Everyone wants to feel listened to and have their perspective considered. Whether it’s in a conversation with friends or fleeting talk in the grocery store, people long to be truly heard and understood. It’s no different in the workplace. Employees want to be heard and feel that they are valued, respected, and understood.

And while leaders may know they need to hear and understand what employees value, doing it effectively can be difficult. In today’s work-from-home or dual remote/in-office scenarios, finding real and meaningful connection brings more than the usual obstacles.

A great motto to embrace this is “Frequent touch, limited questions.” In addition to your annual companywide engagement survey, consider adding “quick touch” individualized engagement surveys to align with individual employee milestones. For example, after their first three months or on their one-year anniversary, send them a warmly worded, brief survey to let them know they are appreciated and to gather their perspective. These natural points can often be when companies typically lose people. Instead, reach out proactively.

The more you survey, the shorter surveys should be. Limit your survey to 10 questions or fewer. Three questions could be: What would make you leave? What would make you stay? What is one thing that we can do to improve your experience? These three questions are the gateway to a very valuable dialogue. If desired, other questions could address what is going on in the organization currently.

Technology can help analyze surveys, too. Most digital surveys include tools to allow leaders to receive the data quickly. This provides full transparency to see participation rates in real time rather than waiting for an organization to come back with the information. Timely data helps leaders solve problems promptly.

Be ready to act on what you hear.

Both the personalized, “quick touch” survey and the anonymous-response engagement survey are tools for gathering frank feedback on an ongoing basis. Following any survey, be sure to share the results with participants. For a companywide engagement survey, share results with a message from the CEO to emphasize that the employees’ feedback is taken seriously.

Employees also want to know of any actions that may be taken as a result of their input. If leaders are not ready to make the changes that employees are calling for, discontent can creep into the organization. So, being ready to adapt and make changes is equally important to building a workplace where employees feel heard.

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