In today’s dynamic workplace, success is no longer driven solely by leadership decisions—it thrives on collaboration and shared perspectives. Employee feedback serves as a powerful tool to bridge the gap between vision and execution. When leaders truly listen to their teams, they uncover fresh ideas, anticipate challenges, and build a culture of trust.
But effective feedback is more than just an occasional survey or meeting—it’s about creating an environment where employees feel valued and empowered to speak up.
Invaluable insights straight from top industry leaders, including Chief Operating Officers and CEOs, this article will guide you through the importance of gathering employee feedback and how it can drive meaningful change in your organization.
Gaining meaningful employee feedback is the cornerstone of a thriving workplace.
- Implement An Open-Door Policy
- Create Employee Feedback Committees
- Use Pulse Surveys And Town Halls
- Conduct Stay Interviews
- Use A Two-Tier Feedback System
- Conduct Focus Groups
- Utilize Suggestion Boxes And Surveys
- Make Feedback Easy And Casual
- Perform Regular Pulse Checks
- Hold Informal Roundtable Meetings
- Gather Feedback Personally
Dive in and discover how to create a workplace culture where employee voices are not just heard but valued.
Implement An Open-Door Policy
I collect employee feedback by having an open-door policy, where employees can express their needs and complaints 24/7. The approach is one of approachability and openness, helping team members feel comfortable in sharing their thinking without fear of judgment. I have learned that this informal approach often reveals valuable insights or issues you might not get in traditional meetings or surveys.
So to make the open-door policy work, I don’t just say it exists. I model availability in being present, approachable, and responsive. For example, I make time to walk around the office or connect virtually with remote employees, posing open-ended questions such as, “How is everything going for you?” or “Is there anything you need to do your job better?” These casual conversations frequently lead to thoughtful conversations on team dynamics, workload, or new concepts.
I complement the open-door policy with periodic team meetings and one-on-one meetings to ensure that all employees, including those who may not approach me on their own, feel there is an opportunity to speak. In these conversations, I practice active listening by providing them with my undivided attention, validating their thoughts, and asking clarifying questions to better understand their thoughts. It builds trust and demonstrates that their input is important.
A key result of this approach has been to intervene early before problems spiral out of control. For example, a staff member recently expressed anxiety about a new process in a casual conversation. Since I was there to listen to their concerns, we were able to quickly modify the workflow so that we improved both productivity and morale.
As for leaders who want to adopt or strengthen an open-door policy, my advice is to model it and act on feedback. When employees notice a direct outcome in the changes made, they are much more likely to participate in the process. An approachability combined with consistent action leads to a culture of trust and collaboration, simplifying the process of understanding and responding to employee needs.
Maddy Nahigyan, Chief Operating Officer, Ocean Recovery
Create Employee Feedback Committees
One of the best ways I obtain feedback from employees about their needs and concerns is to create Employee Feedback Committees. With this in mind, many organizations have established cross-functional committees made up of employees from a variety of departments and roles. They gather regularly to address workplace matters, share insights, and pass forward suggestions directly to leadership.
A structured approach opens a consistent line for input, and may make employees feel heard and valued. It begins with employees being invited to volunteer or nominate colleagues to serve on the committees. This promotes involvement from those who really care and wish to contribute to the workplace culture. I ensure that the representation is from not just a single part or level of the organization, so that we have a cross-section of experiences and perspectives.
At meetings, committee members share feedback that they’ve collected from their peers, as well as their own observations. We offer a framework to help shape those conversations, including elements such as workplace culture; operational obstacles, opportunities for professional development, and overall job satisfaction. This helps to ensure that whole conversations stay productive.
I try to be open and I try to follow through to make the committees effective. Leadership takes the time to review the feedback submitted and we report to the committee on what suggestions can be implemented, with clear timelines. For instance, if employees express concern about how their workload is divided, we might change the composition of teams or resources to help address it. Providing updates reinforces that their contributions result in action.
Feedback committees not only provide a channel for employee voice in organizations but also improve accountability. Not only does this create trust, but it also builds engagement as employees know that their ideas are actually being considered and acted upon.
For others interested in adopting this approach, I suggest starting small, perhaps with one committee, and scaling if necessary. Feedback committees enable employees to have a voice in shaping the organization and that is one of the top reasons people enjoy their work. Not only does this build trust, but it also enhances engagement by demonstrating to employees that their ideas are heard and acted upon.
Saralyn Cohen, CEO, Able To Change Recovery
Use Pulse Surveys And Town Halls
These are typically a mix of pulse surveys, one-on-ones, and team town halls where I can hear directly from the employees about their needs and concerns. These methods enable me to obtain both quantitative and qualitative insights, which together provide a comprehensive picture of employee sentiment and potential areas for improvement.
