Feedback is core to functioning in personal and professional environments. Modern workplaces have multiple avenues for receiving feedback, from customers on social media to vendors on WhatsApp groups. However, one crucial source is often lacking: the opinions and suggestions of employees.
In 2024, a SurveyMonkey poll found that 80% of HR professionals find honest employee feedback lacking. Around 40% of workers report feeling uncomfortable sharing feedback with HR. This situation is worrisome since the human relations team must identify the organization’s strengths and weaknesses to work optimally.
Let’s discuss the stubborn barriers that could keep your workers from sharing feedback and how to rectify the situation.
#1 Employee Surveys That Are Purely Decorative
Many organizations conduct surveys to elicit employee opinions/feelings about their jobs and the company. These surveys usually ask the workforce to rate their job satisfaction and share areas of improvement for the firm. However, many companies treat these questionnaires ceremonially with no follow-ups or corresponding action.
HR Dive reports that many companies proactively gather emplyee feedback, but few follow through due to existing workloads. Many HR teams have umpteen items on their lists. Acting on collected suggestions becomes less urgent when maintaining efficiencies is paramount.
Over time, employees feel that the effort to share suggestions is pointless. It starts seeming like another thankless chore that won’t change anything. You cannot expect to get meaningful feedback in such an environment.
As a business leader, you must follow up on employee surveys and track repeating themes. For example, the absence of a recreation room may be a frequent complaint. You can consider integrating it into the company’s remodeling plans.
Also, consider restructuring your performance reviews to expand them into opportunities for mutual growth. The Conversation notes how online performance appraisals have become popular after COVID-19 changed how we work.
While virtual interactions allow flexibility, some workers may find them less participatory. This perception inhibits discussions around new training opportunities or broader company goals.
Enterprise owners should help their teams warm up to newer modes of communication for appraisals and daily interactions. Some employees may need additional support for online feedback sessions to manage time and presentation.
#2 Fear of Negative Retaliation
Another prime cause of employee hesitation in sharing feedback is a fear of adverse action. What if management construes the comment as offensive or threatening and chooses to fire employees? Few employees would dare take such a risk in a volatile economic environment.
Historically, many whistleblowers have faced severe repercussions. Edward Snowden’s case may be extreme, but exposing any suspicious or problematic activities in one’s place of work has always been challenging. Few organizations view these criticisms as a call for corrective action, choosing aggression instead.
While responding to whistleblower complaints, enterprises must reiterate that the concerns will receive due investigation and action. The leadership must reinforce this message in official communication to encourage more employees to step forward without apprehension. The messaging must reinforce that the employee’s confidentiality and security are of utmost concern.
Further, the enterprise must prioritize, focusing on employee safety and federal violations first. Conn Maciel Carey LLP recommends learning about laws like the Occupational Safety and Health Act and the Dodd-Frank Act. At the same time, employers must guard against false allegations and take prompt action against parties that propagate them.
The bottom line is that your employees must know genuine employee feedback is welcome and will not draw unfair treatment.
#3 A Problematic Organizational Culture
A culture that does not offer mutual respect to employees and inhibits motivation also limits employee feedback. Unfortunately, organizational culture can take years to build – or change. It affects existing employees and fresh recruits, impacting how the world views your organization.
Suppose regular brainstorming sessions to generate new ideas are a part of your company’s growth strategy. However, many employees don’t share their thoughts during these sessions. One mustn’t assume this stems from incompetence. It could be a manifestation of low motivation (why bother?) and a perceived lack of respect from the listener (they will dismiss my ideas anyway).
Changing the culture at work is time-consuming but rewarding. McKinsey recommends a few power moves for cultural change to get quicker results. For example, business leaders should focus on highly personal qualities to allow people to unleash their creative sides.
The rise of Gen AI has made such cultural transformation possible by freeing up the time previously consumed by repetitive tasks. Working on things beyond their regular roles can also stir up motivation and engagement in the staff.
The first step to change is identifying the barriers to a healthy, communicative environment in your company. Whether you commit to quarterly surveys or town hall meetings, the central focus must be making your team members feel heard and understood.
So, how do you plan to ramp up your employee feedback program this year?
