HRTech Interview with Shawn Boyer, Founder & CEO of goHappy

Shawn, Welcome to HRTech Cube! We’re excited to have you here .Can you please share a bit about your professional journey and what led you to start goHappy?
Thank you for having me! I’ve always been passionate about creating meaningful workplace connections. Before founding goHappy, I founded and led Snagajob, a company focused on connecting frontline job seekers with opportunities, which gave our team a firsthand look at the challenges frontline workers and their employers face every day. Frontline employees are the backbone of industries like retail, manufacturing, hospitality, and healthcare, yet they often feel disconnected from leadership. I started goHappy to bridge that gap, giving companies the tools to communicate with and engage their frontline teams effectively, in a way that fits seamlessly into their daily work lives.

goHappy’s report highlights the direct link between employee engagement and business performance. Why do you think engagement is such a critical driver of success?
Engagement isn’t just about morale, it directly impacts productivity, retention, and even customer satisfaction. When employees feel valued and heard, they’re more invested in their work, take greater pride in their roles, and contribute to a more positive workplace culture.

According to our recent Q1 2025 State of the Frontline Worker Report, only 64% of frontline workers report being engaged, contributing to a staggering 99% turnover rate. Our data shows that businesses with higher engagement levels see turnover rates 14% below the average, which has a direct financial impact. In a time when hiring and training costs are at an all-time high, keeping employees engaged is one of the smartest and most controllable business strategies a company can implement.

The report states that frontline employees face a 99% turnover rate. What are the biggest challenges organizations face in retaining their workforce, and how can engagement strategies help?
High turnover is often driven by three key factors: lack of communication, feeling undervalued, and poor leadership. Many frontline workers feel disconnected from company goals, receive little feedback or recognition, and don’t see a clear path for growth. Engagement strategies such as open communication channels, leadership development, and employee recognition programs help create a workplace where employees feel supported and heard.

When companies take a proactive approach to engagement, they see stronger retention and a more motivated workforce. Our partner, Snooze, an A.M. Eatery, saw firsthand the power that effective employee engagement can have on reducing turnover. By leveraging goHappy to better understand its engagement score, which was above 75%, it has helped them build and enhance programs to reduce turnover to well below 85%.

The report highlights feeling valued, connected, and recognized as essential to engagement. What steps can leaders take to strengthen these areas?
The key to developing a workforce that feels valued, connected, and recognized is intentional, consistent action. Leaders should:

• Foster two-way communication by encouraging real-time feedback and acting on employee insights.
• Regularly recognize contributions through simple gestures such as a “thank you”, and structured recognition programs to create a lasting impact.
• Create opportunities for connection by investing in team-building, mentorship, and manager-employee check-ins to ensure workers feel part of something bigger.

Solutions such as goHappy’s app-free engagement tools empower employers to collect and act on real-time feedback from their frontline teams.

How do frontline leaders impact engagement, and what best practices should they adopt to build trust and improve employee experience?
Frontline leaders set the tone for engagement with 72% of employees trusting that their managers take their opinions seriously. Because of this, the leaders’ actions play a pivotal role in shaping the employee experience. They’re the direct link between employees and the organization, so their leadership style can make or break retention. The key Leader Actions we measure are:

• Be Authentic: Employees are more engaged when leaders model the values they expect from their teams. Authenticity fosters trust and inspires commitment.
• Coach: Regular check-ins, meaningful feedback, and growth opportunities show employees they are valued and supported in their development.
• Appreciate: Recognizing employees for their contributions and expressing genuine appreciation boosts morale and reinforces a sense of worth.
• Connect: Employees thrive in environments where they trust their manager to value their opinions. This trust not only strengthens relationships but also reinforces the belief that their work is meaningful.

goHappy’s research provides actionable insights for improving engagement. What’s your approach to turning data into meaningful change within organizations?
Data is only valuable if it leads to action. We help organizations use engagement data to identify specific pain points, whether it’s communication gaps, leadership challenges, or recognition shortfalls. From there, we work with companies to implement targeted strategies, like structured feedback loops, manager training, and real-time recognition tools, to turn insights into measurable improvements.

Employee experience often declines after the first year before rebounding later. What strategies should companies implement to maintain engagement over time?
The 2025 State of the Frontline Worker survey data reveals the need for companies to have engagement strategies beyond the onboarding phase. Many companies focus on onboarding but don’t invest enough in ongoing engagement. To maintain momentum:

• Check in frequently: Regular engagement surveys and one-on-one conversations help address issues before they become bigger problems.
• Offer career development opportunities: Employees need to see a future within the company to stay engaged.
• Evolve engagement programs: What works in year one may need to be adjusted in year two and beyond. Flexibility is key.

As a leader, how do you personally foster engagement and motivation within your own team?
We focus on transparency, recognition, and empowerment. We try to make sure our team knows how their work contributes to our mission, we celebrate wins both big and small, and we encourage feedback at all levels. Creating a culture where people feel valued and connected is essential, whether it’s our own team or the frontline workers we serve.

What advice would you give to businesses looking to improve frontline engagement but unsure where to start?
Start listening. Many organizations make the mistake of guessing what employees need rather than asking. Conduct surveys, hold small focus groups, or simply start having more direct conversations with employees. Once you understand their challenges, take small, consistent steps, whether it’s improving communication, recognizing great work, or investing in better leadership training. Engagement isn’t built overnight, but every step in the right direction makes a difference.

What’s the one key takeaway you hope leaders gain from goHappy’s findings on employee engagement?
Employee engagement is not a “nice-to-have,” it’s a business necessity and should be an integral part of your overarching business strategy. Companies that invest in their frontline

teams see lower turnover, higher productivity, and stronger business performance. Engagement isn’t just about keeping employees happy, it’s about building a high performing business.