I monitor employee sentiment through short, frequent pulse surveys that allow me to chart change over time. These brief polls can indicate immediate concerns or trends so that interventions can happen on time before a crisis erupts. If the survey responses indicate that workload stress is on the rise, I can quickly step in to redistribute work or arrange for supplemental staff. Keep the surveys short and relevant to certain topics, that way, employees feel inclined to participate, not overwhelmed.
Along with surveys, I have frequent one on one meetings as well with team members. These discussions create an environment where employees can voice their opinions and difficulties in a direct manner. I listen intently, I ask open-ended questions and I make sure that the individual knows that they are being heard and supported. This personal approach often reveals more grappling truths that can get lost in a group dynamic or in anonymous surveys.
I implement team discussions in our process, so that there is space for group feedback and to solve together. Providing these kinds of creative conversations creates trust and collaboration because employees see their ideas being discussed and actualized. By using both techniques together, I can gauge employee needs across various dimensions and tailor our approaches accordingly.
Therefore, my recommendation for others is to not treat collecting feedback as a one-off exercise but rather a regular one. Clarify why feedback is being collected and communicate follow-up actions taken based on employee feedback. It communicates to employees that their opinions are valuable and contributes to a culture of accountability and improvement. Tools like pulse surveys, combined with in-person discussions, ensure that you can maintain a space within your organization where team members feel valued and engaged.
Justin McLendon, LCMHC, LCAS & CEO, New Waters Recovery
Conduct Stay Interviews
I primarily use stay interviews to ensure I’m well informed of the needs and concerns of employees. Rather than waiting until employees hand in bad news during an exit interview, stay interviews give me the opportunity for proactive, meaningful discussions while employees are still engaged with the company. They discuss what keeps them there, what drives them nuts, and what might make their lives more productive and fulfilling.
In a stay interview, I ask open-ended questions like “What do you enjoy most about your role?” or “Are there other obstacles that make it difficult for you to do your best work?” You’ll get honest insight into what we are doing right and the areas we need to work on and they will be the best feedback since these are questions commonly asked by employees. These questions will also enhance the trust factor which leads to betterment of any organization. For instance, if a number of employees report feeling overwhelmed by communication channels, we might explore tools or processes to alleviate this friction.
Keep the focus on making stay interviews work for both you and your employee by fostering a safe atmosphere where your employees can open up. I stress that these conversations are about improvement, not criticism, and their suggestions are taken seriously and will be acted on. And to build trust in that feedback process, I follow up by either implementing change or communicating what we are working on to ensure that the feedback was not wasted.
One takeaway I’ve had is that it’s really important to do these interviews one-on-one. In some group settings, however, employees avoid challenging discussions, as they do not want to speak uncomfortable truths in front of coworkers. Furthermore, stay interviews should be continuous, not a one-off project. Conducting routine check-ins helps us keep a pulse on the well-being of our employees and begin to mend an issue once it’s found.
For leaders who want to pursue stay interviews, I’d suggest starting with a simple set of questions, centered on your particular team, where you can then take action based on what you hear from the people to whom you speak. Not only does this process aid in early detection of potential problems but it also builds trust and engagement with employees by demonstrating that their voices are heard. Stay interviews build workplace culture that adapts to the changing needs of employees and supports long-term satisfaction and retention.
Garrett Diamantides, CEO, Southeast Addiction Center
Use A Two-Tier Feedback System
In my transcription company, I’ve implemented a two-tier feedback system. We have structured monthly one-on-ones where transcriptionists can discuss workload challenges and career growth, plus an anonymous suggestion portal for sensitive concerns. Understanding our team’s needs, especially regarding project deadlines and work-life balance, has reduced turnover by 30% and improved project completion rates. This open communication culture helps us stay agile and responsive.
Khurram Suhrwardy, Founder, Caption Easy
Conduct Focus Groups
One way to understand the needs and concerns of employees and obtain feedback from them is by conducting focus groups. A focus group is a method that helps you create a group of your employees that will feel free to share their ideas and opinions about certain topics or challenges in a collaborative space. These sessions offer an opportunity to have a more structured but still conversational discussion to explore what is working well and to identify opportunities for improvement in the organization.
I usually use a mix of various teams, to get rich, different points of view. I also let them know, prior to the session, that their feedback will be appreciated and that I am planning to act on it. When we have the discussion I stress the importance of having a safe environment where everyone can speak their honest feelings. This may involve asking open-ended questions such as, “What challenges are you currently facing in your role?” or “What adjustments might make you feel more supported at work?”
Focus groups are especially useful this way, because they allow patterns and trends to emerge that wouldn’t be apparent through individual feedback. In one meeting alone, employees identified a consistent struggle with inter-team communication as one of their top challenges. This perception inspired us to use meetings and tools between departments that greatly helped to enhance work productivity and boost employee spirits.
