What makes an organization a great workplace for all? Through our research, we know it’s one defined, in short, by a shared sense of trust, pride, and camaraderie among employees.

One way leaders build a workplace culture where every employee can experience this is simple: give your people a voice. 

As the workplace has rapidly evolved over the past five years, it isn’t surprising that “employee voice” has entered the conversation. With organizations embracing remote and hybrid work and a flattened hierarchical structure, it’s critical that leaders create space to listen to employees.

As Michael C. Bush, CEO of Great Place To Work®, says, “Employees want to be heard, valued, and cared for.”

Employee voice is a powerful way to tap into your greatest resource — your people — to increase employee satisfaction, drive innovation, and productivity. 

What is employee voice and why does it matter?

Employee voice, also known as “voice of the employee” (VoE), means employees have the ability to share their thoughts, ideas, or concerns within an organization without fear of negative consequences. 

Giving employees a voice is the cornerstone of building a positive work culture, one where different perspectives are welcomed. When employees have a safe space to share insights, they can put forward creative ideas, suggest improvements, or provide valuable insights on issues leaders may not be aware of. 

The benefits of strong employee voice

Employee voice helps organizations move away from a top-down culture to one of collaboration and open communication. The benefits to leaders, organizations, and their people speak for themselves:

• Trust: When employees feel safe enough to speak up, it builds trust between people and leadership. Trust is integral to the Great Place To Work Model and an indicator of a healthy workplace culture. High-trust workplaces are more resilient and see better stock market success.

• Engagement: When leadership creates spaces for employees to give honest feedback, they’re more likely to be engaged, and employee satisfaction increases. Improved team morale means employees can engage with new ideas, share knowledge, and support teammates. 

• Productivity: When employees feel heard, they are more motivated and committed to their work. This sense of validation not only boosts morale but also encourages individuals to contribute their best efforts, leading to higher productivity, driving strong business results.  

• At the Fortune 100 Best 카지노 커뮤니티 추천 to Work For®, where an “always listening” culture is prioritized, the willingness to give extra at work is 70% higher compared to a typical U.S. workplace.  

• Retention: Research shows that at any given time, on average, more than half of your workforce is considering new opportunities. Replacing talent costs time and money. However, giving employees a voice is a powerful retention strategy. It amplifies the message that your people are vital for the company’s success. 
  
  
• Inclusivity: In any diverse organization, creating a workplace for all is critical for success. Tapping into the voice of all employees not only maximizes the potential of every person, it also helps create a more inclusive environment — which leads to greater innovation, employee retention and higher revenue growth.

Strategies for encouraging employee voice

Some people may feel anxious or hesitate to exercise their employee voice and share concerns or opinions. Here’s the role leaders can take in creating an environment where everyone feels encouraged to speak up: 

1. Create a safe environment: A safe environment is one of trust, open communication, and mutual respect. Reassure confidentiality, such as with survey confidentiality, or other channels, and encourage honest feedback to create psychological safety.  
   
   For example, Ryan LLC fosters psychological safety by encouraging risk-taking and celebrating mistakes.  
   
   Leaders at Ryan model vulnerability by openly sharing their own mistakes and learning experiences, which sets the tone for a culture where trying and failing is seen as a natural part of growth.  
   
   This approach helps employees feel safe to take risks and share their ideas without fear of negative repercussions. By recognizing and rewarding efforts, even when they don’t lead to success, Ryan reinforces the message that the organization values growth and development, building trust and encouraging employees to continue voicing their thoughts.

2.  Active listening: When employees feel heard, they feel valued. Stay calm and set aside assumptions when employees are talking. Pay attention to both the explicit and implicit things people are saying and acknowledge their concerns. 

3.  Recognition: Show appreciation when employees voice concerns or make contributions. Show that their input is taken seriously and provide feedback on any next steps being taken.  
   For example, The Breakers Palm Beach uses an employee opinion survey (EOS) stamp to visibly acknowledge that certain changes or programs were products of employee feedback. This stamp, which reads “Product of EOS employee opinion survey,” is a powerful tool that validates employees’ contributions and fosters a sense of ownership and pride in the workplace. 
   
   By seeing their feedback lead to tangible outcomes, employees feel appreciated and recognized. This boosts morale and encourages ongoing participation in feedback mechanisms.

4. Provide multiple channels for feedback: Give employees more than one way to voice their thoughts. Use a variety of feedback mechanisms, such as employee surveys, employee resource groups, skip-meetings, or one-on-one conversations.  
    
   For example, Wegmans Food Markets has implemented several employee voice channels to ensure their frontline workers feel heard and valued. 

   One notable example is the “Ask Jack” initiative, where employees can submit suggestions and questions directly to Jack DePeters, the company’s SVP of operations.  

   Since its launch in 2002, Jack has responded to over 16,000 employee comments, with 68% of employees choosing to identify themselves by name rather than submit anonymously.

The role of leadership in fostering employee voice

Leaders affect , which is why leaders must model open communication and create a high-trust environment where employees are comfortable sharing their concerns.

An inclusive culture requires transparency, accountability, and vulnerability. 

Create a space in meetings and interactions by letting people know their input is welcome. Put opinions aside and give attention to people’s thoughts and experiences from a place of humility and empathy.

When leaders demonstrate a high level of care, it creates a safe space for others to share their opinions, in turn unlocking employee performance. 

How to measure and analyze employee voice

To effectively measure and analyze employee voice, organizations should take a multifaceted approach that is both qualitative and quantitative:

Employee surveys: If you aren’t gathering feedback at least once a year, you might fail to notice changes in your employees’ experience. Employee surveys are an opportunity for employees to give honest feedback.

카지노 커뮤니티 랭킹 Trust Index™ Survey protects employees’ voices as the data is encrypted and de-identified. The result: reliable feedback you can act on and the opportunity for your people to speak honestly, knowing their voices won’t be singled out.

Employee resource groups: ERGs create a safe place for employees to come together and feel comfortable sharing their experience. Use the insights from ERGs to surface employee perspectives and understand the unique experience of specific groups within your organization.

