Employees feel able to speak up at work, but many do not see action afterwards, report finds 

Many frontline employees feel psychologically safe to raise concerns at work, but organisations are failing to consistently act on feedback, according to new research examining workplace improvement culture. 

The Forrester Consulting report, The Improvement Paradox, found that 75 per cent of frontline supervisors said they felt psychologically safe to speak up about problems or improvement opportunities.  

However, the research suggests that openness alone is not translating into meaningful operational change. 

While 81 per cent of frontline supervisors said improvement reviews take place, only 63 per cent said they hear what happens to the suggestions they raise.  

The report, commissioned by SafetyCulture, surveyed frontline supervisors and senior decision-makers across sectors including manufacturing, retail, hospitality and logistics in the UK, North America and Australia.  

Researchers found a significant disconnect between leadership perception and frontline experience. 

Although 82 per cent of leaders and 73 per cent of frontline supervisors agreed that improvement should be embedded into daily work, only 39 per cent of frontline supervisors said this actually happens in practice.  

The findings suggest many organisations are creating cultures where employees are encouraged to speak up, but are struggling to build the systems, processes and leadership follow-through needed to turn feedback into action. 

The report identified workload pressure, limited capacity and operational strain as major barriers preventing improvement efforts from becoming part of everyday work.  

Researchers warned that when employees repeatedly raise issues without visible outcomes, engagement and trust can weaken over time. 

Failed improvement initiatives were linked to lower frontline engagement and trust, alongside increased rework, wasted time and operational pressure.  

The report found organisations were most successful when frontline teams were both empowered to act and consistently updated on outcomes. 

“Autonomy without feedback creates hesitation, while feedback without authority limits action,” the report stated.  

The findings have wider implications for workplace wellbeing and psychological safety strategies, particularly as more employers focus on employee voice, listening cultures and mental wellbeing. 

Research from MHFA England has similarly highlighted that psychological safety is not simply about encouraging employees to speak up, but ensuring they feel listened to, supported and confident that concerns will lead to meaningful action. The organisation has warned that trust can quickly erode when employees feel feedback is acknowledged but not acted upon, particularly around workload, stress and workplace culture. 

Together, the findings suggest organisations may need to move beyond awareness-led wellbeing strategies and place greater emphasis on visible leadership response, consistent follow-through and giving frontline teams the time and authority to act on issues raised. 

Researchers concluded that improvement efforts are most effective when embedded into daily work, rather than treated as separate initiatives added on top of existing operational pressures.