Employee Surveys, Pre-survey, Survey Design
It’s not the survey itself that wears employees down—it’s the sense that their feedback disappears into a void. When people see that their voices lead to meaningful action, they’re far more likely to stay engaged.
We often hear, “Our employees are experiencing survey fatigue.” And that’s a fair concern—no one wants to overburden their people. But in many cases, it’s not the act of taking the survey that’s the issue. It’s what happens next—or rather, what doesn’t happen.
Sharing your thoughts, sometimes more than once, without seeing any change can be disheartening. Over time, that lack of visible action can quietly erode trust. As Paul Wolcott, president at Great Place To Work® puts it, “Nothing causes people to stop responding to surveys more than a feeling that no one does anything with the feedback.”
The good news? It’s fixable. When employees see that their input leads to progress—big or small—they’re more inclined to keep sharing. The survey becomes a tool for connection, not just collection.
As Paul often says: “No one ever says, ‘I’m glad we didn’t know that sooner,’ or, ‘I’m so glad we caught that late.’ If you’re thinking, ‘This isn’t the right time to survey—there’s just too much going on,’ it might actually be the most important time to connect with your people and find out how they’re doing.”
With the Great Place To Work Trust Index™ Survey, the opportunity isn’t just to gather data—it’s to strengthen your feedback loop and build a culture where people know their voices matter.
Here are five thoughtful steps to help rebuild that connection and ease the fear of survey fatigue:
1. Start with a simple thank you
Your people made time to share what’s working—and what’s not. Acknowledging that effort is a small but powerful way to build trust. As Paul Wolcott says: “Thank them like you would if they had handed you their survey as they walked out of a meeting.” Gratitude reinforces that feedback is valued, not taken for granted.2. Communicate what you’ve heard—and what’s next
After the survey closes, let people know what’s happening behind the scenes. Share what you’re learning, even if you’re still analyzing results. Just knowing there’s movement reassures employees their voices didn’t disappear without acknolwedgement.3. Draw clear lines between feedback and action
One of the most effective ways to avoid survey fatigue is to close the loop. Help employees connect the dots between what they shared and the programs, policies or changes that follow. “What’s most important here is not whether you think you’re acting on the feedback, but whether your people think so,” Paul notes.4. Celebrate progress—both in actions and in the data
Don’t miss the opportunity to acknowledge when things are moving in the right direction. If scores improve in a key area, share that win with employees. It’s a clear signal that their feedback is shaping the culture—and it builds confidence that the organization is listening and improving.The survey becomes a tool for connection, not just collection.
Likewise, celebrate when feedback sparks new initiatives or leads to positive change, no matter how small. These moments help employees see the connection between their voices and the progress being made—keeping the feedback loop alive and healthy.
5. Context is everything
If you’re the person responsible for acting on survey feedback, it’s natural to feel the pressure to get it exactly right before moving forward. But waiting for the perfect response can sometimes mean missing the moment.Feedback is a snapshot in time—what feels urgent today might shift in a few months.
That’s why it’s important to keep listening, even as you’re working through your action plan. Regular pulse checks help you stay connected to what’s happening now, especially if your organization is navigating change.
Maybe you launched your last survey just before a major event—a restructure, an acquisition, or a big win. That moment could make some of the earlier feedback feel less relevant. Waiting a full year risks missing how your people are experiencing the business now.
Keeping context in mind ensures your listening strategy stays timely, responsive, and relevant.
6. Get specific where it matters
Use what you’ve learned to refine future surveys. “Adding custom elements gives you a sharper view into the employee experience—and helps you check if actions you’ve taken are having the impact you expected,” Paul adds.
It’s a thoughtful way to demonstrate you’re listening closely, and evolving based on what matters most to your people.
For example:
- Custom Statement: “I feel supported in balancing my work and caregiving responsibilities.”
— Useful if you’ve recently introduced flexible work policies or want to check in on parents and caregivers. - Custom Demographic: Add a question like “Do you participate in any of our Employee Resource Groups (ERGs)?”
— This lets you analyze feedback through the lens of ERG members to understand their unique experiences.
Custom elements help you connect survey insights to current priorities—and check whether your actions are having the intended impact.
When employees can see that their input leads to progress—whether it’s a new program, a policy shift, or simply being heard—they’re not just willing to participate. They’re eager to.
As Paul Wolcott reminds us, listening—especially during periods of change—is a trust-building act of leadership. “Surveys aren’t just about collecting data—it’s about connecting with your people when they need it most. And that builds trust.”
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