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Through its Let’s GET Together programme, Delta Electronics is giving employees a stronger voice in shaping workplace activities, building connections, and influencing the employee experience.
Employee engagement is often associated with company-organised activities and events. However, creating a meaningful employee experience takes more than a full calendar of initiatives. It also requires employees to feel heard, connected, and empowered to shape the workplace around them.
At Delta Electronics Int’l (Singapore), this thinking led to the introduction of its Let’s GET Together (Grow, Envision, Thrive) programme. Built around a bottom-up approach, the initiative encourages employees to initiate, lead, and organise activities based on their interests, while an employee volunteer Engagement Committee brings colleagues from different departments together to shape companywide events. HR supports these efforts by providing the resources and guidance needed to turn ideas into action.
Following its recognition as a finalist for 'Excellence in Employee Engagement' at the HR Excellence Awards 2026 – Singapore, the HR team at Delta Electronics Int’l (Singapore) shares how the Together programme is giving employees a greater role in shaping workplace engagement, building connections across departments, and creating a culture where listening and ownership go beyond HR-led activities.
Q What was the lightbulb moment behind your HR initiatives?
Our lightbulb moment came when we realised that employee engagement should not simply be about HR organising more activities. For engagement to feel authentic, our colleagues needed to have a voice and an active role in shaping the workplace experience.
This inspired our Let’s GET Together (Grow, Envision, Thrive) programme, built around a bottom-up approach where employees are encouraged and empowered to initiate, lead, and organise activities based on their own interests and passions. Rather than HR deciding what engagement should look like, our role evolved into creating the platform, resources, and support for ideas to come from our people.
Alongside employee-led initiatives, we created more opportunities for open dialogue with leadership, wellbeing, development and community involvement. The shift was simple but powerful: from HR creating engagement for employees, to creating an environment where employees can drive engagement with us.
Q Innovation rarely comes without obstacles. What was the biggest challenge your team faced along the way and how did you overcome it?
One of our biggest challenges was shifting the perception that employee engagement was something driven solely by HR. While colleagues were happy to participate, encouraging them to step forward, contribute ideas and take ownership required a different approach.
To overcome this, we formed an Engagement Committee made up of employee volunteers from across our different departments, giving colleagues a direct role in planning and shaping our companywide events. This brought diverse perspectives into the planning process and helped ensure our initiatives reflected what employees genuinely wanted, rather than what HR assumed they wanted.
Beyond the committee, we continued encouraging colleagues to initiate and lead activities based on their own interests, with HR providing the resources, guidance and support to bring their ideas to life.
This helped us gradually shift from participation to ownership, making engagement a shared responsibility and something our people could actively shape together.
Q How has this initiative influenced your people and organisation – and what conversation do you hope it sparks across the HR community?
GET has helped us look beyond participation rates and ask a more important question: are our initiatives creating stronger connections between people, teams and the organisation?
By bringing colleagues from different departments together through our Engagement Committee, interest groups, leadership conversations, wellbeing activities and community initiatives, engagement has become a platform for employees to connect beyond their day-to-day roles. It has also given us more ways to listen to what matters to our people and continuously refine the employee experience.
The conversation we hope to spark across the HR community is about depth over volume. A full calendar does not necessarily equal an engaged workforce. We believe HR should look beyond how many programmes are delivered and consider whether they are creating meaningful relationships, strengthening trust and giving employees reasons to feel connected to the organisation and one another.
Q What’s next – how are you planning to build on your progress and keep the momentum going?
Our next chapter is about going deeper, not simply doing more. Rather than continuously adding activities, we want to strengthen the employee voice behind our programmes and ensure our efforts evolve with what our people genuinely need.
This means building stronger listening loops through our employee engagement survey, roundtable discussions, feedback channels, and more informal conversations such as Coffee Chats with management. Importantly, listening must translate into visible action, so employees can see how their feedback influences what comes next.
We also want to deepen employee ownership by enabling more colleague-led interest groups, wellbeing activities, community initiatives and cross-functional experiences, while continuing to empower our volunteer Engagement Committee to shape companywide programmes.
Ultimately, sustaining momentum is not about maintaining a packed calendar. It is about creating a culture where listening, participation and ownership become part of how we work, and where engagement continues to grow beyond HR.
Q As the HR landscape continues to evolve, what do you believe will be the next big opportunity for HR leaders, and how is your organisation preparing for it?
The next big opportunity for HR is to move beyond managing the workforce to actively shaping how the organisation adapts and grows.
As AI transforms the way work is done, the real question is not simply how quickly organisations adopt new technology, but whether their people have the skills, confidence, and environment to evolve alongside it.
Current research similarly points to a shift from short-term headcount planning towards longer-term capability planning and human-AI collaboration.
For us, this means looking at transformation through both a capability and culture lens. We are creating more opportunities for employees to learn, experiment and apply new skills, while strengthening platforms for employees to contribute ideas, connect across functions and take greater ownership of the workplace experience. The aim is not to have HR prescribe every solution, but to create the conditions for employees and leaders to shape solutions together.
Ultimately, we see HR’s future role as an architect of organisational capability: understanding what the business will need next, translating that into the skills and behaviours our people need, and building a culture where people are able and willing to adapt. Technology will continue to change, but the organisations that succeed will be those that can continuously bring their people along with that change.
Read more interviews on why organisations have been recognised for their HR practices - head over to our Winning Secrets section!
Lead image / Provided
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