As organizations increasingly struggle to retain their current workforce as well as hire fast enough to keep up with consumer demand, global research across 11 countries from The Workforce Institute at UKG exposes a troublesome gap between employee voice and employer action that — if left unresolved — can disengage workers, fuel turnover, and hinder business performance.
Not All Employee Voices Heard
The vast majority (86%) of employees feel people at their organization are not heard fairly or equally — and nearly half (47%) say that underrepresented voices remain undervalued by employers. In particular, essential workers, younger workers, non-caregiving employees, and employees who identify with underserved races and ethnicities feel less heard than their workplace counterparts.
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“There is troubling inequity in the feedback loop at organizations across the globe. Despite many employees feeling personally heard by their employer, the majority see significant disparities in which employees are — and not — heard,” said Chris Mullen, Ph.D., SPHR, SHRM-SCP, executive director of The Workforce Institute at UKG. “At a time when organizations are desperately vying to attract and retain top talent, people leaders must first listen and then act upon the voice of the employee in order to sustain long-term business stability and success.”
People Leaders Must Listen to Employees — or Risk Losing Them
Two in three (63%) employees feel their voice has been ignored in some way by their manager or employer, which may have a devastating impact on retention: A third (34%) of employees would rather quit or switch teams than voice their true concerns with management.
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“When employees don’t feel heard or feel their needs aren’t met, they are less likely to maximize their talents and experience at their workplace — and more likely to seek those opportunities elsewhere,” said Dan Schawbel, managing partner at Workplace Intelligence, which surveyed 4,000 employees and people leaders worldwide for the report. “Feeling heard drives a sense of purpose and belonging. By implementing employee feedback, people leaders can create an organizational culture of psychological safety and trust that thrives when its people thrive.”
Feedback Isn’t Just Good for Culture — It’s Good for Business
Employees with very high senses of belonging (95%) and engagement (92%) are significantly more likely to feel heard than those with very low belonging (25%) or engagement (30%). This has a remarkable impact on the bottom line: Organizations are much more likely to perform well financially (88%) when their employees feel heard, engaged, and a sense of belonging.
To dive deeper into the data and learn why investing in the voices of employees should be a strategic business imperative, read The Heard and the Heard-Nots executive report.
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