At the Best Workplaces™ in Technology Learning Forum Dijital Team took to the stage to share with others in the technology industry how they create a High-Trust High-Performance Culture. Their story wasn’t just about technology solutions—it was about cultivating a workplace culture of resilient people who drive innovation by all, which in turn powers lasting excellence.
On stage with moderator Ruwani Alwis Hewa of Great Place To Work® Sri Lanka, leaders of Dijital Team — Peter Ward, Managing Director; Nithya Subramaniam, People and Culture Manager; and Irshad Hussain, Talent Acquisition Manager — outlined how a Trust based culture-first approach has become their strongest competitive advantage.
When Dijital Team opened its doors two years ago, there was no promise of hypergrowth, no splashy slogans. There was a simple conviction voiced by Nithya, their People and Culture Manager “Take care of the team member who delights the customer.” It wasn’t a tagline — it was a promise.
Transparency and creating a sense of trust is the utmost priority.
From day one, candidates noticed something different. Before an offer letter was ever drafted, expectations were crystal clear. Recruiters and hiring managers didn’t paint glossy pictures; they asked precise questions and gave precise answers. The process is respectful, transparent, even disarmingly honest. “We don’t set expectations after things are being communicated. Transparency and creating a sense of trust is the utmost priority” quotes Irshad. At Dijital team, trust became the organization’s first impression — and its first differentiator in a crowded talent market. This is evident in the growth of the organization which has scaled to 200 employees in just two years. Irshad explains why this is possible, “today’s workforce looks for more than a paycheck. They seek belonging, purpose, and growth. Our culture ensures that Dijital Team is a place where top talent wants to build their careers.”
Further emphasizing on the topic of hiring, Dijital Team doesn’t chase the flashiest profiles; it looks for three transferable traits — adaptability, accountability, and active communication. Interviews are conversations, not auditions. Sometimes the team flips the script and asks candidates to guide the discussion, a quiet test of clarity and presence. The goal isn’t to find someone who simply “fits.” It’s to find someone who will lift the bar — who will add to the culture.
“Being recognised as one of the Best Workplaces™ in Technology and the Best Workplaces™ for Young Talent, alongside earning the Great Place To Work® Certification™, has given candidates an immediate sense of confidence in who we are and what we stand for, often before the first conversation even happens. We have seen a clear increase in both the volume and quality of applicants since making the lists. More importantly, candidates are coming to us already aligned with our culture and values, they are not just looking for a job, they are re looking to be part of something meaningful. It has shifted recruitment from “convincing” to “attracting,” which is exactly where you want to be as you scale,” states Peter. “It has also had a meaningful impact on our recruitment efforts. From our experience, the certification itself carries real weight. Candidates recognise the credibility behind it, and it validates that our culture is not just something we talk about, it is something independently assessed and backed by our team’s feedback.”
It has also strengthened our employer brand in a competitive talent market like Sri Lanka. We find that top talent is actively seeking us out, referencing these achievements as a reason for applying, while reinforcing trust with both candidates and customers that we are building something special.”
Inside the organization, work doesn’t feel like a checklist of tasks. It feels designed. The leadership team constantly studies what truly motivates people — not just compensation, but the deeper drivers of autonomy, mastery, and purpose. Projects are scoped with outcomes in mind, not hours on a clock. People work when and where they were most effective and comfortable, across time zones, with the flexibility of work life balance. “Psychological safety is woven into Dijital Team’s ethos through genuine balance and flexibility. We’re family-friendly, too — when we host events, parents and kids are invited so everyone feels they truly belong,” say Nithya.
Best practices for the future of work demand intentional, forward‑thinking approaches that are adaptive and human‑centered — enabling people to thrive across hybrid models, evolving expectations, and rapid technological change. When asked how the team stays anchored in organizational values amid this pace, Peter responds proudly states “when we bring someone into the organization, we commit to growing and developing them all the way. In a fast-moving tech industry where adaptability is key, we support every individual to build skills, evolve, and thrive.”