Town Halls or Ask Me Anything (AMA) sessions: Town Halls and AMAs can be a powerful vehicle to give employees a voice and raise concerns directly with senior leaders. Synchrony’s listening practice includes “ask us anything” meetings with senior leadership. The sessions are open to 20,000 employees, as leaders answer questions on a variety of topics until there are no more questions from the audience. 

One-on-one meetings: Establish regular, informal check-ins with employees to invite individual feedback and address any concerns. 

Once organizations have garnered feedback, here are some suggestions on how to analyze employee feedback: 

Review data: Review results at a high level. Look at data across demographics or employee groups to identify disparities in employee experience. Take a more granular look at the data to get a clear picture of what employees are saying. 

Reflect on feedback: Surveying employee voice can provide invaluable insights into leadership and company culture. Reflect on feedback before responding or creating action plans. Ask questions such as: 

• Which feedback is the most surprising? 
• What steps can we take to show we are truly listening?
• Which feedback feels most difficult to address?
• What barriers might be preventing action, and how can we overcome them
• What strengths are emerging from the feedback? How can we amplify these to reinforce a positive workplace culture?

Identify improvements and develop plans: Identify and prioritize one or two areas for improvement, rather than tackling everything at once. Define attainable goals, communicate your commitment clearly, assign accountability partners across the organization, and establish a timeline for success. 

Take action: Employee voice falls flat if leaders don’t commit to action. Develop a strategic, data-driven action plan. Be transparent and keep employees updated on the process. 

Measure and review: Commit to continuous improvement and make adjustments as needed. Gather ongoing feedback from employees to gauge what is working and what additional ideas they would recommend.

How to overcome challenges in implementing employee voice initiatives

Introducing new initiatives, even something as beneficial as encouraging employee voice, can present challenges for organizations.  

One of the most common obstacles leaders face is employee silence and fear of speaking up. Earlier, we defined employee voice as being able to share their thoughts without fear of negative consequences. 

This part of the definition is key.

To overcome employees’ fear of speaking up, leaders need to cultivate psychological safety in the workplace. As Julian Lute, senior manager and strategic advisor with Great Place To Work, says, “When people feel psychologically safe in the organization — are able to share ideas, questions, concerns — the company is more agile.”

Here are some ways leaders can overcome resistance and foster a company culture of open communication:

1. Create a safe space by reassuring confidentiality and encouraging honest feedback without fear of retribution.
2. Be willing to be vulnerable, which will open the door for employees to feel comfortable raising concerns or offering suggestions.
3. Make communication open, honest, and credible. Communicate consistently and make sure your actions match your words.
4. Rather than leading top-down, be curious. Ask questions and be open to hearing the ideas of employees. Acknowledge any uncertainties and foster a company culture of problem-solving. 
5. The Best Workplaces™ commit to acting on feedback in a way that builds trust. Communicate regularly so employees understand how their feedback helps drive meaningful action.

Case studies: Successful employee voice programs

How listening to their people helped Brains increase its purpose and employee pride

As a B Corporation, commitment to sustainability and environmental care ranks high for Brains. However, only 72% of its people felt good about the company’s contribution to the community. 

The challenge for the creative agency was to redefine what community meant for its employees. The Trust Index Survey was an opportunity for their employees to voice that they valued contribution to charitable organizations more than receiving a personal gift.

The solution? Brains transitioned from individual birthday gifts to increasing their overall donations to not-for-profits as a company. Not only were those donations making a positive impact, but employee pride in working for the company increased by 13 points.

Moe Rice, director of people and culture, describes the agency’s partnership with Great Place To Work as “a game changer for our culture and our work.”

How ECI Software Solutions listened to new employees and revitalized its onboarding program

When you go to work at a global tech company, you would expect onboarding to be smooth.

However, that wasn’t the case at ECI Software Solutions. Between 60% to 70% of people voiced that they had an inconsistent onboarding experience.  

The software company didn’t wait to act. They surveyed new hires about their experience to get a clear picture of what was going wrong: missing laptops, insufficient access to systems, a lack of communication from managers, and other missteps.

“The first surveys were brutal,” says Andrew Prior, CHRO at ECI. Now, Prior reads onboarding surveys each week, and if something happens to go wrong, leaders immediately act to rectify the issue. 

The result of listening to new hires has been unmistakable: More than 90% of the time, employees have the equipment and access they need on their first day — setting them up for success. 

The future of employee voice in the workplace

As more companies move to hybrid and remote work, organizations don’t just need to reimagine the office, but also how to build a more equitable workplace where everyone has a say. 

Fortunately, digital platforms make it easier for leaders to solicit feedback. Tools like virtual town halls and messaging apps like Slack mean employees can share their thoughts regardless of whether they work remotely or onsite.

Advances in AI will also revolutionize the future of employee voice through predictive analytics and data-driven insights. Soon, tools like virtual reality (VR) could also be used to collaborate, solicit feedback, and create an immersive sense of community.

Great Place To Work is also ensuring leaders have the data they need to succeed with Manager Access in the Trust Index Survey. Leaders can receive real-time insights into their teams’ experience to pinpoint areas of improvement, implement changes, and then track progress over time. 

As workplaces and technology evolve, the role of employee voice in shaping organizational culture and driving business success remains constant. 

Maximize your employee voice strategy

Employee feedback is a powerful tool to drive engagement, innovation, and trust in an organization. By creating a safe space to speak up, soliciting feedback from various channels, and taking meaningful action, employees can see how their voice matters.

Great Place To Work’s employee engagement software is a valuable tool for organizations looking to enhance their employee voice initiatives. Employee surveys are inclusive of all lines of business and deliver detailed, reliable data so you can unlock meaningful insights into your employee experience.

Not already a customer of Great Place To Work? Try our employee engagement software today and listen to what your employees have to say.

Current customers: at Great Place To Work® for expert guidance on expanding and improving your employee voice strategy.

That’s why we’ve designed our employee survey process with confidentiality and de-identification at its core — protecting employees while delivering meaningful results for you.

