Employee Engagement

Amy Steele

Director, Human Resources,
Southern Adventist University

At Southern Adventist University, employee engagement begins with clarity of purpose, helping people understand why their work matters, and how it supports the university’s mission. In a Christian, community-oriented environment, sustained engagement is built on consistency and trust. When employees feel heard, valued, and treated fairly, engagement becomes rooted in purpose rather than dependent on incentives. We invest in training and leadership development to encourage meaningful feedback, promote accountability, and demonstrate care. We intentionally create opportunities for collaboration and connection so employees feel a sense of belonging and respect and recognize the value of their contributions. Human resources plays a dual role, stewarding both people and process. By helping employees clearly understand expectations while also ensuring they feel heard, we aim to equip them to take ownership and pride in their work – strengthening a culture of shared purpose, service to others, and continued growth.

Marissa Camp

Director, Human Resources, Novonix Group

In a startup environment, I focus on strengthening engagement by ensuring every team member understands the unique value they bring to our fast-growing organization. I reinforce this through frequent, real-time recognition and by giving individuals opportunities to influence decisions, contribute ideas, and take ownership of meaningful work. We also prioritize connection through intentional engagement and culture-building events that help employees build relationships beyond their day-to-day responsibilities. Transparency is equally important, so we host monthly all-hands meetings where the CEO shares company updates openly and employees can ask any questions directly in person. This level of visibility helps everyone feel aligned, informed, and confident in our direction. Finally, I strive to build authentic relationships grounded in trust and respect. When people know they are appreciated, supported, and integral to the organization’s success, they are naturally more motivated to stay engaged and contribute meaningfully to our culture.

Chris LeSar, MD, FACS, RVT

Founder, Vascular Institute of Chattanooga

At the Vascular Institute of Chattanooga, engagement starts with purpose. Every team member – from front desk to surgeon – understands that our mission is to save limbs and restore lives, and that creates a powerful sense of meaning in their work. We invest heavily in education, career growth, and leadership development so people can see a future for themselves here, not just a job. We also foster a culture of transparency, collaboration, and recognition – celebrating wins, learning from challenges, and supporting one another through both. When people feel heard, valued, and connected to something bigger than themselves, they naturally become more engaged. Our goal is to build a place where people are proud to work and inspired to give their best every day.

Sandy Johnson

Director of Culture Enablement,
Shaw Industries

We encourage team members to become and stay engaged by fostering a culture where everyone feels valued and connected to our purpose. Engagement begins with belonging, so we create environments where associates feel included, supported, empowered, authentic, and accountable. We reinforce our culture by integrating inclusion into our systems and behaviors, ensuring it shows up in everyday experiences — not just initiatives. We champion associate-led resource groups that build community and offer opportunities for learning and development. These groups help associates build relationships, grow their skills, and contribute to something meaningful. Our leaders also model engagement by actively participating in and advocating for the efforts that shape our culture. Ultimately, we believe culture drives associate experience and, in turn, business outcomes. By intentionally nurturing transparency and connection, we help team members stay engaged and aligned with our organization’s mission and values.

Tonya McAllister

Director, Human Resources,
West Star Aviation

At West Star Aviation, we work hard to create a place where people are respected, trusted, and supported. When the environment is positive and communication is open, engagement follows naturally. We believe engagement starts with clear expectations and leaders who are transparent about where we are going and why. When people understand how their work connects to the bigger picture, it reinforces just how important their role is to our success. We focus on honest, two-way communication and regular feedback because recognition and acknowledgement matter. We also invest in professional development and mentoring so our team members can grow their careers here, not just do a job. Taking the time to recognize individual contributions and celebrate wins, big and small, helps reinforce accountability, pride, and commitment. At the end of the day, our people are what make West Star strong, and staying focused on their growth and success is essential to who we are. 

Kimberly Bowen

SVP, Global Talent and Inclusion, Unum Group

We encourage engagement by grounding our culture in how we show up for one another and for the people we serve. At Unum Group, our values provide the bridge between what we do and why we do it, helping employees understand what matters most and how their work makes a difference every day. Teams are encouraged to explore possibilities, stay curious, and continuously improve, while owning outcomes and taking accountability for meaningful progress. Just as important, we lead with a caring spirit by recognizing the human in every interaction and supporting one another with empathy and integrity. When people feel trusted, supported, and connected to purpose, engagement follows naturally over time.

