share on
An office relocation could have disrupted culture and engagement. Instead, the organisation used the opportunity to strengthen connection, collaboration, and employee ownership. We learn more in this interview with Jinjutha Chavengsub, HR Director, EY Thailand.
When organisations undergo major change, maintaining employee engagement can be as challenging as delivering the transformation itself. For EY Thailand, relocating to a new office after more than three decades became more than a workplace project – it was an opportunity to rethink how people connect, collaborate, and experience work every day.
Instead of relying on one-off engagement initiatives, the team chose to focus on embedding belonging and employee voice throughout the change journey, Jinjutha Chavengsub, HR Director, EY Thailand, tells us. By involving leaders, managers, and employees from the outset, the organisation turned a complex transition into a shared experience that strengthened its culture.
The team's efforts led to a silver win for 'Most Innovative and Sustainable Office Design' at the Employee Experience Awards 2026, Thailand, among other achievements:
- Gold for 'Best Employee Engagement Initiative' and 'Best Onboarding Experience'.
- Silver for 'Best Work-life Harmony Strategy', 'Best Recruitment Marketing Campaign', and 'Best Talent Sourcing and Attraction Strategy'.
- Bronze for 'Best Graduate Training Programme', 'Best Learning Culture Journey', and 'Best Campus Recruitment Strategy'.
Post the awards, HRO speaks to Jinjutha to learn how she and her team brought their vision to life, the lessons they took away, and why they believe the future of employee experience lies in making belonging part of everyday work.
Q Tell us about the biggest insight or lesson that influenced your EX approach this past year.
One of the most important insights we gained this year is that employee engagement must be deeply connected to employees' everyday experiences. In a professional services environment, where teams often navigate intense workloads and peak business periods, traditional engagement activities alone are not enough to create a lasting impact.
As EY Thailand underwent one of the most significant transformations in its history, the relocation to a new office after more than 30 years, we recognised that fostering a strong sense of community, belonging, and connection was critical to supporting our people through change. Rather than focusing on standalone programmes, we shifted our approach towards creating meaningful touchpoints that strengthened relationships, encouraged collaboration, and reinforced our culture.
We found that when people feel genuinely connected to one another and to the organisation, engagement becomes more resilient, even during the most demanding periods.
Q How did you bring leaders, managers, and employees together to support the execution and success of the initiative?
For many years, EY Thailand's people were spread across 13 separate office floors. While this supported our growth, it also presented challenges in building the level of connection and collaboration we aspired to achieve. Our office relocation presented a unique opportunity not only to redesign our workplace, but also to reimagine how our people interact, work together, and build a sense of belonging.
To drive successful adoption, we established a network of cross-functional working teams and Change Champions representing different service lines and levels of the organisation. Leaders played a visible role in setting the vision and reinforcing the importance of the transformation, while managers helped translate strategic objectives into everyday team experiences.
Equally important, employees were actively involved throughout the journey through feedback sessions, surveys, and ongoing dialogue.
This inclusive approach created a strong sense of shared ownership, ensuring the relocation was viewed not as a board committee initiative, but as an organisation-wide transformation shaped by and for our people. As a result, we strengthened engagement, encouraged collaboration, and fostered greater commitment to making the new workplace a success.
Q What challenge behind the scenes tested your team the most, and what did it teach you about building stronger employee experience programmes?
The greatest challenge was delivering a major organisation-wide transformation within a compressed timeline while ensuring business continuity and maintaining a positive employee experience throughout the transition. Beyond the logistical complexity, we recognised that change could create uncertainty, making it critical to keep people informed, engaged, and supported at every stage.
What ultimately made the difference was the strong culture of collaboration and trust that existed across the organisation. Teams came together beyond their day-to-day responsibilities, leaders remained accessible and visible, and employees actively supported one another through the change journey.
The experience reinforced a valuable lesson: meaningful employee experience programmes are built on strong relationships, not just well-designed processes.
When people feel connected, trusted, and included, they become more resilient, adaptable, and willing to contribute to the success of organisational change.
Q As you reflect on the journey, what this recognition at the Employee Experience Awards 2026 mean to you and your team?
This recognition is incredibly meaningful because it represents far more than the success of a single initiative. It reflects the collective effort, commitment, and resilience of our people throughout a significant period of transformation. Behind every milestone were countless contributions from leaders, teams, and employees who embraced change, shared their perspectives, and worked together to create a positive experience for one another.
For our team, this recognition reinforces the belief that employee experience is most impactful when it is built with people, not simply for people. It validates our approach of placing connection, belonging, and employee voice at the centre of organisational change. Most importantly, it inspires us to continue listening, innovating, and investing in experiences that help our people thrive, collaborate, and achieve their full potential as we shape the future of EY Thailand together.
Q Finally, as employee expectations continue to evolve, what is one area of EX you believe HR teams will need to rethink in the year ahead?
As employee expectations continue to evolve, we believe organisations will need to rethink how they create meaningful human connections in an increasingly digital and fast-paced workplace. While technology has transformed the way we work and collaborate, it cannot replace the sense of belonging, trust, and purpose that people seek from their workplace.
The challenge for HR is no longer simply about delivering information or engagement initiatives; it is about creating environments where employees feel heard, valued, and genuinely connected to their teams, leaders, and organisational purpose. This requires more intentional collaboration, more accessible channels for employee voice, and more opportunities for meaningful interactions as part of everyday work.
Looking ahead, we believe the most successful organisations will be those that make belonging a daily experience rather than an occasional initiative, while ensuring technology enhances, not replaces, the human experience at work.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Image / Provided
share on
