From well-being surveys to tangible results – Azend’s approach to better employee engagement
Since 2021, the IT company Azend has systematically worked on employee well-being through biannual surveys. According to the company’s People & Culture Coordinator, Cæcilie Morsø, keeping a focus on well-being is a no-brainer. She believes there are only benefits to ensuring workplace satisfaction.
Azend has found that their focus on well-being and work environment positively impacts productivity, motivation, employee retention, and reduces absenteeism.
“We almost always achieve a 100% response rate on our employee well-being surveys, and we’re proud of our high scores, which exceed the national average. Of course, this doesn’t mean we rest on our laurels,” says Cæcilie Morsø, People & Culture Coordinator at Azend.
From Feedback to Concrete Actions
After each survey, Azend systematically reviews the feedback, particularly the comments, which often lead to actionable initiatives.
The leadership team evaluates the results together, initiating specific measures to address potential frustrations and proactively improve the workplace environment.
“We also focus on any significant drops in the factors we measure. With the help of comments and regular one-on-one conversations with management, we analyze the underlying causes and work on resolving any issues that could potentially threaten our workplace culture.”
A Unified Language and Approach
Azend attributes their success to talent-based leadership and a shared mindset throughout the organization. Cæcilie Morsø explains how this philosophy starts with leadership and fosters a culture of trust and openness:
“We place a huge emphasis on talent-based leadership, ensuring that mindset, attitude, communication, and humanity start at the top. Our board, executive team, and management strive to speak the same language, convey the same attitudes, and uphold shared values. We believe this alignment takes us further in achieving workplace satisfaction,” says Cæcilie Morsø.
“Today, we have a relatively small but tightly-knit leadership team that is exceptionally skilled at being honest and open with each other and the employees. We believe this creates trust and builds a psychologically safe workplace where people feel comfortable sharing both positives and concerns.”
Psychological Safety and Open Communication
Azend prioritizes creating an environment where employees feel safe to share their thoughts and challenges.
“At Azend, there’s room for honest discussions, and it’s essential that employees feel safe approaching their leaders with what’s on their minds. We aim to eliminate gossip and encourage open dialogue. What’s bothering someone can and should be voiced,” explains Cæcilie Morsø.
One way they achieve this is by engaging in conversations about handling difficult discussions. Azend seeks to build a culture where people can approach one another and address challenges constructively.
“We believe this approach helps employees feel seen and valued in the workplace, fostering loyalty to both their team and the company,” says Cæcilie Morsø.
We are fully aware and conscious of how critical well-being and work environment are, and we know these aspects don’t improve on their own. This is why GAIS is a central tool in our efforts to ensure a future with high levels of workplace satisfaction.

Cæcilie Morsø
People & Culture coordinator