daily engagement.
Expert insights from experienced leaders
All views shared by Arun Sukumar Kaimal are from his personal perspective based on experience, and not representative of Danaher Corporation.
For Arun Sukumar Kaimal, Senior Director of Human Resources, Danaher Corporation (Middle East, Africa and Turkey), the evolution of employee engagement is not just about new tools, but about a mindset shift in how organisations connect with their people.
One of the most defining changes he has observed in recent years is the move towards hyper-personalisation. Employees today expect rewards that reflect their personal choices and lifestyles. It is no longer enough to receive a standard gift or token. As the Dubai-based leader puts it, “Don’t give me that statue or the plaque and ask me to be happy.” Instead, employees want flexibility to use their rewards in ways that matter to them, be it for a holiday, a shopping experience, or even an investment.
At the same time, organisations are navigating a highly cost-sensitive environment. With companies being evaluated more frequently on short-term results, budgets are tighter, and the focus is on achieving more impact with fewer resources. Arun highlights how some firms are partnering with employee recognition platforms that have offerings such as curated discounts and subscriptions that stretch value without increasing spend.
Another shift he notes is the growing preference for public recognition. Employees are seeking visibility and validation, not just from within the organisation but from external platforms — for example, through LinkedIn posts. These forms of recognition carry weight, especially among younger employees, with Arun believing that social recognition now offers more emotional value than a quiet internal reward.
However, he also acknowledges that personalisation brings new challenges, particularly in organisations with a multigenerational workforce. Different age groups have different needs, and trying to cater to everyone can lead to inconsistency.
You can never make everybody happy every time, but you can make many people happy most times.
To navigate this, companies are increasingly using data and design thinking to co-create policies with employees, ensuring that engagement strategies remain relevant and inclusive.
Crucially, Arun emphasises the importance of change management. A reward policy will not succeed simply because it exists. It must be communicated, introduced with care, and supported through behavioural nudges. Drawing on examples from behavioural economics, he points out how small changes can lead to big results when implemented intentionally.
Looking ahead, he expects wellbeing, sustainability, and meaningful purpose to be central to the employee experience. And when asked what truly makes a workplace inspiring, his answer was simple: "It’s the people."
All views shared by Amanda Anderson are from her personal perspective based on experience, and not representative of L'OCCITANE Group.
Based in Sydney, Australia, Amanda Anderson is a Human Sustainability Strategist who works at the intersection of HR and wellbeing. For her, true engagement goes beyond surface-level perks. It’s about building cultures where people feel seen, heard, and supported in the everyday.
She has observed a clear shift in how companies approach wellbeing. Most are moving away from one-off initiatives towards more thoughtful, human-led practices. "The days of ticking the wellbeing box with just an EAP and a fruit basket (no shade, they are part of the mix!) are long gone," she says. Instead, she sees meaningful change happening in the day-to-day: through consistent support, honest conversations, and practical tools that meet real-life needs.
Anderson highlights initiatives such as 24/7 multilingual EAPs that extend to employees’ families, mental health literacy training for managers, and paid mental health days with no questions asked. She has also seen more personal touches, such as internal wellbeing newsletters or 'mental health zines’, immersive onboarding experiences, and interactive Lunch & Learn sessions that are "grounded, relevant, and useful".
The challenges, she says, lie in the nuance. Mental health means different things to different people, so a flexible, locally relevant approach is crucial. "Localising with purpose" and staying open to feedback are key parts of the process. Pulse surveys and feedback tools are not just nice to have but they are pivotal in helping organisations stay responsive.
When people feel safe, seen, and supported, they bring their full selves to work.
She has witnessed the impact firsthand: stronger trust in leadership, better collaboration, and a culture that becomes “a genuine asset — not just a set of values on a wall.”
As for what’s next, Anderson says it’s not about rushing to roll out the next big thing. "The work is in listening."
Fun picks: How these leaders would design their ideal workspace
Alicia: A mix of comfort and energy: open spaces with natural light, cosy corners, a massage chair, and even a cinematic TV for some light entertainment or inspiration. But the real magic, she says, is in culture. “It’s a place where creativity and collaboration ‘TARI’ (dance) together.”
Kenny: He favours practical flexibility where the atmosphere can bring the imagination to work and build productivity.
Maggie: One that inspires creativity while promoting balance and community. “One that promotes collaboration, well-being, and creativity, creating an environment where employees feel energised and supported.
Amanda: "A space where you don’t have to wear a mask to get your work done. Where being yourself isn’t just accepted — it’s encouraged."
Images / Provided
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