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"I’ve had employees tell me directly that they stayed not because of the company brand, but because their manager made them feel heard and supported during difficult moments. That tells you everything about where engagement really lives," Loo Keat Choon (KC), Head of Human Resources, reflects.
As OCBC Malaysia navigates an evolving world of work, the team recognises that the moments that shape an employee’s experience rarely stem from policies alone. They unfold through everyday interactions — with managers who listen, leaders who act on feedback, and teams that make people feel valued, trusted, and supported.
Guided by its people-first culture, the bank prioritises meaningful career development, inclusive leadership, holistic wellbeing and creating space for every employee’s voice to be heard. Rather than developing initiatives in isolation, the team focuses on continuous feedback and works closely with its people to evolve experiences around their needs.
Turning those insights into change calls for commitment across the organisation. Through divisional action plans, regular check-ins and transparent progress updates, leaders are empowered — and held accountable — to build trust, strengthen belonging and create the conditions for their teams to thrive.
This approach earned OCBC Malaysia the following accolades at the Employee Experience Awards 2026, Malaysia:
- Gold for 'Best Employee Feedback and Listening Strategy'
- Silver for 'Best In-House Certification Programme'
- Bronze for 'Best Soft Skills Training Programme'
- Bronze for 'Best Talent Mobility Programme'
- Bronze for 'Best Remote Learning Initiative'
In this edition of Winning Secrets, Loo Keat Choon (KC), Head of Human Resources, OCBC Malaysia, shares how the organisation brings its people-first philosophy to life — and why managers who listen, support, and lead with purpose can make the greatest difference to employee engagement.
Q How does your team define "employee experience" and what aspects do you prioritise the most?
At OCBC, employee experience begins with one simple belief: people come first. To us, this means creating an environment where every employee feels valued, trusted and empowered to do their best work — not just at key milestones, but in every interaction throughout their career.
This means investing in meaningful career development, cultivating inclusive leadership, supporting holistic wellbeing, and fostering a culture where every voice matters. Rather than designing initiatives for employees, we co-create experiences with them by continuously listening, gathering feedback and adapting to evolving needs. When people know they matter, they are more engaged, more innovative and more committed to delivering exceptional experiences for our customers. Ultimately, we believe that great employee experience is not something we offer; it is something we intentionally create every day through our people-first culture.
"When people feel seen, heard and empowered, they don't just stay — they grow, innovate and inspire others. That's the kind of employee experience we strive to create at OCBC."
Q Can you walk us through your most high-impact EX initiative that led to your success at the awards this year? What business need did it solve, and how was success measured?
Our most high-impact employee experience initiative this year is our Employee Feedback and Listening Strategy, which has been instrumental in strengthening trust, engagement and organisational alignment across OCBC. To foster a genuine speak-up culture, we engage our people through two structured feedback touchpoints each year, creating regular opportunities for employees to share their experiences, ideas and concerns. These insights provide us with a real-time understanding of what matters most to our people and enable us to continuously improve the employee experience.
What truly sets our approach apart is how we act on what we hear. Feedback is translated into actionable plans at both divisional and bank-wide levels, with leaders accountable for driving and tracking progress within their teams. We reinforce this accountability through dedicated town halls, where we transparently share what has been implemented, the progress made, and the areas we continue to improve.
"Listening starts the conversation, but action builds credibility. When employees see their feedback driving meaningful change, that's when trust and engagement truly grow."
Q How do you balance personalised employee needs with scalable Employee Experience programmes?
At OCBC, we recognise that some aspects of employee experience, particularly learning and career development, are deeply personal. While every employee has unique aspirations, delivering highly customised experiences at scale can be challenging. That's where technology, particularly AI, plays a critical role in helping us bridge personalisation with scalability. We leverage AI-powered learning platforms called Career Hub to personalise recommendations based on employees' roles, skills, interests and career aspirations, making it easier for them to discover relevant learning opportunities and career pathways at scale.
Technology, however, is only part of the equation. While Career Hub helps match employees with the right learning resources, our HR team and leaders bring those insights to life through meaningful career conversations such as our MentorMe programme and structured skill-development programmes.
By combining intelligent technology with a strong people-first approach, we are able to scale meaningful development opportunities across the organisation without compromising on individual relevance.
Q What are some underappreciated drivers of employee engagement that you think deserve more attention?
One of the most underappreciated drivers of employee engagement is leadership accountability. While organisations often invest heavily in engagement initiatives, it is employees' everyday experiences with their managers that ultimately shape how engaged they feel. A survey alone does not build engagement — what makes the difference is whether leaders listen, respond and create an environment where people feel valued and supported.
At OCBC, we believe engagement is a shared responsibility, not solely an HR agenda. This is why we empower and hold our leaders accountable for turning employee feedback into meaningful action through divisional action plans, regular check-ins and transparent progress updates. When leaders consistently demonstrate that employee voices influence decisions, they build trust, strengthen belonging and create teams where people are motivated to contribute and perform at their best.
"I’ve had employees tell me directly that they stayed not because of the company brand, but because their manager made them feel heard and supported during difficult moments. That tells you everything about where engagement really lives."
Q Finally, what is the most important message that you'd like to share with your team as you plan ahead?
As we look ahead, my message to the team is one of deep appreciation and confidence in what we continue to build together. Thank you for the energy, professionalism and conviction you bring to shaping our people agenda every day. I strongly believe that HR is a driving force in enabling business success through our people. Let’s continue to challenge the status quo, raise the bar on how we design employee experiences, and stay unwavering in our commitment to putting people at the centre of everything we do.
Yes, what we do in HR is often behind the scenes, but it shapes every employee’s experience. That responsibility is what makes our work meaningful — and worth doing well.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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