What we mean by confidentiality

In plain terms: when employees complete the survey, their individual responses are kept confidential. That means:

• No one — not leaders, managers, or survey admins — gets access to raw individual data
• Responses are only reported in aggregate — so what you see are themes and patterns, not names or verbatim responses tied to individuals

This protects employees while giving you the insight you need.

De-identification — and why it has limits

We work hard to protect the identity of survey respondents or individual employees, but it’s important to understand its limits.

카지노 커뮤니티 랭킹 system prevents anyone — including you — from identifying individual employees through the survey data on its own. That’s why we only display results where five or more people have responded in any group or filter. Fewer than that? You’ll see a message saying the data isn’t available to protect confidentiality.

Despite these protective measures, we do not promise true anonymity because someone could, for example, self-identify in their comments (e.g., “As the only llama wrangler...”). We do remind employees upfront to avoid including identifying details.

How we protect survey data (so you don’t have to worry)

We go beyond industry standards when it comes to data protection:

• De-identification — Five days after closing the survey, we remove names, emails, and personal identifiers
• Encryption and secure storage — Data is encrypted in transit and at rest, stored on Microsoft Azure’s cloud servers
• Access controls — Only authorized team members may access systems, which are backed by audits, security protocols, and disaster recovery plans

What this means for you — and your people

• For you: Reliable data you can act on — without risking anyone’s privacy
• For your people: The psychological safety they need to speak honestly, knowing their voices won’t be singled out

That’s how you build trust — and get the kind of insights that truly help your culture thrive.

Confidentiality and communication support

Your employees might be nervous to participate or want more context. We have a to help prepare your messaging and communications for a successful survey launch. If you need more comprehensive information on our confidentiality measures, please request a full packet from your Customer Success Manager.

We often hear, “카지노 커뮤니티 랭킹 employees are experiencing survey fatigue.” And that’s a fair concern—no one wants to overburden their people. But in many cases, it’s not the act of taking the survey that’s the issue. It’s what happens next—or rather, what doesn’t happen.

Sharing your thoughts, sometimes more than once, without seeing any change can be disheartening. Over time, that lack of visible action can quietly erode trust. As Paul Wolcott, president at Great Place To Work® puts it, “Nothing causes people to stop responding to surveys more than a feeling that no one does anything with the feedback.”

The good news? It’s fixable. When employees see that their input leads to progress—big or small—they’re more inclined to keep sharing. The survey becomes a tool for connection, not just collection.

As Paul often says: “No one ever says, ‘I’m glad we didn’t know that sooner,’ or, ‘I’m so glad we caught that late.’ If you’re thinking, ‘This isn’t the right time to survey—there’s just too much going on,’ it might actually be the most important time to connect with your people and find out how they’re doing.”

With the Great Place To Work Trust Index™ Survey, the opportunity isn’t just to gather data—it’s to strengthen your feedback loop and build a culture where people know their voices matter.

Here are five thoughtful steps to help rebuild that connection and ease the fear of survey fatigue:

1. Start with a simple thank you

2. Communicate what you’ve heard—and what’s next

3. Draw clear lines between feedback and action

4. Celebrate progress—both in actions and in the data

The survey becomes a tool for connection, not just collection.

Likewise, celebrate when feedback sparks new initiatives or leads to positive change, no matter how small. These moments help employees see the connection between their voices and the progress being made—keeping the feedback loop alive and healthy.

5. Context is everything

Feedback is a snapshot in time—what feels urgent today might shift in a few months.

That’s why it’s important to keep listening, even as you’re working through your action plan. Regular pulse checks help you stay connected to what’s happening now, especially if your organization is navigating change.

Maybe you launched your last survey just before a major event—a restructure, an acquisition, or a big win. That moment could make some of the earlier feedback feel less relevant. Waiting a full year risks missing how your people are experiencing the business now.

Keeping context in mind ensures your listening strategy stays timely, responsive, and relevant.

6. Get specific where it matters

Use what you’ve learned to refine future surveys. “Adding custom elements gives you a sharper view into the employee experience—and helps you check if actions you’ve taken are having the impact you expected,” Paul adds.

It’s a thoughtful way to demonstrate you’re listening closely, and evolving based on what matters most to your people.

For example:

• Custom Statement: “I feel supported in balancing my work and caregiving responsibilities.”
  — Useful if you’ve recently introduced flexible work policies or want to check in on parents and caregivers.
  
  
• Custom Demographic: Add a question like “Do you participate in any of our Employee Resource Groups (ERGs)?”
  — This lets you analyze feedback through the lens of ERG members to understand their unique experiences.

Custom elements help you connect survey insights to current priorities—and check whether your actions are having the intended impact.

When employees can see that their input leads to progress—whether it’s a new program, a policy shift, or simply being heard—they’re not just willing to participate. They’re eager to.

As Paul Wolcott reminds us, listening—especially during periods of change—is a trust-building act of leadership. “Surveys aren’t just about collecting data—it’s about connecting with your people when they need it most. And that builds trust.”

Your CSM is here to help you strengthen that connection and keep your feedback loop thriving. Reach out for resources or guidance today about how to listen now, or discuss your concerns with your CSM today. 

If you're not yet a customer, reach out to us to learn how our survey solutions can help you build a culture where feedback leads to meaningful action.

Manager Access in the Trust Index™ Survey provides real-time insights that empower leaders to take ownership of their teams’ experience, drive positive change, and build a thriving workplace.

According to Gallup, , yet research shows that . Without the right tools, leadership effectiveness suffers, and so does business performance.

Manager Access helps solve this challenge by giving leaders targeted insights—not overwhelming data—so they can:

• Make informed decisions based on real employee feedback
• Identify opportunities for growth and track improvements
• Create accountability for engagement, retention and performance

How Manager Access transforms leadership effectiveness

Without clear insights, even the most capable managers struggle to improve team engagement. Manager Access bridges this gap by providing tailored survey results to leaders at every level.

