'Once they realised there was no retribution, it opened up a much more genuine approach'
With talent acquisition a thorn in the side of many HR leaders, a strong employee value proposition (EVP) is no longer nice to have – but rather, a strategic imperative. For larger organisations, translating EVP from principle to practice often proves challenging.
But as the experience of Infoblox’s Australian team shows, the most effective EVP strategies are grounded in inclusion, authenticity, and everyday leadership behaviours – not slogans.
According to managing director for Australia and New Zealand, Scott Morris, the company’s approach centres on making every team member feel visible and valued, regardless of reporting lines or location.
"I reached out to everyone that's resident in Australia – whether they reported to me or not," he explained. "I wanted them to know they were welcome, that they had a home base here."
Feeling local in global role
This principle of inclusion holds lessons for larger organisations. Too often, employees in global or remote roles can feel disconnected from their local teams or company culture. But fostering a sense of belonging, particularly across time zones and functions, is essential for long-term engagement.
“You might be in a global role, but if you live here, I want you to feel like you’re part of what we’re building locally,” Morris said.
“There are no secrets. If you want to hear what’s going on, you’re welcome to join.”
Stats suggest organisations with a strong emphasis on psychological safety, there is a 12% increase in productivity and a 27% reduction in turnover.
"A culture of psychological safety enables employees to be engaged. They can take risks and experiment. They can express themselves without the fear of failure or retribution," the research states.
This statistic highlights the tangible benefits of sustaining a psychologically safe environment, where employees are not only more productive but also more likely to stay with the organisation, the report from
While small teams often benefit from closer ties, larger enterprises must be deliberate in fostering the same trust.
Morris made it a priority to dismantle a blame culture and encourage what he calls “intellectual honesty.”
"It probably took six to eight months to get people willing to come to a meeting and not feel like they were being set up," he says. "But once they realised there was no retribution, it opened up a much more genuine approach."
Actionable insights to influence EVP
Infoblox’s use of engagement surveys demonstrates the value of going beyond data. Morris pays particular attention to participation rates and scores that land in the neutral middle.
"I get more concerned when feedback is neutral than when it’s negative," he said. "At least with negative feedback, someone’s prepared to be honest. That’s something we can work with."
For HR leaders at scale, the message is clear: feedback systems must be paired with a commitment to act. Employees are far more likely to invest in a culture that visibly responds to their concerns.
A surprising insight from Infoblox’s internal survey was that corporate social responsibility (CSR) was one of the lowest-rated areas.
Rather than ignoring the result, Morris embedded CSR into the business rhythm – ensuring each quarterly review includes a tangible team impact initiative.
"We’ve built bikes for kids, prepared meals for underprivileged schools, packed backpacks," he notes. "It’s not about what you do – it’s the fact that people want to spend their time doing something for others."
This offers a clear opportunity for large organisations to localise CSR efforts, giving teams autonomy and ownership in how they contribute to broader social goals.
Examples of EVP initiatives to boost employee engagement
One of Infoblox’s most effective EVP tools is its “Culture Club” – a global initiative that allocates funds specifically for team building. The catch? The money can’t be used for travel or perks – only activities that build team cohesion.
"You can't buy gift vouchers or flights – it's got to be for something that builds connection," Morris outlined. "That puts real intent behind the cultural values, not just corporate noise."
This kind of structural support can help larger organisations decentralise culture, ensuring it isn’t confined to HQ or executive messaging. By giving local leaders the tools to live out corporate values, scale becomes an asset – not a barrier – to engagement.
At the core of a strong EVP is leadership behaviour.
"You can’t unsee something once it’s been said," Morris notes. "If someone speaks up, it’s on us to act. That’s what makes people feel part of something bigger."
For larger employers, the takeaway is clear: EVP isn’t defined by size—it’s defined by intent. The best way to scale a culture of connection is to embed it, systematise it, and live it every day, Morris concluded.
