If we are to build truly engaging workplaces, creating meaningful feedback channels for every employee is essential. We have to listen to our people.
At a recent event I was speaking at someone asked for ideas that went beyond the suggestion box for employee feedback so I thought it was a good time to talk about some of the challenges with traditional methods, the importance of listening and different ways you can do that for employees who are office-based, remote or deskless.
When you’re trying to understand what your employees really think and feel, collecting generic suggestions through a box on the wall or a basic digital form simply doesn’t cut it anymore. Surveys have a place, but using them alone won’t be enough to get to the bottom of the root cause of anything.
Why traditional suggestion boxes fall short
It’s largely because they’re passive and disconnected from action. We know that employees quickly disengage from feedback systems when they don’t see tangible outcomes from their input.
For years there has been lots of chat around survey fatigue (a lack of motivation to participate in assessments) but this is linked to the lack of action that often follows.
This happens because the context for the feedback is missing, no one has thought about the process that follows, and the employee-organisation exchange stops at this simple two-way point.
We don’t provide context for the feedback we’re looking for – When employees don’t understand the reason or purpose of giving feedback, they either submit vague, unhelpful suggestions or don’t bother at all. Without guidance on what kind of input would be most valuable, suggestion boxes become a repository for complaints rather than constructive ideas.
There’s often no clear process for reviewing and implementing ideas – Many organisations collect feedback but have no systematic way to evaluate, respond to, or implement the suggestions. This lack of process means good ideas get lost and employees never learn what happened to their input.
They offer no opportunity for dialogue – A suggestion box or a survey is a one-way communication tool that misses the richness that comes from conversation. The most valuable insights often emerge through discussion, clarification, and building on initial ideas – none of which can happen with a traditional suggestion box method.
Why meaningful listening matters
Creating effective feedback channels is essential for building trust and engagement in your organisation. Without it, employees feel unheard and undervalued, leading to disengagement and higher turnover.
Dr Kevin Ruck, Mike Pounsford and Howard Krais wrote the book on the listening organisation. They talk about four listening skills that are needed to make sure listening is happening:
- Compassion
- Openness
- Responsiveness
- Empathy
All of these link back to my own work on what it takes to be a credible leader that people will follow too.
When we actively listen to our people, it shows a genuine commitment to follow through on what we learn. As a quick tip to show you’re actively listening, non-verbal cues like head nodding can help but to really show the skill, play back what you heard from the person you’re listening to so that you can make sure you understand them.
Listening is all about understanding, not responding.
What happens when feedback systems fail
Inadequate feedback channels lead to all sorts of organisational problems:
- Disengagement and cynicism
- Blindness to emerging issues
- Missed opportunities for innovation
- Knowledge silos
- Declining employee satisfaction
How you design feedback systems significantly impacts psychological safety and employee engagement across your organisation. The how has to align to your values and culture.
If employees feel their input goes into a black hole, trust will soon disappear. If they witness colleagues’ suggestions being ignored or dismissed, it sends a signal that speaking up isn’t really valued here which, in turn, feels like the organisation doesn’t care about them.
Trying to dismiss poor feedback systems with “people can always email their manager” or “we have an annual survey” misses the fundamental reality that effective listening requires deliberate design and consistent follow-through.
Different ways to listen to different employee groups
I get asked about listening and feedback with different employee groups a lot, especially because of my research into communicating with deskless workers. Here are some options to consider for those based in offices, those who are desk-based and remote, those frontline or deskless folks:
For office-based employees
Regular pulse surveys with specific themes – Instead of general suggestion gathering, run brief, focused surveys on specific topics. Share results quickly and outline actions that will be taken based on the feedback.
Facilitated listening sessions – Host small-group discussions with a trained facilitator (not the direct manager) where employees can discuss specific challenges and potential solutions. The facilitator ensures all voices are heard and captures insights without attribution to individuals.
Management walkabouts with purpose – Structured but informal conversations where leaders ask specific questions based on current priorities. This works best when leaders are trained to ask open questions and are genuinely curious rather than defensive – so one to be mindful of!
Cross-functional improvement teams – Temporary groups formed around specific organisational issues or opportunities, bringing together employees from different departments. These teams are given the autonomy to research and recommend solutions.
For remote workers
Virtual office hours – Regular, scheduled time slots where leaders at various levels make themselves available for 1:1 or small group video chats. Employees can book 15-minute slots to share ideas or concerns directly.
Digital collaboration boards – Dedicated spaces on collaboration platforms where employees can post, discuss, and vote on ideas. Consider tools that allow for visual collaboration around specific challenges.
Peer-to-peer feedback channels – Create channels within digital platforms dedicated to sharing ideas and best practices. These can be organised by topic and moderated by rotating employee volunteers.
Video diary submissions – Invite employees to submit brief video responses to specific questions about their experience or ideas for improvement. This personal format often captures nuances that written feedback misses.
For deskless workers
Mobile-friendly feedback apps – Deploy simple, accessible tools that frontline workers can use from their own devices during breaks. Focus on making the experience quick and friction-free.
Shift huddles with feedback focus – Dedicate the first or last five minutes of shift huddles to a specific feedback question. Capture input on a shared board or digital tool with clear ownership for follow-up.
Peer representatives – Establish a rotating system of peer representatives who gather feedback from their colleagues and bring it to regular meetings with management. This works well when representatives receive training and protected time for this responsibility and can often be linked to union reps.
Voice memo stations – Set up simple recording stations in break areas where employees can leave brief voice messages about their ideas. This is particularly useful for employees who may not be comfortable with written feedback.
Making feedback meaningful across all groups
Regardless of which methods you choose, there are some universal principles that make feedback systems work:
Close the loop consistently – Always report back on what was heard and what will happen as a result. Even when you can’t act on feedback, explaining why builds trust.
Make response times clear – Set and communicate expectations about when people will hear back on their input. Delayed responses significantly reduce engagement.
Recognise contribution – Acknowledge and celebrate those who provide valuable feedback, while respecting anonymity when requested.
Mix anonymous and attributed channels – Some topics require the safety of anonymity, while others benefit from direct conversation.
Train leaders at all levels – Effective listening is a skill that requires development. Invest in training for managers on how to solicit feedback and follow through appropriately.
There has to be genuine interest in employee perspectives for a healthy culture to thrive. If feedback activities feel like empty gestures with no impact on decision-making, there is little point in trying to build engagement at all.
Review your current feedback channels – make sure that you’re not clinging to outdated methods because ‘that’s the way we’ve always done it’ and explore how, together, you can create systems that truly capture the wisdom that exists at every level of your organisation.
If you’d like some help to review your channels, listening skills or survey strategy drop our team a message at info@redefiningcomms.com
