Employee engagement surveys are often used as a quick way to take the temperature of workplace culture and morale.
On paper, they sound like the perfect way to get employee feedback. But in practice, they rarely give you an accurate reading. In fact, they may be doing more harm than good.
It’s not always that the data is wrong or the questions are flawed, although that does happen. The real issue is that surveys only work when they’re part of a larger, ongoing strategy for gathering feedback. And even then, they only add value if leadership is willing to hear the truth ‒and more importantly, act on it.
Let’s take a closer look at some of the reasons engagement surveys miss the mark:
1. Employees don’t believe they’re confidential.
Surveys may say they’re anonymous, but employees still worry that their feedback will get back to their managers and be used against them or taint their next performance review. And in many cases, that fear is valid. When organizations ask for overly specific demographic details, track participation too closely, or reference feedback in one-on-one conversations, it can send the message that responses aren’t truly private. Even small actions like these can chip away at trust. Confidentiality should be non-negotiable.
2. Leaders often don’t like the answers.
Even when feedback is collected honestly and ethically, it can be hard for leaders to hear. It’s tempting to get defensive and explain it away. But feedback isn’t about making leadership feel comfortable, it’s about listening, learning, and changing for the better.
3. Nothing happens after the survey.
This is where so many organizations fall short. They launch a well-intentioned survey, get the results, share a few action items, and then…silence. This only breeds more mistrust, since employees are left wondering if leaders even read their comments or care enough to make changes. Over time, that disengagement grows, not because of the survey itself, but because of the lack of follow-through.
No Response Is a Response
One of the clearest signals of broken trust is when employees don’t respond at all. If participation is low, you’re not just facing survey fatigue, you’re facing something deeper: a lack of psychological safety and a belief that their input doesn’t matter. That’s a sign of real disengagement.
When that happens, it’s time for leadership to lean in and ask, “Why don’t they feel safe enough to speak up?” The first step to solving the problem is acknowledging it.
The Power of a Third Party
If you want honest feedback, you need an objective third party to step in. Bringing in a neutral, external expert signals to employees that their voices will be heard and protected. It doesn’t have to be a costly endeavour either. With the right tools and support, even small organizations can get high-quality, confidential feedback that drives real change.
Beyond just collecting data, a third party can also help you interpret what the feedback actually means, coach your leadership team on how to respond, and develop and deliver a long-term strategy for improvement.
If you’re looking for support, we’re here for you. Get in touch with us to explore your options and start gathering and implementing feedback that has a real impact.
Learn to Spot the Signs Beyond a Survey
If you really want to measure engagement, don’t just ask your people, ask your customers. Disengaged employees don’t just feel frustrated, they show it. Missed deadlines, poor service, and client complaints can all be warning signs of disengagement.
On the flip side, the real indicators of engagement show up in the output. Performance metrics, retention rates, and customer satisfaction are all signs of an engaged team.
Build a Culture of Continuous Feedback and Act on it Immediately
Don’t wait for an annual survey to gather feedback. Check in regularly and encourage managers to create space for real conversations in 1:1s. When feedback is a normal part of the culture, it becomes easier and safer to share.
When you do hear something that needs attention, act on it‒fast. Communicate what you’re doing and why, and connect the dots between employee input and leadership action. A strong post-survey communication plan can help: share key themes, outline your next steps, and keep employees informed about what’s changing, and how.
Real Engagement Starts by Fostering Trust and Transparency
A one-off survey won’t build trust. Consistency will. Real engagement comes from ongoing, transparent communication, not check-the-box questionnaires. Surveys can support your strategy, but they’re just one piece of the puzzle.
Be clear about what you can change, be honest about what you can’t, and most importantly, show your team their voice is heard and that their opinions help drive action. That’s how you really keep people engaged.