Career development doesn’t wait until employees are a few years into the organizations; it begins right after the probation period. Certifications, coaching, speech-craft sessions, an always-open LMS — and other learning tools are available to all employees. Some programs are even personalized to the requirement of the employee. Everyone moves forward. “By investing in people, we ensure that technology doesn’t just solve problems, but creates long-term value for both our clients and our teams. The link between people and performance is no coincidence — it’s a deliberate design” Nithya emphasizes.
The link between people and performance is no coincidence — it’s a deliberate design
“Dijital team has a very open and supportive culture where people are encouraged to share ideas, suggest improvements, and innovate without a rigid boss-driven structure,” quotes one employee. “There is a strong sense of mutual respect and trust, which allows individuals to take ownership of their work and contribute confidently. Working alongside colleagues from different countries and cultures is both enriching and rewarding, and it provides exposure to a wide range of modern technologies in today’s IT market. Continuous learning is a key part of the environment, with plenty of opportunities to exchange knowledge, learn from one another, and grow professionally through new challenges.”
When speaking about building high‑trust, high‑performance teams and how showing trust helps increase performance in employees, Peter emphasized that their a core value is built on — “1% better every single day” — and anchors this approach. Employees are encouraged to own their work, mistakes included, and speak openly about what went wrong, why it happened, and how they will improve. This practice of transparent reflection and continuous learning isn’t episodic; it’s embedded in the organization’s DNA, creating a culture where psychological safety fuels performance and incremental progress compounds into meaningful results.
By using the Trust Index™ to capture authentic,anonymous employee feedback, Dijital Team turns insights into action, and employees into ambassadors who validate the culture through their own stories
Dijital Team has now taken on using Great Place To Work®’s listening tool — the Trust Index™ employee experience surveys. Listening to employees is the most powerful lever for fine‑tuning strategy and practice. By using the Trust Index™ to capture authentic, anonymous employee feedback, Dijital Team turns insights into action, and employees into ambassadors who validate the culture through their own stories — recommending, referring, and vouching based on real experiences. It’s not about just earning a badge and stopping there; it’s about owning the standard every day and making the recognition a lived reality.
Peter Ward reflects on the Trust Index™ Survey, noting that what stood out most was not just the scores, but the consistency of feedback around trust, opportunity, and belonging. “It reinforced that our culture is being experienced the way we intended. Working with Great Place To Work® has given us a clear benchmark and language to keep improving, but more importantly, it has validated that when you genuinely invest in your people, it shows up in every part of your business—from retention to recruitment to customer outcomes.”
Working with Great Place To Work® has given us a clear benchmark
There’s zero chance to lie about culture, it has to be lived
Ensuring long-term candidate success means understanding that today’s talent prioritizes culture. Candidates didn’t just read about the culture; they asked friends who worked there. In that world, there is no pretending. “There’s zero chance to lie about culture, it has to be lived.” Additionally, Dijital Team fosters an extraordinary culture, by encouraging open communication and an open-door policy, ensuring employees feel safe to voice concerns. They also ask the right questions to understand their employees. This adaptability allows the culture to evolve with changing expectations, making it a powerful magnet for talent and retention. Listening isn’t a ritual; it’s strategy. The Great Place To Work® Trust Index™ employee experience survey became a mirror — useful not as a badge to display, but as feedback to act on.
The effect is cumulative. Transparent hiring & onboarding practices create trust. Trust creates psychological safety. Safety unlocks ownership. Ownership drives performance. Performance, sustained over time, becomes reputation. And reputation — validated by the voices of employees — attracts the next wave of talent who want to learn, lead, and belong.
Listening isn’t a ritual; it’s strategy.
Two years in, the lesson is clear. Culture isn’t Dijital Team’s soft edge; it’s the sharpest tool they have.
Two years in, the lesson is clear. Culture isn’t Dijital Team’s soft edge; it’s the sharpest tool they have. In a sector where technology evolves weekly and expectations shift even faster, they’ve anchored themselves to something enduring: people who feel seen, heard, and empowered to do their best work.
This is how an organization grows to 200 people without losing itself. This is how a workplace becomes a community. And this is how culture — practiced consistently, transparently, and with empathy—turns into a lasting competitive advantage.