This means:

• Department leaders get relevant insights on their teams’ experiences—without jeopardizing confidentiality
• Managers can track key performance indicators (KPIs) like engagement, retention and productivity
• Actionable reporting helps leaders develop data-driven strategies to improve culture and performance

“Effective leadership is about creating a high-performing, engaged and purpose-driven team,” says Julian Lute, insights & innovation strategist at Great Place To Work®. “Effective leaders don’t just manage people—they inspire them.”

What makes Manager Access so powerful?

Great culture doesn’t happen by accident. Leadership is defined by actions and impact, not just by their title.

Manager Access is more than just a reporting tool—it’s a strategic solution that drives measurable improvements in leadership effectiveness. Here’s how:

1. Clearer leadership accountability

Managers are responsible for engagement, retention, and team development. Manager Access gives them the visibility and accountability to lead effectively.

• Helps leaders model trust-building behaviors like listening, thanking, and developing employees
• Encourages transparent, constructive feedback between managers and teams
• Creates measurable goals and action plans for continuous improvement

2. Smarter decision-making with data-driven insights

Managers receive survey results specific to their teams, allowing them to:

• Pinpoint strengths and areas for improvement
• Compare their department’s performance to company-wide benchmarks
• Track progress over time and measure leadership impact

“You can’t improve what you don’t measure,” explains Julian Lute.

3. Higher employee engagement & performance

• Leaders can identify and address engagement gaps before they become retention risks
• Managers develop actionable strategies to improve communication and trust
• Teams experience a more consistent, positive workplace culture.

Leaders must take ownership of engagement —Manager Access ensures they have the data to do so.

Real companies, real impact

Trek Bicycle: creating leadership ownership with data

By breaking down employee survey data to a granular level, Trek Bicycles fostered a sense of ownership among its leaders. Drawing on insights from the Trust Index Survey, Trek could benchmark against similar divisions and share best practices to drive improvements.

John Burke, CEO at Trek, calls this “The Montgomery Principle”—a nod to their warehouse manager who realized that making the organization great was everyone’s responsibility.

The result?

• 24% improvement in manager communication across the organization
• Leaders used survey data to drive meaningful conversations with their teams
• Manager Access became a key tool for accountability, with every leader having a Great Place To Work objective in their OKRs
  
  

“Every key manager at Trek has a Great Place To Work objective as part of their OKRs,” says Burke. “It forces managers to have conversations with their team on how we can make Trek a great place to work.”

Wellstar Health System measure & improve high-trust culture

Wellstar Health Systems took action to support their leaders in taking ownership of the business by actively listening to their people and responding to feedback.

To do this, Wellstar leaders rely heavily on feedback from the Trust Index Survey, particularly the Manager Access feature, to ensure that they are creating an environment where trust is at the forefront.

The results speak directly to the employee experience:

• Wellstar used survey data to build leadership trust through actionable data, helping leaders see the direct impact of their actions
• 73% of leaders increased or maintained high trust scores, with an average increase of 21 points
• Employee engagement shot up, with notable gains in respect and connection across the board

“Data from the Great Place To Work Trust Index survey is the most powerful point to drive home [to our leaders] why culture is important,” says Samantha Ros, Director of Team Member Engagement.

How WP Engine made strategic, high-impact culture decisions

By reviewing the Trust Index data, WP Engine was able to find a solution to the challenge of cascading information from leadership to ensure employees felt aligned with the company strategy and how it related to them.

The outcome? 

• Unified feedback from 1,300 employees across 10 countries, enabling informed decision making. 
• Implementing regular meetings with all people managers to improve transparency and alignment of company goals
• A more transparent and connected workplace where everyone feels a sense of direction

“This is an insight that could only come from the data collected by the Trust Index,” says Annette Alexander, the Chief People Officer. “There was a disconnect between how we thought we were performing versus the employees’ actual experience — we needed the data to highlight this gap for us.

Create leadership accountability with Manager Access

Leadership isn’t about titles or power—it’s about accountability and impact. Manager Access helps leaders take ownership of their team’s experience and turn insights into meaningful action.

Customers: Want to give your leaders the data they need to take action? Get in touch with your CSM today to activate Manager Access and begin witnessing the impact on engagement and performance.

Once manager access has been enabled, organizations can invite managers to view their results in the platform and review responses of the survey.

Not already a customer of Great Place To Work? Start using manager access to improve leadership and enhance team performance at your company today. Talk to someone on our team.

Congratulations. You’ve run an employee engagement survey and received detailed feedback from your people. Now, the real work begins — translating insights into action.

It’s natural to be eager to jump right in and start making changes. After all, your employees took the time to share their thoughts, and you want to show them you’re listening.

However, if you move too quickly without deeply understanding what the results of your employee engagement survey are telling you, you risk creating as many new problems as you fix.

It’s important to approach this with the same thoughtful mindset you’d use when developing your company’s next quarterly financial plan.

By following these eight steps, you can ensure your response to survey feedback is meaningful, well-communicated, and creates lasting, positive change.

1. Review your survey results thoroughly

Start by reviewing your results at a high level. Executive presence when reviewing the data leads to increased buy-in from the leadership team, supporting the organization’s goal and making positive changes based on feedback.

Look at data across demographics to identify disparities in employee experience. A department or location demographic can help you pinpoint disparities in employee experience. When you take this more granular look at data, executives get a clearer picture of what employees are telling them. Demographics extend beyond race and gender to include various unique and creative categories, such as:

• Planned Tenure: How long do employees plan on working for the organization? This can range from “1 More Year” to “5-10 More Years.”
• Employee Net Promoter Score(eNPS): How likely are employees to recommend the organization as a place to work to family and friends, on a scale from 0 to10?
• Employee Resource Group (ERG) Membership: Are employees part of an Employee Resource Group? The options are simply “Yes” or “No.”
• Performance Rating: What is the performance rating of employees? This can be used to assess the experience of top performers and identify patterns among low performers. Understanding whether your high performers are happy and likely to stay, and whether low performers lack visibility or clarity, is crucial.

