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By turning employee feedback into action, Delta Electronics Singapore launched targeted engagement initiatives — from coffee talks to peer-led events — that boosted satisfaction, strengthened trust, and halved voluntary attrition in just three years.
Delta Electronics Singapore nurtures a people-first culture built around understanding and supporting its employees. Its retention strategy was sparked by feedback from internal engagement surveys and exit interviews, which highlighted gaps in communication, career visibility, and work-life balance.
With strong leadership support and cross-functional collaboration, early pilot initiatives such as quarterly coffee talks, new hire catchups, and one-on-one manager check-ins received overwhelmingly positive feedback and high participation, signalling that the organisation was on the right path.
“We also leaned into feedback loops, using monthly department meetings and quarterly coffee talks to gather input and adjust our programs in real time,” the team shared.
At the centre of the team’s approach is the Employee Engagement Committee, a cross-functional team of staff volunteers who design and lead company-wide events such as Family Day, team building sessions, as well as dinner and dance. This flexible approach allowed Delta Electronics to engage diverse employee groups, ensuring participation and inclusion across roles, schedules, and preferences.
Delta’s commitment to its people was recognised at the HR Excellence Awards 2025, Singapore, where the team won a bronze award for ‘Excellence in Retention Strategy’.
Speaking to HRO following the awards, the Delta Electronics Singapore team says putting people first drives lower attrition, higher satisfaction, and a more empowered workforce. Listening deeply and acting intentionally turns employee insights into collective excellence, it adds.
Read the interview below.
Q Tell us about your inspiring HR initiative – what sparked the idea, and how did you know it was the right path to take?
Our retention strategy was born out of a clear need: to address rising voluntary attrition and evolving employee expectations post-pandemic. We saw an opportunity to reimagine the employee experience by focusing on inclusion, recognition, wellness, and growth. The idea was sparked by feedback from our internal engagement surveys and exit interviews, which highlighted gaps in communication, career visibility, and work-life balance.
With strong leadership support and cross-functional collaboration, we knew we were on the right path when early pilots, like our quarterly coffee talks and new hire catchups received overwhelmingly positive feedback and participation.
Q Every journey has its ups and downs – can you share a challenge your team faced and how you worked through it together?
One of our biggest challenges was ensuring consistent engagement across diverse employee groups. With varying roles, schedules, and preferences, it was difficult to design one-size-fits-all initiatives. We overcame this by adopting a modular approach offering flexible formats like interest groups, wellness weeks, and 1:1 manager check-in sessions.
We also learnt into feedback loops, using monthly department meetings and quarterly coffee talks to gather input and adjust our programmes in real time. This adaptability helped us stay inclusive and responsive.
We also launched the Employee Engagement Committee — a cross-functional team of staff volunteers who took charge of planning and driving company-wide events like D&D, team building, and Family Day. This gave employees ownership and brought fresh energy to our initiatives. With the committee at the forefront, teams became more motivated to participate, and the events started feeling more inclusive and authentic.
We also adapted formats based on feedback, making sessions more casual and peer led. This helped to build trust, boost morale, and remind us that retention is a shared responsibility.
Q What impact has this initiative had on your organisation so far, and what do you hope it inspires in the wider HR community?
The impact has been tangible and transformative. Our voluntary attrition rate dropped from 15% to 7% over three years, and employee satisfaction scores improved across key dimensions such as recognition, communication, and career development.
More importantly, we have seen a cultural shift — teams are more connected, managers are more engaged, and employees more empowered.
We hope this inspires the HR community to view retention not just as a metric, but as a reflection of how deeply people feel valued and supported in their workplace.
Q Looking back, is there a moment, person, or value that kept you and your team motivated throughout the journey?
The guiding value throughout our journey was ‘people first’. Whether it was a heartfelt testimonial from a long-serving employee or a manager sharing how 1:1 sessions helped rebuild trust, these moments reminded us why we do what we do. Our leaders, PS Tang, General Manager and Jimmy Wan, Country Manager played a pivotal role in championing our efforts, offering both strategic direction and personal encouragement. Their belief in the power of culture kept us grounded and motivated.
Q If you could offer one golden nugget of wisdom to HR professionals aiming for excellence, what would it be?
Listen deeply, act intentionally. The most impactful HR strategies come from understanding what truly matters to your people — not just through data, but through conversations, empathy, and shared experiences. When you build with your people, not just for them, excellence becomes a collective achievement.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Photo: Provided
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