THE importance of employee engagement cannot be overstated. Companies are often consumed with market trends, customer satisfaction, and profit margins, yet the backbone of any successful organisation — its employees — can sometimes be overlooked.
One of the most powerful, yet underutilised, tools for ensuring that your workforce remains engaged and motivated is the Employee Engagement Survey. Despite its potential, many companies shy away from it, fearing that it will open a Pandora’s Box of issues they are unprepared to address.
However, as we will explore, ignoring these concerns can lead to consequences far more severe than any uncomfortable truth revealed by a survey.
I will use examples from global organisations whose information is in the public domain.
In Zimbabwe it is hard to cite the companies, although many find themselves in similar situations.
Ignoring employee concerns costly
When companies avoid addressing employee concerns, they run the risk of creating an environment where disengagement festers.
This can manifest in various ways, such as decreased productivity, higher absenteeism, and increased turnover rates — all of which can have a significant impact on a company’s bottom line. For instance, consider the case of Wells Fargo.
- The critical need for employee survey
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The banking giant ignored mounting concerns from employees who felt pressured to meet unrealistic sales targets. This oversight eventually led to a massive scandal involving fraudulent accounts, which severely damaged the company’s reputation and cost billions in fines, and lost business. Another notable example is Uber, whose former CEO, Travis Kalanick, famously
disregarded multiple employee complaints about the company’s toxic culture. The eventual fallout from this neglect was disastrous: Uber suffered from public relations nightmares, employee walkouts, and a tarnished brand image.
Kalanick was eventually ousted from the company, demonstrating that even the highest levels of leadership are not immune to the consequences of ignoring employee concerns.
The dangers of ignoring employee concerns are not limited to the tech and finance industries.
In 2019, Boeing faced a major crisis after it became apparent that the company had ignored concerns from engineers and safety inspectors about the design of the 737 Max aircraft.
Internal reports revealed that employees felt immense pressure to meet production deadlines at the expense of safety.
The result was two tragic crashes that led to the deaths of 346 people, the grounding of the 737 Max fleet worldwide, and a significant blow to Boeing’s reputation and finances. Boeing is still suffering from that neglect.
In Europe, Ryanair, one of the continent's largest low-cost airlines, faced a massive backlash in 2018 due to its handling of employee concerns. Pilots and cabin crew complained about poor working conditions, pay disparities, and a lack of job security.
The company’s initial dismissal of these concerns led to widespread strikes, resulting in thousands of flight cancellations, significant revenue losses, and a damaged public image.
In Asia, Samsung faced a public relations crisis when it was revealed that the company had ignored numerous employee concerns about hazardous working conditions in its semiconductor factories.
Over 200 employees developed serious illnesses, including cancer, as a result of prolonged exposure to toxic chemicals.
The company's reluctance to address these issues led to a decade-long battle with advocacy groups, legal disputes, and a substantial loss of trust among both employees and the public.
These examples highlight a universal truth: ignoring employee concerns can lead to severe consequences, from financial losses to irreparable damage to a company’s reputation.
Leaders who fail to listen to their employees risk the very future of their business. The cost of inaction is often far greater than the challenges of addressing issues head-on.
A strategic imperative Progressive organisations recognise that Employee Engagement Surveys are not just about collecting feedback — they are strategic tools that can drive significant organisational change.
When conducted regularly, these surveys provide invaluable
insights into the workforce's mood, concerns, and aspirations. They serve as a barometer for organisational health, enabling leaders to take proactive measures before minor issues escalate into major problems.
Take Microsoft, for example. Under the leadership of CEO Satya Nadella, the company has transformed its culture by actively seeking employee feedback and making necessary adjustments.
Nadella’s commitment to creating an inclusive and transparent workplace has been a cornerstone of Microsoft’s resurgence.
The company’s Employee Engagement Surveys have played a crucial role in this process, helping to identify areas of improvement and track progress over time. The result?
A more engaged workforce, higher innovation rates, and a renewed competitive edge in the tech industry.
Feedback into action
The true value of Employee Engagement Surveys lies not just in gathering data but in
acting upon it. Companies that excel in this area view the survey process as the
beginning of a dialogue, not the end.
They analyse the feedback, identify trends, and, most importantly, implement changes that address employee concerns. Consider the case of Adobe.
The company shifted from annual performance reviews to regular “check-ins” after employee feedback revealed that the traditional system was demotivating and ineffective.
This change, informed by the insights gathered from employee surveys, resulted in a more agile and responsive performance management system.
Adobe’s employees are now more engaged and aligned with the company’s goals, contributing to its ongoing success in a highly competitive market.
Similarly, Southwest Airlines has long been lauded for its strong corporate culture, which is heavily influenced by employee feedback.
The airline conducts regular surveys and town hall meetings to ensure that employees feel heard and valued.
By addressing concerns and making continuous improvements, Southwest has maintained its position as one of the most admired companies in the industry, with a highly motivated workforce that directly contributes to its profitability and customer satisfaction.
Fear of uncomfortable truths
It is natural for leaders to feel apprehensive about what an Employee Engagement Survey might reveal.
The prospect of uncovering deep-seated dissatisfaction or systemic issues can be daunting.
However, the alternative — continuing in ignorance — can lead to far more damaging outcomes.
The examples of Wells Fargo, Uber, and other companies that ignored employee concerns serve as cautionary tales.
On the other hand, those like Microsoft, Adobe, and Southwest Airlines illustrate the tremendous benefits of facing these challenges head-on.
Conducting regular Employee Engagement Surveys is a sign of strength, not weakness.
It demonstrates a commitment to transparency and a willingness to listen, learn, and evolve.
When employees see that their feedback leads to real change, they are more likely to feel valued and engaged, creating a positive feedback loop that benefits the entire organisation.
Way forward
Imagine a workplace where every voice is heard, every concern is addressed, and every team member feels valued and engaged.
This is not just a utopian vision — it is the reality for businesses that prioritise employee engagement.
The outcomes speak for themselves: higher productivity, improved morale, reduced turnover, and ultimately, a stronger bottom line.
Do not let the fear of uncomfortable truths hold your business back.
Embrace the power of Employee Engagement Surveys and turn challenges into opportunities for growth and success.
By committing to regular surveys and, crucially, to acting on the feedback you receive, you can transform your workplace into an environment where everyone thrives.
If you are ready to take the first step toward a more engaged and productive workforce, consider implementing an Employee Engagement Survey today.
The insights you gain could be the key to unlocking your organisation’s full potential.
Nguwi is an occupational psychologist, data scientist, speaker and managing consultant at Industrial Psychology Consultants (Pvt) Ltd, a management and human resources consulting firm. — https://www.thehumancapitalhub.com or e-mail: mnguwi@ipcconsultants.com.