At the end of each focus group, I’ll collate the key themes and send them to leadership, of course, without reporting who said what. This guarantees that the feedback actually gets acted upon and not just gathered. When solutions get implemented, I follow up with the team, and show how their input was instrumental in bringing about changes. It is very important to gain the trust of employees and motivate them to share their feedback again.
If there are those who wish to adopt this approach themselves, I would suggest that the groups remain small and focused, making sure that all participants have an opportunity to participate. However, if you actively listen to the results, identify actionable insights, and follow up with meaningful changes, focus groups can be a powerful tool for understanding employee needs and making positive organizational improvements.
Tzvi Heber, CEO & Counselor, Ascendant New York
Utilize Suggestion Boxes And Surveys
I use both formal and informal methods to obtain feedback from employees to meet their quality needs and concerns. Of the many approaches out there, one that has proved particularly successful is the physical and digital suggestion box, a place for employees to submit their thoughts anonymously. This is a low-stakes way for team members to share their ideas or concerns without worrying about being judged. It is a living resource that makes sharing feedback as easy as possible for employees whenever they feel they want to.
Thanks to suggestion boxes, there is a data point for more best-practice insights which I prescribe through employee surveys. They include surveys that assess areas like workplace satisfaction, the effectiveness of communication, and opportunities for professional development. I ensure I also have open-ended questions that enable employees to share thoughtful responses. This data helps to identify trends and focus areas for improvement.
Another important part of my feedback process is one-on-one meetings. They also enable me to see where my team members are at a higher level, how they are adjusting, and what difficulties they face in achieving their goals. I validate these experiences by listening actively and following up with questions to make them feel comfortable enough to share everything they need to.
To promote even more transparency, I hold team discussions or town hall meetings, where employees can voice concerns or share ideas in a group setting. Such sessions not only enhance collaboration but also demonstrate to employees that their insights matter and are incorporated into decision-making processes.
I pay close attention to the feedback I get and focus on implementing actionable items. From the observations, I look for themes and prioritize addressing the most common issues first. Taking the next step, however, requires communicating what was heard in these listening efforts and what will change as a result. It builds trust and shows that their voices really count.
If you would like to improve how you collect employee input, I recommend developing multiple channels for input to accommodate different communication styles. Building a culture of trust and engagement involves not just receiving feedback, but acting on it where appropriate and keeping the lines of communication open.
Ryan Hetrick, CEO, Epiphany Wellness
Make Feedback Easy And Casual
First, make feedback easy and casual; ditch the formal surveys all the time. I’ve found a quick one-on-one chat over coffee or even a short anonymous Google Form works wonders. Show you’re listening by acting on what they share, even if it’s small stuff. That’s how you build trust and get the real insights.
Tom Molnar, Operations Manager, Fit Design
Perform Regular Pulse Checks
One of the best ways to gather feedback is through regular pulse checks. This can be done through tools and systems or in live meetings like 1:1s. Granted, the employees need a safe environment or culture to openly share feedback, which is critical for overall success. Unlike employee engagement surveys, pulse checks are quick, simple, and can still unveil a lot of information. A monthly pulse check can be helpful for organizations going through a lot of change, or quarterly checks can be beneficial for those that are more stable.
Creating something that takes less than 2 minutes to complete can open the door to gathering more information on needs or concerns. However, the key for every business is to remember not to ask for feedback if there are no plans to act on the identified issues. Doing so will only break trust and limit the type or amount of feedback employees will share in the future.
Kelly Loudermilk, Talent Innovator, BuildHR, Inc.
Hold Informal Roundtable Meetings
Informal roundtable meetings between employees and senior management offer a great opportunity to gather feedback. These discussions create a comfortable, open environment where employees can freely share their concerns, helping us address their needs more effectively. We’ve been implementing this practice, and it has been incredibly helpful.
Roberts Haligowski, COO, Big Jerrys Fencing
Gather Feedback Personally
The very best way to gather feedback is PERSONALLY. Every leader should be having live conversations and really listening to the people in their teams. Astute Leaders listen to understand, not to persuade. They listen to explore, not to direct. They listen to make sense, not to explain. They listen to know, not to be known.
Janet du Preez (MSc MOTI), Leadership & Organisational Development Consultant, Engagement Dynamics
Conclusion: Turning Feedback Into Action
Gathering employee feedback is only the first step toward creating a more engaged and motivated workforce. The real impact lies in what you do with that feedback. By actively listening, addressing concerns, and implementing meaningful changes, you demonstrate that every voice matters. This fosters trust, boosts morale, and strengthens your organization from within.
Remember, feedback is a continuous loop—it’s not just about asking questions but also about showing gratitude and following through. With the strategies and insights shared in this article, you’re equipped to build a workplace culture that thrives on openness and collaboration. Now, it’s time to act!
