“The companies thriving through change are the ones checking in regularly with their people, understanding what support they need and then following through with action.”
Context
Simon Daly, strategy director at experience management platform Qualtrics, made the comment in response to research showing that rapid workplace change can actually improve engagement when it is paired with continuous listening and support.
The remark comes against a backdrop of debate about whether ongoing transformation in hybrid working patterns, organisational restructuring and technology adoption is weakening or strengthening employee engagement. The research suggestesthat companies that communicate frequently and act on what they hear are seeing improvements in how staff feel about their work and the changes around them.
Meaning
Daly’s statement acknowledged that workplace change — often portrayed as a drain on energy and morale — can have positive effects when handled with intention. By highlighting the importance of regular check-ins with staff, he reinforces the idea that listening must be sustained rather than episodic. It reflects a broader evolution in people strategy where qualitative understanding of employee experience is valued alongside quantitative data.
The line suggests that simply hearing from employees is not enough by itself. The emphasis on “following through with action” implies that staff need to see tangible responses to their feedback if engagement gains are to be realised. In other words, engagement hinges on a cycle of listening, acting and communicating rather than on point-in-time measurements alone.
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The quote also points to the role of support in periods of ongoing transformation. As organisations navigate changes in structure, strategy and technology, Daly’s words suggest that HR and line managers play a central part in shaping how these transitions are experienced by employees.
Implications
Workplaces may also need to evaluate how well they close the loop after feedback is collected. Establishing clear expectations about how input will be used and then demonstrating progress can strengthen trust and engagement, experts say.
The statement further implies that engagement should not be treated as a static survey score to be reported quarterly or annually. Instead, it suggests that embedding engagement as an ongoing dialogue between leadership, HR and employees may be key to sustaining morale and performance through periods of change.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
