Building a positive company culture is more than a feel-good initiative — it’s a strategic necessity. A culture rooted in trust, transparency, and communication enables employees to feel valued and supported, which drives higher engagement and satisfaction. At ReEmployAbility, employee engagement surveys are more than a formality—they are a vital tool for listening to employees, fostering growth, and making data-driven improvements that strengthen our workplace.
The Power of Asking the Right Questions
The foundation of any successful employee engagement survey lies in asking the right questions. Generic questions do not offer meaningful insights, so we craft our surveys to explore the issues that matter most to employees. Questions should go beyond surface-level satisfaction to uncover deeper insights into workplace dynamics. For example:
- “Do you feel supported by leadership in your career development?”
- “What changes would most improve your work-life balance?”
- “Do you feel like your contributions are recognized and valued?”
By addressing topics like recognition, leadership, communication, professional development and work-life balance, these questions allow employees to reflect on their experiences while providing actionable feedback for leadership.
Anonymous or Not? Respecting Employee Privacy and Encouraging Honest Feedback
One of the most critical decisions when designing a survey is whether it will be anonymous. At ReEmployAbility, we emphasize the importance of anonymity because it creates a safe space for employees to be honest, especially when addressing sensitive topics. Anonymity fosters trust, encouraging employees to share unfiltered opinions without fear of retaliation or judgment.
It’s vital, however, to respect the boundaries of anonymity. Trying to identify “who said what” while enticing, not only violates trust but undermines the entire process. Surveys should never be used to monitor or single out individuals. Instead, they’re an opportunity for employees to express opinions openly and provide feedback that informs positive changes.
As leaders, it’s also important not to take feedback personally. Constructive criticism isn’t an attack on any individual; it’s a chance to address systemic issues or processes that need improvement. Viewing feedback objectively and focusing on solutions helps ensure employees feel heard and valued.
At the same time, patterns of toxicity or behaviors that harm the workplace should be addressed. If recurring feedback signals broader cultural issues or specific behaviors affecting the team, organizations must take holistic, constructive steps—like additional focus groups, team training, or leadership coaching—to resolve the concerns without breaching anonymity.
To create balance, we allow employees to identify themselves if they are comfortable. For those who choose to do so, we make it a priority to thank them and schedule time to discuss any areas of concern they’ve shared. Some of them want that meeting to happen and look forward to the opportunity to have one on one time with leadership. This approach enables employees who want to provide more context or collaborate on solutions to do so while still respecting the anonymity of others.
Transparency and Follow-Up: Turning Feedback into Action
A common pitfall with engagement surveys is that companies collect data but fail to act on it. This inaction erodes trust and discourages future participation. At ReEmployAbility, we take the opposite approach. After every survey, we analyze the results, communicate key findings to employees, and ensure our responses are meaningful and transparent.
Following our annual engagement survey, we host Focus Group meetings in January. These small, 15-person meetings provide a space for employees to discuss survey results in depth, share additional thoughts, and hear directly from leadership. We explain how survey feedback shapes our goals for the upcoming year and how those goals align with our values.
In these meetings, we also address specific employee concerns, such as:
- How pay and performance evaluations are conducted
- Why we’ve chosen not to offer unlimited PTO
- The costs and structure of healthcare plans
- Feasibility of flexible work schedules
These discussions are an opportunity for us to provide employees with insight into our decision-making process. Even when the answer to a suggestion is “no,” we make it a point to explain the reasoning behind the decision. Transparency, even when delivering news, they don’t find favorable, fosters trust and reinforces our commitment to open communication.
Dealing With Negative Feedback
Negative feedback is inevitable, but it’s often the most valuable. Rather than shying away from criticism, we embrace it as an opportunity to learn and grow. Our monthly pulse surveys, which regularly see over 90% participation, allow us to find recurring themes or concerns early and address them before they escalate.
During our monthly company meetings, we openly discuss the feedback we’ve received, focusing on recurring patterns or pressing concerns. Transparency is critical here—employees trust us because we’re honest about what’s working, what’s not, and what we’re doing to address their concerns. Publicly addressing these issues also ends ambiguity and reinforces the message that we value employees’ input.
Addressing the “Low-Hanging Fruit” and the Harder Changes
It’s tempting to focus only on the “low-hanging fruit”—the easiest fixes that provide quick wins. While these changes are important, truly impactful improvements often require tackling the harder, more complex challenges. For example, addressing requests for flexible schedules might require an in-depth analysis of operational needs and financial impacts. Though these decisions take time and effort, addressing them demonstrates genuine commitment to employee well-being.
Building a Culture of Listening and Action
The feedback we receive doesn’t just sit in a report; it drives our company initiatives. Each year, we use survey results to shape our strategic planning, ensuring our goals reflect the needs and priorities of our employees. Whether it’s enhancing communication, improving training opportunities, or refining policies, every decision ties back to feedback employees have shared.
By listening, acting, and following up, we’ve created a culture of trust and continuous improvement at ReEmployAbility. Engagement surveys are more than a tool for feedback—they’re a platform for collaboration and a way to ensure every employee feels valued and heard.
When employees know their voices matter and their feedback drives real change, they’re more likely to feel connected, motivated, and invested in the organization’s success. This is how a positive company culture is built—one survey, one conversation, and one meaningful action at a time.
Great job, Deb!!!