Insights From: Matt Phelan Co-Founder of the Happiness Index and Laura Silcock, People Potential & Talent Lead at Magenta Living
If you’ve ever rolled your eyes at the idea of launching yet another employee engagement survey, this one’s for you. On the Organisational Culture stage at this year’s Employee Engagement Summit, two dynamic voices in the field flipped the script on survey scepticism. The session, aptly titled “Not Another Bloody Survey!”, featured Matt Phelan, Co-founder of The Happiness Index, alongside Laura Silcock, People Potential and Talent Lead at Magenta Living. What followed was an honest, inspiring conversation about the art – and science – of turning feedback fatigue into a force for genuine culture change.
Laura opened the discussion by tackling the universal problem of employee cynicism. At Magenta Living, a not-for-profit housing provider, staff engagement had been losing steam as employees questioned whether their input truly mattered. Determined to shift that mindset, Laura and her team rebranded their survey process as part of a broader cultural movement rather than a data-collection exercise. The result? An astounding 90% response rate – achieved through creativity, trust, and the occasional bacon butty.
Food vans, informal gatherings, and good conversation became unlikely heroes of engagement. By turning feedback sessions into social events rooted in community, Magenta created the space for open, authentic dialogue. As Laura explained, these moments allowed employees to drop their guard, share real experiences, and see first-hand that their voices were shaping the organisation they love.
Matt brought another layer to the conversation, reminding the audience that even as a provider of survey tools, The Happiness Index doesn’t see surveys as the endgame – it’s the “post-survey life” that truly counts. What organisations do after gathering feedback determines whether trust is built or broken. By embedding action-planning tools from The Happiness Index into leadership development, Magenta ensured that listening translated into meaningful, measurable change.
Accountability came through coaching leaders to treat feedback not as criticism but as a gift. Every team meeting included dedicated time for follow-up updates, action tracking, and progress stories. Laura’s approach dismantled hierarchy and replaced it with shared responsibility. Leaders weren’t just ticking boxes; they were modelling transparency and inclusion – showing their teams that action happens when everyone leans in.
The conversation also turned to generational engagement, particularly how Gen Z employees are reshaping communication norms. Laura shared heart-warming examples of intergenerational learning – where technicians, office staff, and new recruits connected over meals to discuss ideas. These community-driven discussions blurred boundaries between roles and age groups, proving that belonging starts with shared understanding.
For organisations struggling to reach dispersed or non-desk-based teams, Magenta’s “Team Talks” offered a practical blueprint. These sessions combined storytelling, education, and clear evidence of progress from previous surveys – closing the loop and reinforcing confidence that feedback drives real outcomes.
Matt and Laura wrapped up by returning to the core question every leader should ask before sending out another form: why? A clear sense of purpose transforms participation from compliance into collaboration. By keeping “why” at the heart of every engagement initiative, organisations can move from frustration to fulfilment – and from “not another bloody survey” to a thriving culture built on trust and action.
To hear Matt and Laura dive even deeper into their journey, and for more candid insights on creating people-first culture, listen to the full podcast from the Employee Engagement Summit. It’s a conversation that might just change the way you think about surveys forever.
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