Only half of employees believe feedback will lead to action 

Just 53 per cent of employees believe action will be taken after they provide workplace feedback, according to new research from employee listening specialist People Insight. 

The findings come from People Insight’s new report, The senior leader’s role in employee surveys, which argues that employee feedback must be treated as a core leadership responsibility, not a one-off HR initiative. 

People Insight warns that, while employee surveys remain a common tool for understanding workforce sentiment, responsibility for acting on results is often unclear. Senior leaders may approve surveys but become less involved once the results are published, while HR teams are left managing outcomes without the authority to make key decisions. 

The report argues that this disconnect can undermine trust, reduce future survey participation and limit the impact of employee listening programmes. 

For employers focused on workplace health and wellbeing, the findings highlight a wider challenge. Employee feedback is often used to identify issues such as stress, workload pressures, management practices and workplace culture. However, where employees do not see visible action following surveys, organisations risk weakening trust and engagement at a time when workforce wellbeing remains a strategic priority. 

Tom Debenham, managing director at People Insight, said: “Employees are not expecting everything to change overnight, but they do expect honesty and visible progress. 

“When only 53 per cent of employees believe action will follow a survey, it is a clear signal that something is breaking down. If people repeatedly give feedback and see little change, they will question the value of speaking up. 

“Leadership buy-in has to go beyond approval. It means making decisions, focusing on the right priorities and showing progress over time. The organisations that get this right treat employee feedback as a leadership responsibility, not an HR exercise.” 

The report suggests organisations should focus on clear ownership, visible leadership sponsorship and regular communication about progress, including where change may take longer or where action is not possible. 

People Insight said trust is built not by promising to address every issue raised, but by being transparent about decisions and demonstrating consistent progress over time. 

The report also highlights the importance of senior leaders taking responsibility for priorities, trade-offs and accountability rather than viewing employee listening as a standalone HR activity. 

As organisations continue to invest in employee experience and workplace wellbeing initiatives, the findings suggest that listening alone may no longer be enough. Employees increasingly expect evidence that their feedback is influencing decisions and shaping workplace change.