• Ask yourself:

  • Do departments or other key demographic groups experience the workplace differently?
  • What are the biggest gaps between employee perceptions and reality?
  • What strengths can you build upon?

2. Reflect on the feedback

Survey results provide invaluable insight into your company culture and leadership. Some feedback may be difficult to hear, but the most effective leaders embrace it as an opportunity to learn and improve.

Encourage leaders to take time to absorb and process employee feedback before responding. This reflection period allows leaders to process feedback with an open mind and avoid reactive decision-making.

Questions to consider:

• Which feedback aligns with my own observations, and which surprises me?
• How might employees interpret our response — or lack of response — to this feedback? What steps can we take to show we are truly listening?
• What feedback feels most difficult to address? What barriers might be preventing action, and how can we overcome them?
• What strengths are emerging from the feedback? How can we amplify these to reinforce a positive workplace culture?

“The way you communicate your survey results sets the tone for how engaged employees will be in the process”

3. Align leadership & set intentions

Once leaders have had time for reflection, it’s time to align on priorities. What key themes emerged? What changes will have the most meaningful impact?

Key questions for leadership:

• What kind of culture do we want to foster?
• Do our current policies and practices support that culture?
• How do our survey results align with our company’s strategic goals?

Establishing shared intentions helps ensure that your response is strategic and aligned with your organization’s long-term goals.

4. Communicate transparently

Your employees are eager to learn about your results and what’s next. The way you communicate your survey results sets the tone for how engaged employees will be in the process.

Best practices for transparent communication:

• Start with a message from senior leadership summarizing key insights.
• Thank employees for their participation and reaffirm your commitment to action.
• Outline next steps with a clear expected timeline. Including how employees can stay involved.
• Leaders at all levels take the opportunity to discuss results transparently with their teams in a way that encourages open conversations by inviting employees to continue to share their perspectives.

5. Conduct Listening Sessions

Numbers tell a critical part of the story, but change happens through conversations. Conduct listening sessions to deepen your understanding of employee feedback and involve them in the solution-building process.

Tips for effective listening sessions:

• Reinforce trust by ensuring employees that discussions will remain within the group.
• Keep sessions informal and open-ended to encourage honest feedback.
• Ask employees what improvements would have the biggest impact on their experience.
• Gather real examples of when efforts are working well and build on those successes.

These sessions reinforce that employee voices matter and provide crucial insights that survey data alone can’t capture.

6. Identify focus areas for improvement & establish specific plans

Rather than try to fix everything at once, prioritize one or two focus areas. This ensures efforts are targeted and impactful. Often, one area is identified as an organization-wide focus with the second area specifically relating to department/leader level results. The best strategies focus on how management is leading.

For example, survey results that reflect improvement opportunities in communication may indicate a need for meaningful dialogue (asking questions, being present, eye contact) rather than a need for more meetings and emails.

Here are some key steps:

• Define specific and challenging yet attainable goals for improvement
• Document commitments and communicate them clearly
• Assign accountability partners (such as managers or HR business partners) to track progress
• Establish a timeline for evaluating success

7. Take action

Now, it’s time to put your plan into motion. The groundwork you’ve laid ensures that changes are strategic, data-driven, and informed by employee input.

Action leads to trust. Employees will be watching to see if leadership follows through on commitments. Be intentional about keeping your workforce updated and engaged throughout the year.

8. Measure progress and keep the feedback loop open

Continuous improvement is key. You may need to adjust and correct course as you go, and that’s okay. Regularly check in with employees to gauge how changes are landing.

Here are some ways to track progress:

• Conduct pulse surveys to measure targeted areas
• Host follow-up listening sessions to gather ongoing feedback
• Discuss progress in team meetings by asking questions, such as:

• • Are you experiencing improvement in this area?
  • What is working? What are examples of where this is happening well?
  • What additional ideas for improvement would you recommend?

Your CSM is here to help you strengthen that connection and keep your feedback loop thriving. Reach out for resources or guidance today about how to listen now, or discuss your survey strategy with your CSM today. 

Not a customer already? Built on more than 30 years of research and used by every company on the Fortune 100 Best 카지노 커뮤니티 추천 to Work ForⓇ List, our employee engagement platform will help you drive positive change to your company culture. Learn more today.

“It’s not the right time — we’re going through [insert big change here].” Mergers, layoffs, restructures, shifts in leadership, even changes in government policies — these moments of uncertainty can feel overwhelming.

If you’re feeling nervous about surveying your employees during times of upheaval, you’re not alone. That hesitation comes from a very real place: fear of the unknown. And that fear? It’s valid. 

But here’s the thing: When your company or the world is in a state of flux, the idea of surveying employees might seem like trying to read a map while the ground shifts beneath your feet. It seems unstable, even risky. But that’s exactly why you need the map to find steady ground.   

It’s precisely during these moments that the practice becomes more vital than ever. Surveys during these periods aren’t just about collecting data — they’re about connecting with your people when they need it most. 

Set expectations and align with your executive team 

We all worry that showing results that are any less than great can reflect negatively on our people or performance. But the truth is, feedback during uncertain times isn’t a report card — it’s a roadmap. Spending time to support executive leaders in understanding the value of getting feedback during uncertainty will pay dividends in the long run.

We have tools and teams to help you, including pre-survey communication resources, your , and consulting support. 

Why it’s important to survey employees during change or a crisis 

Leaders facing uncertainty already understand the challenges of guiding their teams through change. Gathering employee feedback during these times isn’t just another task — it’s a valuable tool to help you navigate complexity, strengthen trust, and uncover solutions that may not be immediately visible. Here’s why:

• Informing strategic decisions: Survey feedback guides leadership’s decisions during uncertainty.
• Unmasking hidden concerns: Surveys illuminate concerns about job security, work-life balance, and adapting to new technologies during uncertain times. 
• Encouraging innovation and adaptability: Surveys don’t just measure engagement — they help uncover creative ideas, process improvements, and solutions to current challenges. Employees on the front lines often have insights that leadership may not see. 
• Supporting change management: Surveys provide insight into the resistance to change, supporting effective management strategies. 
• Strengthening communication: Surveys are two-way channels between management and staff, facilitating better understanding. 
• Building trust: Seeking feedback, sharing the results, and acting on that feedback rebuilds trust during periods of instability. 

