We have been conducting pulse surveys since 2020 to measure and improve employee engagement at Palmer-Donavin. Our employees have embraced the surveys to a remarkable degree and we as a company have learned a great deal from their feedback. With that in mind, I would like to share a few key points.

In our most recent Q1 Pulse Survey, 98.8% of Palmer-Donavin employees shared feedback. That level of participation is not typical. The average participation rate in our industry is around 60% with anything approaching 85% considered to be high performing.

High participation gives us a clear and reliable picture of what you all are experiencing across the business. Just as important, it reflects a willingness to engage.

Why Participation Matters

Participation at this level is built over time.

Employees choose to respond when they believe two things are true. First, their input will be taken seriously. Second, something will happen as a result of that input.

If either of those conditions is missing, participation declines.

We have worked to create a process where feedback leads to discussion, and discussion leads to action. The consistency of that process is what drives continued engagement in our surveys.

What We Heard

Survey results are reviewed at the team level, where the context is most meaningful. At the same time, several themes emerged across the organization:

• Communication and transparency: Employees are looking for clearer communication, particularly around the reasoning behind decisions and changes that impact their day-to-day work.

• Growth and development opportunities: There is continued interest in more opportunities for development, including cross-training, challenging assignments, and regular feedback conversations.

• Recognition and consistent feedback: Teams respond to regular recognition, clear expectations, and ongoing coaching conversations that support both performance and long-term growth.

These themes help us focus our efforts. They highlight where we are performing well and where improvement is needed.

The value of the survey is not in the data alone. It is in how that data is used.

What We Are Doing About It

Following the survey, managers meet with HR to review their team-specific results. From there, they develop targeted plans based on the feedback they received.

This process is consistent across the company:

• Results are shared with employees

• Key focus areas are identified

• Action plans are developed

• Progress is reviewed through follow-up conversations

When necessary, we have launched follow-up surveys to specific teams to get a better understanding of the results.

This approach ensures that feedback does not stop at reporting. It becomes part of how we operate.

Engagement and Ownership

As an employee-owned company, engagement carries a different level of importance.

Our employees have a direct stake in the success of the business. Their feedback is not just commentary. It is input from owners who are invested in improving performance, strengthening teams, and building long-term value.

That ownership mindset contributes to both the high participation rate and the accountability that follows.

Moving Forward

A strong response rate is a positive outcome. It is not the end goal.

The focus now is on execution. We will continue to work with our managers to ensure that feedback is translated into clear actions and measurable improvements. This includes ongoing support, follow-up discussions, and continued investment in leadership development.

Over time, this cycle of feedback and action is what drives engagement.

Join Us

If you are looking for a company where employee input is expected, reviewed, and acted on, Palmer-Donavin offers that environment.

Explore opportunities and bring your perspective to the team.

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