Engagement is 70% manager-driven: A CHRO on what really sustains workforce trust

Employee engagement in service-driven organisations is shaped less by programmes and more by people—particularly managers.

At BLS International, nearly 70% of engagement variance is driven by frontline managers, according to Chief Human Resources Officer Ajit Dias. The finding underscores a broader shift in how organisations are approaching workforce trust, moving away from isolated initiatives towards consistent, day-to-day leadership practices.

“Sustained engagement in service organisations is driven by trust, transparency, and clarity of purpose,” Dias said, adding that employees remain committed when they understand organisational direction and see how their work contributes to larger goals.

Building “one organisation” across borders

For globally dispersed organisations, translating culture into everyday experience remains a structural challenge.

Dias pointed to a combination of shared values, standardised people practices and consistent leadership communication as the foundation for building alignment across geographies. Employees are onboarded into a common framework centred on service excellence, integrity and accountability, supported by global training modules and cross-border town halls.

Performance and recognition systems, he noted, are designed to reinforce collaboration across markets.

“This balance of global consistency and local empowerment ensures that employees feel part of a single organisation while remaining responsive to regional realities,” he said.

Programmes such as iCoach are being used to build leadership capability and strengthen cross-regional synergy, reflecting a growing emphasis on internal talent pipelines.

Inclusion: from programme to habit

While inclusion remains a widely discussed priority, Dias argued that its effectiveness depends on how deeply it is embedded into organisational systems.

“Inclusive leadership becomes meaningful only when it is embedded into everyday systems and leadership behaviours,” he said.

Structured talent processes that reduce bias, equitable access to opportunities and visible representation across levels are critical, alongside leadership behaviours such as active listening and accountability. Over time, inclusion must evolve beyond formal programmes into a consistent leadership habit.

Frontline roles shift in the AI era

The most visible transformation is unfolding at the frontline.

As AI and automation reshape service environments, roles are moving away from transactional tasks towards judgment-driven, experience-focused responsibilities. Employees are increasingly required to interpret information, manage complex interactions and work alongside digital systems.

“This evolution makes digital fluency, adaptability, and problem-solving essential capabilities,” Dias said, adding that emotional intelligence remains equally critical in technology-enabled environments.

At BLS International, this shift is already altering the nature of work. Frontline employees are expected to spend less time on clerical processing and more on complex cases requiring decision-making and policy interpretation. In effect, roles are evolving towards quality control—validating AI outputs rather than executing routine tasks.

To support this transition, the company has introduced structured assessments to identify the top 20% of talent and prepare them for future roles, particularly within operations.

Linking skills to careers, not just courses

Workforce transformation, Dias argued, must go beyond technology adoption to connect learning with career outcomes.

“Workforce transformation succeeds when it serves both organisational agility and individual career progression,” he said.

Upskilling initiatives are aligned with business priorities and mapped to career pathways, with learning delivered through a mix of formal programmes and digital platforms. Crucially, outcomes are tied to tangible career opportunities, ensuring that skill development translates into mobility and growth.

The company has also deployed an AI-powered hiring system across more than 70 countries, embedding automation into recruitment workflows to improve speed and scale while maintaining candidate engagement.

Mobility remains central to the strategy, with systems designed to identify and develop high-potential employees across regions.

Leadership: global standards, local nuance

Developing leaders across geographies requires balancing consistency with context.

Dias said organisations must define universal leadership competencies—such as strategic thinking and ethical governance—while adapting development approaches to regional realities. Global talent reviews and cross-regional exposure help build leaders capable of operating across diverse environments.

At BLS International, structured development centres and Individual Development Plans are used to strengthen leadership pipelines, supported by ongoing assessment and targeted capability building.

Trust, clarity and the manager effect

The link between engagement and management capability is particularly pronounced in high-volume service environments.

Dias highlighted that regular communication, visible leadership presence and transparent decision-making are critical in sustaining engagement where operational uncertainty can be high. Clear career pathways—from associate roles to centre leadership—have also improved retention and motivation.

Recognition systems, wellbeing initiatives and inclusive practices further reinforce trust, but their effectiveness ultimately depends on consistent execution at the managerial level.

The road ahead: balancing ambition and constraints

Looking ahead, Dias said successful people strategies will depend on the ability to combine human-centric leadership with rapid digital adaptation.

Continuous learning, inclusive systems and resilience-focused wellbeing frameworks will become central. However, leaders must remain realistic about constraints, including the pace of technological change, regulatory complexity and the challenge of maintaining cultural cohesion across markets.

“Organisations that balance ambition with disciplined execution… will be best positioned to drive sustainable growth,” he said.

For companies navigating global service environments, the message is clear: technology may reshape work, but trust—largely built by managers—remains the decisive factor in sustaining engagement.

Talent Management