5 tips for listening when it feels uncomfortable

1. Involve employees in problem-solving to foster a sense of shared ownership. When people feel heard, they feel valued. 
2. Look for opportunities to pause and bring employees together to reflect. Shared experiences build resilience. 
3. Focus on your company’s strengths and build from there. What has worked in the past can guide you through the present.
4. Reassure confidentiality to create psychological safety and encourage honest feedback.
5. Explain your endgame so employees understand how their feedback will drive meaningful action.

Navigating employee surveys during crises or times of upheaval isn’t about ticking a box. It’s about genuinely engaging with your workforce to understand their concerns, support change, and foster a resilient organizational culture. When done thoughtfully, these surveys become more than tools — they become lifelines. 

Your Customer Success Manager (CSM) can help you start listening today—whether you’re ready to dive in or just want to talk through your concerns. Whether you're a longtime customer or exploring our services, we’re here to support you in navigating change and strengthening your team. Reach out to learn how we can help you gather valuable feedback and build a more resilient culture.

HR metrics are quantifiable data points that help organizations assess the effectiveness of their human resources initiatives. By measuring various aspects of workforce management, businesses can identify areas for improvement and implement data-driven strategies to enhance performance. These metrics enable HR teams to make informed decisions regarding hiring, retention, compensation, and employee engagement — ultimately improving organizational efficiency and workplace culture.

The power of HR analytics

A of over 1,000 senior executives found that organizations that heavily rely on data are three times more likely to see substantial improvements in business decision-making than those that do not rely on data.

HR analytics involves the systematic collection, analysis, and interpretation of HR data to support strategic decision-making. By leveraging analytics, businesses can predict trends, enhance employee engagement, and improve overall organizational performance. HR analytics provides valuable insights that drive proactive decision-making — ensuring companies attract, retain, and develop top talent while fostering a positive work environment.

A well-structured HR data strategy ensures:

• Informed decision-making based on objective insights rather than assumptions
• Improved employee experience, leading to higher satisfaction and commitment
• Cost savings by reducing turnover and optimizing hiring processes

Incorporating HR metrics and analytics into workforce management is no longer optional — it is a strategic necessity. Businesses that harness the power of HR data will gain a competitive edge by fostering a resilient, engaged, and high-performing workforce.

Why HR metrics should align with organizational objectives

For HR metrics to be truly impactful, they must align with an organization’s broader business goals. When HR analytics are directly connected to company objectives, they provide actionable insights that drive workforce strategies, enhance productivity, and contribute to overall business success.

1. Ensuring HR efforts support business growth

HR functions — such as talent acquisition, employee engagement, and retention — should not operate in isolation. Instead, they must be tied to key business outcomes, such as:

• Increasing revenue and profitability
• Enhancing customer satisfaction
• Driving innovation and efficiency
• Strengthening brand reputation

For example, if a company aims to expand into new markets, HR can track workforce readiness metrics like skill gaps, training effectiveness, and internal mobility to ensure employees are equipped for expansion.

2. Driving data-backed decision-making

When HR metrics align with organizational goals, leaders can make evidence-based workforce decisions rather than relying on assumptions. Consider these scenarios:

• If productivity is a business priority, HR should track metrics like absenteeism, employee performance, and training impact to optimize workforce efficiency
• If a company is struggling with high customer churn, HR can assess employee engagement and service quality scores to determine if better training or incentives are needed

3. Improving employee engagement and performance

Employees are more engaged when they see that HR policies and initiatives directly support company success. Aligning HR metrics ensures that:

• Career development plans are linked to business needs.
• Compensation and benefits align with performance and company growth.
• Employee satisfaction is tied to productivity and retention.

Example scenario: A rapidly growing tech company notices a decline in employee engagement scores, particularly in career growth and compensation satisfaction. To address this, HR aligns key metrics with company success goals:

1.    Career development plans linked to business deeds

HR data insight: Employee surveys show that in their roles.

Solution: HR implements a career development framework with clear skill milestones and internal promotion paths.

Result: Employees see an increase in promotions, leading to higher engagement and business innovation.

2.    Compensation and benefits aligned with performance & growth

HR data insight: High-performing employees in the sales department report dissatisfaction with outdated bonus structures.

Solution: HR introduces a performance-based incentive system tied to revenue goals.

Result: Sales teams exceed targets, and employee satisfaction rises due to fair, transparent compensation.

3.    Employee satisfaction linked to productivity & retention

• HR data insight: Data shows that teams with higher engagement scores have lower absenteeism and higher productivity.
• Solution: HR refines policies by offering flexible work schedules, wellness programs, and leadership training.
• Result: Employee retention improves, and overall productivity increases, contributing to business success.

4. Strengthening workforce planning and agility

In a rapidly changing business landscape, HR needs to be proactive rather than reactive. Aligned HR metrics help companies:

Anticipate talent shortages before they impact operations.
Adjust workforce strategies to meet shifting business demands.
Enhance succession planning to ensure leadership continuity.

For instance, if a tech company’s objective is to innovate faster, HR can monitor time-to-hire, internal mobility, and upskilling metrics to ensure the right talent is in place.

5. Measuring the ROI of HR initiatives

HR must demonstrate tangible value to leadership. Aligning metrics with business goals allows HR teams to show:

How retention efforts reduce hiring costs and improve performance.
How leadership training increases productivity and innovation.
How employee engagement correlates with revenue growth.

By making a clear connection between HR initiatives and bottom-line impact, HR gains credibility as a strategic business partner.

HR metrics should not exist in isolation — leaders must intentionally design them to support and drive organizational objectives. When aligned effectively, HR analytics become a powerful tool that helps businesses enhance performance, increase employee engagement, and achieve long-term success.

