Making Employee Engagement a Boardroom Conversation: Strategic Insights from Senior Leaders

In many organisations, employee engagement and internal communication are still too often classed as helpful add-ons rather than essential elements of business success. The evidence, however, tells a different story: when engagement is approached with intent, it supports staff retention, productivity, new ideas, and organisational culture.

Recently, a small group of senior leaders from across manufacturing, transport, energy, logistics, the public sector, and professional services met to discuss their experiences and challenges. Brought together by Nick Crawford, Founder and CEO at Work Networks and Cathy Brown of Engage Employee, this group offered first-hand insight into why engagement needs to be a strategic focus and how to make real progress.

Below, we share the key insights from this peer discussion – acting as a practical guide for leadership teams aiming to put engagement firmly on their agenda.

Placing Engagement at the Heart

A shared frustration emerged early in the conversation: engagement continues to sit on the periphery of core business activity. It is often left to HR or communications, rarely taken up as a subject for regular board or executive discussion.

All of our leaders, regardless of their sector, provided powerful examples where placing engagement at the centre - rather than treating it as an adjunct - improved safety, customer experiences, ideas generation, and turnover rates. Their organisations began to see clear progress when engagement was discussed as a routine part of business, not a separate strand.

Cathy Brown put it plainly: “We can’t avoid the business realities – we are here to deliver results.” Engagement is not about being agreeable; it is a key consideration in meeting organisational aims and handling ongoing business challenges.

From Words to Measurable Results

If engagement is ever to be seen as truly strategic, it must be demonstrated with evidence and linked clearly to business outcomes. Boards want progress they can see and measure. Participants from sectors such as energy and public sectors explained how listening sessions, when linked to operational data, made the link between engagement and business performance impossible to ignore. In manufacturing, survey results were compared with safety records and helped frame new discussions about risk.

By shifting from anecdote to analysis, each leader found they could make a stronger case for investment and secure the attention of their executive teams.

Leadership Ownership: The Decisive Factor

A unanimous view came through: engagement only makes meaningful progress when it is owned at the top. Nick Crawford noted that the most successful organisations do not leave engagement solely in the hands of HR or communications – it is taken up by the board, leadership and people managers alike.

Some participants spoke about engagement being a standing item at leadership meetings, and several now expect their managers to reference engagement outcomes in performance reviews. This ensures employee experience does not fall by the wayside, and signals its relevance at every level.

Psychological safety stood out as a recurring concern. Across all represented industries, the group reflected that staff are less likely to raise issues or suggest improvements unless they feel they can do so without fear. For leaders, maintaining an environment where ideas and concerns are discussed directly can reveal crucial information often missed by headline statistics.

Middle Management: Barriers and Bridges

Middle managers featured prominently in the discussion. Some participants viewed this group as a pinch point – often too caught up in operational demands to pay attention to engagement. Others saw their potential when given the right tools and support. In areas such as manufacturing and the public sector, targeted support and peer discussion sessions for middle managers have resulted in better staff experiences and wider cultural shifts. Acknowledging their practical achievements, rather than focusing on broad initiatives, signals to all managers the importance of their contribution.

Moving Beyond Surveys

A strong consensus was voiced regarding the limitations of annual engagement surveys. These once-a-year data collections can fail to mark real change, leading to disappointment on the ground.

Instead, the group described shifting towards more frequent, focused feedback through shorter “pulse” surveys and open conversations. This approach allowed the organisations to respond quickly to issues and demonstrate that feedback is valued and, crucially, acted upon. The practice of closing the loop – showing what happens next – was agreed to be vital in maintaining credibility.

Technology: Choosing Tools Wisely

Experience across the group showed that an excess of digital platforms can be just as unhelpful as too little. The focus should be on accessible tools which help all staff, not just those in office roles, feel included in feedback, updates, and progress. Where technology helps make information transparent and keeps everyone up to date on actions taken, staff engagement increases alongside organisational trust.

Ensuring Engagement is Part of the Structure

The most significant changes were seen where engagement was woven into everyday processes. Several leaders had embedded engagement metrics into business and risk reviews, board reports, and planning discussions. This approach across all industries not only raised engagement’s profile but ensured actions followed, rather than engagement slipping from view after an annual survey.

Recommended Actions for Senior Leaders

Drawing on the group’s experience, the following actions are recommended:

1. Make engagement a standing part of board and executive meetings: Treat people experience as integral to business performance.
2. Use reliable data: Show how engagement activities relate directly to outcomes – like productivity and customer service.
3. Promote shared ownership: All leaders and managers should be responsible for acting on feedback.
4. Support middle management: Offer training, practical support, and acknowledgement of what works well.
5. Open regular channels for feedback: Supplement or replace large annual surveys with ongoing, honest dialogue.
6. Keep technology straightforward: Use systems that encourage transparency and participation from all parts of the workforce.
7. Integrate engagement into all planning: Make sure engagement is part of every business review and strategy conversation.

Conclusion

The challenge for senior leaders is to reposition employee engagement from peripheral interest to a central, business-critical topic. The experiences of our group show that this can be achieved with practical steps and deliberate leadership.

As Cathy Brown said, we must treat engagement as vital to results, not as something additional or optional. By setting clear expectations, measuring what matters, and making engagement core to decision-making, leaders can ensure it receives the priority it merits.

Next Steps

• For inspiration from one CEO who has made engagement a strategic priority, you can watch our recent webinar with Adam Sullivan, CEO of Baywater Healthcare.
• To sense-check your Digital Workplace platform options, Work Networks are offering a complimentary 60 minute session with independent consultants. Apply here.