Becky Hansard

Head of School, Silverdale Baptist Academy

I have monthly meetings with our entire organization that include everyone from teachers and maintenance personnel to medical staff, support staff, and administration and head of school office staff. All are equally important to me and to our organization and I believe they feel that. We all receive the same bonus each year. I recently asked them all to submit to me their answer to this question: If SBA loses_____, we lose everything. I am analyzing their answers because their engagement in this question tells me and tells “us” all we need to know about the temperature of the culture of SBA. I believe culture at Silverdale must be the place one calls their own and can find a peace that comes only from God. The place where one finds their rest and where they are nourished and refreshed so that they can then pour back into our students from a place of their own peace.

David Anderson Jr.

President, Colonial Chemical, Inc.

Company culture, if left to chance, becomes a function of the strongest personalities within an organization. While this situation may not always be negative, culture does not permeate the organization in a uniform and sustainable manner. Therefore, culture must be cultivated, communicated, and emphasized clearly across the organization. At Colonial Chemical, we drill on the eight fundamentals of CHEMICAL culture:

1) Customer Focus
2) Health & Safety
3) Employee Development
4) Morality
5) Innovation
6) Community
7) Accountability
8) Long-Term Partnership

We begin each month with a fundamental, clearly broadcast it to the organization, and add weekly testimonials from our team members, ultimately reflecting on how the fundamental applies to their role, their team, or their department. We also seek nominations from the company on which team members are displaying the fundamental most enthusiastically in their daily duties and interactions.

Matt Hopkins

Director, Human Resources, TVFCU

Engagement begins with a strong connection to our mission. We are intentional about attracting individuals who are motivated by helping others, which aligns with the credit union philosophy of “people helping people.” When employees understand how their work contributes to that purpose early on, engagement develops more naturally. We reinforce this connection by ensuring our culture is consistently demonstrated across the organization. This includes recognizing employees who go above and beyond, celebrating meaningful moments for our members, gathering feedback through our annual engagement survey, and encouraging community involvement through volunteer opportunities. Sustained engagement also requires opportunity and support. We focus on developing talent from within through leadership development programs and a formal mentorship program, while supporting continued education through tuition reimbursement and student loan repayment assistance. Along with competitive benefits, these efforts help foster an environment where employees feel supported in their growth, connected to the mission, and proud of the work they do every day.

Chelsea Quarles

HR Business Partner, Tennessee American Water

At Tennessee American Water, engagement starts with showing employees that their work – and their growth – truly matters. Our team members deliver clean, safe, and reliable water to the communities they call home, and we want each person to feel proud of the role they play in that mission. American Water’s culture is grounded in safety and care for one another, built on trust, dignity, and respect. That sense of support helps employees feel valued and connected. Grant Evitts, president of Tennessee American Water, often shares that his own career began more than 35 years ago in an entry level production role. Through hard work and the support of American Water, he advanced into leadership positions across multiple states before becoming president in Chattanooga. His journey reflects what we strive to offer every employee: opportunity, encouragement, and a workplace where people can grow, belong, and build a lasting career.

Ralph Romero

Chief People Officer, Southern Champion Tray

Culture and engagement are shaped by daily choices – how people show up, the effort they bring, and the connection they feel to the mission and vision. For leaders, culture must be more than words on a website or a banner on a wall; it has to be lived and modeled over time. A long-term view matters. This is not about hitting a 90-day target, but about sustaining performance across the horizon. We reinforce culture by clearly defining and rewarding behaviors that reflect our values and by creating intentional moments where those values come to life: onsite service projects, retirement celebrations, and years-of-service milestones. When you have the privilege of celebrating 30 to 45 years of service, it signals a culture that balances stability with ambition. When leaders truly believe in the inherent value of every person, engagement becomes enduring, driven by purpose, belonging, and trust rather than compensation alone.