Empowering HR with data-driven insights for workplace success

A by the Society for Human Resource Management (SHRM) found that 94% of business leaders believe people analytics elevates the HR profession. Additionally, 71% of HR executives using people analytics consider it essential to their organization's HR strategy. The study emphasizes that leveraging data can lead to more effective decision-making, improved employee experiences, and a positive impact on the bottom line.

In today’s evolving workplace, HR professionals must move beyond intuition and embrace data-driven decision-making to create a thriving, high-performing workforce. By integrating workforce analytics into daily operations, HR teams can proactively address challenges, optimize employee experience, and drive long-term business success.

When HR professionals leverage real-time workforce data, they gain:
Deeper insights into employee engagement and satisfaction.

Better workforce planning through predictive analytics.

Stronger retention strategies based on turnover trends.

More effective leadership and performance management.

Measuring workplace success with employee surveys

A crucial tool in any data-driven HR strategy is employee engagement surveys – a powerful method to gather actionable feedback, assess culture, and refine policies. Platforms like Great Place To Work’s Trust Index Survey provide organizations with valuable insights into workplace strengths and improvement areas, helping HR teams build a more engaged and productive workforce.

The valuable insights organizations gain into their workplace strengths and opportunities for improvement help HR teams build a more engaged and productive workforce.

Elevate HR with data-driven strategies

For HR professionals, embracing data-backed decision-making is no longer optional — it’s essential. By embedding employee feedback, workforce analytics, and forward-looking strategies into everyday operations, HR teams can create a workplace that not only attracts top talent but also nurtures long-term success.

Start measuring HR metrics that matter with our Trust Index Survey.

Having a listening strategy is an essential part of creating a positive employee experience. Leaders need to be able to hear employees’ feedback and respond to their needs to build a company culture where employees feel valued and find purpose in their work.

Employee survey questions are one of the most powerful tools in any listening strategy because they can:

• Provide quantitative data that can guide action planning
• Uncover inconsistencies in experience between different groups of employees
• Enable organizations to objectively compare their employee experience to the experience at other organizations

How well your employee engagement survey questions do these things will depend on the quality of the questions you ask. Great Place To Work survey questions give you a detailed picture of the employee experience in your organization. 

The problem with survey questions that only measure employee satisfaction

Employee satisfaction surveys focused solely on benefits like PTO may miss deeper issues, such as burnout, that impact overall employee experience. Strategic employee satisfaction survey questions lead to improved morale, increased innovation, and higher productivity.

For example, a company may want to know if employees are satisfied with their compensation and benefits, or if they have issues with their manager.

Some companies also use to try to measure employee engagement, or the extent to which employees feel motivated and excited by their work.

Both employee satisfaction and employee engagement are important. The most insightful surveys, however, are those measuring employee experience: a holistic view that closely links satisfaction and engagement.

For example, an employee might be satisfied with their allotted paid time off (PTO), but still struggle with work-life balance. Why? Because their manager expects them to be reachable even when they’re supposedly offline. This practice usually leads to burnout.

A survey that only measures whether employees are satisfied with their PTO benefits would miss this burnout – the bigger issue – because employees would only report PTO satisfaction.

However, a survey that simply measures employee burnout might misinterpret the problem and companies would not realize additional time off won’t solve it.

It’s only through a comprehensive GPTW trust index survey that we can see the full picture, address the root cause, and achieve the right solution.

Remote Work and Flexibility
Remote work is quickly becoming a new norm. This shift has introduced new challenges and opportunities in maintaining employee satisfaction.

It might be beneficial to explore “How satisfied are you with the company’s remote work policies?” or “Do you feel you have the flexibility you need in your work schedule?”. GPTW trust index survey questions take these aspects into account.

Mental Health Awareness
There is a growing trend of companies paying more attention to their employees’ mental health. This is especially important given the increased levels of stress and anxiety many people are experiencing.

GPTW trust index survey questions acknowledge issues such as “Do you feel your workload is manageable?” or “Do you feel comfortable discussing mental health with your manager?”.

Career Development Opportunities
With the changing job market, employees are increasingly looking for opportunities for growth and development within their current roles.

might include “Do you feel there are sufficient opportunities for professional growth in your role?” or “Are you satisfied with the learning and development resources provided by the company?”.

Rather than viewing employees’ relationship with management as a binary “satisfied/dissatisfied,” an employee experience survey seeks to understand the level of trust that employees have in their company leaders, including during a crisis.

An effective survey strives to understand how management’s leadership style impacts employees’ perceptions of fairness, or whether certain practices are undermining employee well-being. Leaders must be able to demonstrate consistent credibility, respect, and fairness to earn – and sustain – their employees’ trust.

5 questions to Ask in an Employee Experience Survey

1. Does management try to connect with employees on a personal level?

When it comes to employee experience, it’s essential that you build a high-trust relationship between management and employees. Trust, however, is a deeply personal feeling – it’s nearly impossible to earn someone’s trust without establishing a personal relationship of some kind.

The first step in building that relationship is for management to show that they care about their employees as people, not just what they’re able to bring to the table from a professional standpoint. Answers to this question reveal the quality of your employee-management relationships.

2. Does management recognize outstanding work or effort?

This question measures two critical pieces of a high-trust relationship between management and employees:

• How much management shows employee recognition in a way that resonates with employees (essential for making employees feel valued, appreciated, and cared for).
• How much management is perceived as impartial: Is the recognition tied to the work people do, or do certain people get recognition more easily?

3. Does management listen to employees’ ideas?

It’s difficult to trust someone if you don’t feel that they trust you, so management should constantly seek out opportunities to make employees feel trusted. One great way to do that is to listen and respond to employees’ ideas – it shows that managers respect and value what their people think and feel.

Encouraging managers to be receptive to employees’ ideas also makes employees more comfortable sharing feedback about their experience at work. This gives you more valuable information that you can use to further improve your employee experience.

It’s difficult to trust someone if you don’t feel that they trust you, so management should constantly seek out opportunities to make employees feel trusted

4. Are people treated the same regardless of their background or personal characteristics?

When measuring employee experience, it’s essential to not only look at the big picture but also understand that different groups of people may have very different experiences at the same workplace.

