Employee experience surveys are essential tools for understanding how employees feel about their workplace. However, gathering data is only the first step; how you share and act on that information plays a crucial role in fostering trust, improving engagement, and driving meaningful change. The way survey results are communicated can directly impact organizational culture and morale (Landy, & Conte, 2019).

This blog explores the best practices for sharing employee survey results, combining insights from research with practical recommendations to ensure a successful feedback process.

1. Thank Employees for Their Participation.

Before diving into the survey results, it’s important to acknowledge the effort employees made to provide their feedback. Appreciation builds a foundation of goodwill and signals that their input is valued.

Best Practice:

Always begin the conversation by thanking employees for their honesty and time. When employees feel appreciated for their contributions, they are more likely to stay engaged in the feedback process.

Actionable Tip:

In your communications, be specific in your gratitude. For example,

“We appreciate the time you took to share your insights, and we value the honesty of your feedback, which helps us grow as an organization.”

2. Maintain a Positive Tone and Growth Mindset.

Some survey results may reveal difficult truths about the organization. However, the way leaders handle these conversations is critical for maintaining psychological safety. Employees must feel safe to voice concerns without fear of retribution or dismissal.

Best Practice:

Keep a positive tone when presenting survey results, focusing on a growth mindset. Frame challenges as opportunities for improvement, demonstrating that the organization not only accepts but thrives on feedback.

Actionable Tip:

When sharing tough feedback, leaders should emphasize,

“We view this as an opportunity to learn and grow together. Your input allows us to become better, and we’re committed to using this feedback constructively.”

3. Share High-Level Findings While Being Mindful of Subgroups.

High-level findings can help align the entire organization around common themes, while subgroup data can provide more granular insights. However, when sharing results with a broad audience, it’s essential to avoid singling out specific subgroups, as this may lead to feelings of alienation or discomfort.

Best Practice:

Present general findings that everyone can relate to and recognize the existence of subgroup disparities without diving too deeply into specific groups during broad communications. This approach allows for a shared focus while addressing areas of concern later in a more targeted manner.

Actionable Tip:

In your communication, say something like,

“We recognize that there are differences in perspectives among various teams, and we are taking a closer look at those to ensure everyone’s concerns are addressed. Our goal is to create a more unified and inclusive environment.”

4. Focus on Solutions, Not Problems.

Focusing solely on problems can reduce motivation. Instead, the conversation should be forward-looking and centered on solutions (Cameron, Dutton, & Quinn, 2003).

Best Practice:

Shift the narrative from “Why did this happen?” to “How can we solve this?” By moving from problem-focused to solution-focused discussions, you increase engagement and foster a collaborative mindset.

Actionable Tip:

When sharing results, frame challenges as collective opportunities:

“Let’s focus on how we can work together to find solutions and improve.”

5. Create a Continuous Feedback Loop.

For employees to remain engaged in the survey process, they need to see tangible action. One of the biggest drivers of participation in future surveys is the organization’s follow-through on previous feedback. When employees don’t see action after providing feedback, they can become disengaged—a phenomenon often mistaken for “survey fatigue” (Rice, Marlow & Masarech, 2012).

Best Practice:

Keep the feedback loop open. Share your action plan based on the survey results and let employees know how they can continue to provide input as the organization moves forward. Employees are more likely to remain engaged if they see their feedback leading to real change.

Actionable Tip:

In your follow-up communications, emphasize how employees can stay involved:

“We’re committed to making improvements based on your feedback, and we’ll continue to seek your input as we move forward. Please don’t hesitate to share additional insights through [channels such as suggestion boxes or follow-up meetings].”

6. Take Action to Avoid “Lack of Action” Fatigue.

One of the most significant barriers to survey participation is the perception that nothing changes as a result of employee feedback. While “survey fatigue” is often blamed for low participation, some suggest that the real issue is “lack of action” fatigue (Elzinga, 2024; Morgan, 2017). When employees don’t see action from previous surveys, they lose trust in the process and may be less likely to participate in future surveys.

Best Practice:

Prioritize taking visible action. Address key areas of concern identified by the survey and communicate the steps being taken regularly. Employees need to see that their feedback drives real change.

Actionable Tip:

In your communications, acknowledge past issues with inaction if relevant and outline your commitment to change:

“We understand that in the past, there may have been delays in addressing your feedback. This time, we’re committed to turning your insights into real, visible action.”

7. Train Managers to Communicate Results Effectively.

Managers are often the bridge between leadership and employees. It is important to involve managers in the feedback process to ensure employees feel heard and understood (Landy, & Conte, 2019).

Best Practice:

Equip managers with the tools to discuss survey results with their teams. Managers should know how to interpret the results and lead solution-focused discussions that align with the organization’s broader goals.

Actionable Tip:

Provide managers with a communication toolkit that includes talking points, data interpretation guidelines, and strategies for encouraging two-way conversations. This helps ensure a consistent and constructive approach across the organization.

Conclusion: Turning Feedback into Action.

The success of employee experience surveys depends not only on collecting feedback but also on how that feedback is shared and acted upon. By following these best practices—thanking employees, maintaining a growth mindset, sharing high-level findings, focusing on solutions, keeping feedback loops open, and taking visible action—you can build trust, foster engagement, and create a culture of continuous improvement.

Remember, surveys aren’t just about gathering data—they’re about creating a dialogue that leads to action. When employees see their input driving real change, they’re more likely to stay engaged and participate in future surveys.

For more insights and resources on improving employee satisfaction and engagement, visit our Resource Center.