Questions like this one help measure how employees feel aboutdiversity, equity, inclusion, and belonging(DEIB) within their workplace, and can point leaders in the right direction as they expand their DEIB efforts.

It’s especially useful to break out the results to DEIB-related questions by demographic group (for example, by gender) so that you can identify and analyze any differences in experience across groups.

5. Is it a psychologically healthy workplace?

Employees need to feelpsychologically and emotionally safe to have a positive experience at work. Measuring these forms of safety is an important function of an effective employee experience survey.

If a company is doing everything else right, butemployees feel burnt out, feel trapped in atoxic culture, feel uncertainty or feel they can’t get the support they need, it can severely impact the overall employee experience.

On the flip side, when employees do feel psychologically healthy, they’re much more likely to be willing to extendtrust to management, which means other attempts tobuild trust are more likely to succeed.

Launch an employee survey that asks the right questions and helps you improve the employee experience

With the detailed results of GPTW survey questions in hand, leaders can build a better employee experience. What does this look like? It includes managers who fulfill promises and express genuine care; who provide all employees with equal opportunities for growth and recognition; and who strive to be as competent, authentic and honest as possible.

Such efforts naturally lead to happier employees, greater innovation and increased productivity. Employees with deep trust in their company leadership will be less likely to quit and more likely to generate winning ideas.

Great Place To Work® 카지노커뮤니티℧ looks beyond basic employee satisfaction to measure the level of trust between leaders and employees.

Reach out today to see how the GPTW trust index survey can help you attract and retain top talent.

You also know that it's possible to do too much of a good thing. You're justifiably cautious, maybe even fearful, about running too many employee surveys. Maybe you're even considering a new employee survey software to streamline the process and better meet your organization's needs. You've probably had thoughts like these:

• “What if we’re unable to act on the feedback we get?”
• “What if we’re surveying employees too often? Will they stop responding to future surveys?"
• “카지노 커뮤니티 랭킹 people already have a lot on their plates. I don’t want to overburden them by adding an employee survey to their to-do lists.”

These are all valid concerns--but they shouldn't hold you back from running employee surveys. With a little planning, you can gather timely, valuable insights about your workplace without annoying your colleagues.

When to survey employees: 2 questions to ask

There's no one-size-fits-all frequency for conducting surveys. (Sorry.) However, there are two simple questions you can ask that will help you figure out the timing that works for your organization.

What's my goal for this survey?

Before running an employee survey, make sure you know why you're doing it. This will help you ask questions that give you the most useful feedback.

Here are some possible survey objectives:

• Learn how to better support and survey my employees during a crisis
• Get feedback on how to return to in-office work as smoothly as possible
• Gather baseline data so you can track how your company culture changes over time

Will leadership be able to act on the survey results?

Before launching an employee survey, make sure your leadership teams have the bandwidth to act on the survey results in a timely fashion.

For example, if you work for a tax preparation company, you might not want to launch an employee survey at the height of tax season.

If now isn’t the right time of year to run your survey, that's OK! Figure out when would be a better time--and commit to it. Don’t put it off indefinitely.

Survey employees at least once a year

If you aren't gathering feedback at least once a year, you might fail to notice changes in your employee experience. For example, consider what employees have had to deal with just since March:

• Rising economic uncertainty and the cost-of-living crisis
• Adjusting to hybrid work models or returning to offices after extended remote work
• The impact of election results and policy changes on issues like healthcare, labor rights, and climate initiatives
• Ongoing conversations around diversity, equity, and inclusion, alongside the influence of global social movements

That's a lot to process in a year, let alone a quarter.

90% of our customers survey their employees once a year or more. They know that if you go too long between surveys, it's harder to keep up with the changing needs of your people.

One-on-one check-ins are also valuable, but not everyone is comfortable sharing feedback in person. Employee surveys give people a way to express themselves openly, honestly and confidentially. They also give you the data you need to get buy-in for new initiatives.

Advanced listening calls for pulse surveys

Many organizations with advanced listening strategies survey employees more often than once a year. They may collect feedback and data semiannually, quarterly, monthly or even weekly (like Workday's Feedback Friday survey.)

Once you’re comfortable launching an annual survey, gathering feedback and sharing the results with employees, consider surveying more often. But don't just survey for the sake of surveying--it’s important to analyze the survey results and use them to inform your next survey:

1. First, look at the results from your annual survey and identify your main growth opportunities
2. After you've worked through the data, think about launching a pulse survey that focuses on one or two specific growth opportunities

For instance, maybe your survey results show that your tenured employees are having a less positive experience than your new hires. You might follow up with a pulse survey geared specifically towards asking your new hires about their training and onboarding experience. You could also conduct listening sessions with longer-tenured employees to better understand why they’re having a less positive experience.

Here at Great Place To Work®, we take our own Trust Index™ survey once a year and run pulse surveys on an as-need basis:

• 카지노 커뮤니티 랭킹 leadership team rolled out a pulse survey in March to better understand how to support our employees during the pandemic
• We hired about 10 new employees towards the end of 2019, so our leadership team decided to run a pulse survey to gauge how their onboarding experience has been

How often is too often? How to avoid survey fatigue

Survey fatigue only occurs when it becomes clear to employees that leadership doesn’t take their feedback into consideration.

Here are some steps you can take to avoid this feeling:

• Express genuine gratitude for your employees’ participation and feedback
• Facilitate listening sessions to gain more context into your survey results
• Summarize leaderships' key takeaways and commitments to action
• Take action as promised
• Clearly communicate results from new initiatives and programs created as a result of the survey.

Whether you survey once, twice or 20+ times a year, if you develop a careful listening strategy built on employee surveys, you'll gain insight that helps you make more data-driven business decisions, support your people and take impactful strategic action.

Ready to start your pulse survey strategy?

Contact us to learn more about our Trust Index employee survey and how we can help you create survey cadence for your organization.