Getting people to provide thoughtful, constructive feedback on employee surveys can sometimes feel like pulling teeth.
You ask the questions, hoping for golden insights – but instead, you get vague complaints or radio silence.
Sound familiar? You’re not alone.
Many HR managers struggle with turning employee surveys into a source of actionable ideas.
But here’s the good news – it doesn’t have to be this way!
With a few practical changes to the way you run surveys – you can encourage employees to give feedback that sparks meaningful change.
These aren’t your typical “just explain the importance of feedback and clear set expectations” suggestions – we’re giving you tips you can start using today that actually work, based on case studies with Stribe customers.
Most employees don’t give actionable feedback because they don’t believe they’ll be heard, or that their opinions make a difference.
So it’s up to you to show them what’s possible – and that you’re committed to listening.
Share previous stories about how employee feedback changed something tangible for the better.
For example, “Last year, you told us you wanted more flexible working hours. We introduced hybrid working as a result. Let us know what we can do better next.”
It will show your employees that even small ideas matter and can lead to big changes.
People love a bit of competition.
So you could get creative and try gamifying your surveys to add a bit of fun and incentive.
Create team-based challenges like:
While employee surveys should be taken seriously, these kinds of challenges add an element of excitement and makes giving feedback feel like a group effort rather than an individual chore.
Because let’s be real, nobody has all the answers.
Sometimes, the best way to get meaningful feedback is to hold your hands up and say, “We don’t have all the answers – and we need your help…”
When employees see that their insights aren’t just a tick-box activity but genuinely necessary for decision-making, they’re more likely to engage thoughtfully.
Be honest about the areas where you’re stuck and frame surveys as a collaborative effort.
For example: “We’re rethinking our mental health and wellbeing initiatives, but we know there’s no one-size-fits-all solution. What’s working for you? What’s not?”
This approach shifts the conversation from “Give us feedback” to “Help us build something better together.”
Employees appreciate humility – it shows you value their experiences and input as equal contributors, not just workers reporting problems.
Annual surveys can often feel like a chore for everyone involved – and it takes forever to turn feedback into action because of the sheer amount of data you’re working with.
Instead of waiting an entire year to check in, try shorter more focused pulse surveys throughout the year that address specific areas of engagement in the workplace.
Keeping surveys short and specific makes it easier for employees to respond, and it shows them you’re paying attention to what’s going on right now – not just collecting data for a big report that might not lead to any change.
Plus, by tackling feedback in smaller chunks, you can act quickly – building trust and showing employees their input really matters.
Small, regular surveys = big impact!
Constructive criticism is a feedback technique that nourishes growth, identifies areas for improvement and offers actionable insights for positive professional development.
When delivered the right way, constructive criticism can build relationships rather than damage them.
Destructive criticism is a negative and harmful approach to feedback that is delivered unprofessionally, negatively and often with bias.
This type of criticism hinders a situation rather than helps.
The difference between constructive and destructive criticism is in the way the feedback is delivered and ultimately the intentions of the person delivering the feedback.
While constructive criticism focuses on growth and improvement, destructive criticism seeks to tear down.
Constructive criticism focuses strongly on offering specific and actionable suggestions for improvement, whereas destructive criticism dwells on negativity without solutions.
Constructive criticism aims to create a supportive and collaborative environment, while destructive criticism undermines growth, damages relationships, and inhibits positive change.
Constructive criticism and feedback is important in the workplace because it helps people – and the organisation as a whole – understand what’s working well and what needs to improve.
When feedback is shared in a supportive, constructive way, it encourages self-reflection without defensiveness and helps employees feel more confident about how they can grow.
Constructive criticism will help your employees identify areas for improvement and provide guidance on how to enhance their skills and performance. This leads to professional growth and increased competence in their roles.
Providing constructive criticism shows your team members that their work is valued and that their growth is important to the organisation.
Constructive criticism encourages employees to think critically and creatively. By offering constructive feedback you can create an environment that supports innovation and the exploration of new ideas.
When delivered respectfully and with a focus on growth, constructive criticism can strengthen relationships between managers and employees. It builds trust, as employees perceive feedback as genuine support – leading to a positive work environment.
Choosing the right time and place for constructive criticism is essential.
Select a private and neutral setting where you know your colleague will be comfortable, without distractions.
Pick your time wisely – it’s usually not appropriate to deliver constructive criticism in any situation where tension or excitement may already be high.
Vague comments can leave your team members uncertain about the areas needing improvement.
By offering examples and details, you will pinpoint the specific behaviours or issues that require attention, and this will help your colleague in understanding how they can do better moving forward.
Example: Instead of a generic statement like, “Your reports needs improvement,” you can provide focused feedback: “I noticed that the analysis section doesn’t have quite enough supporting data and could benefit from including more recent research findings. I also think the conclusion could be strengthened by providing actionable recommendations based on the findings.”
Objectivity is key when delivering feedback, so it’s important to remind yourself to rely on facts and specific examples.
Avoid making any assumptions and focus on performance rather than personality. Personal biases and opinions aren’t acceptable these settings – remain reasonable and fair to your team member.
Example: Evaluate performance objectively based on established criteria or standards – like a job description or KPIs – ensuring equal treatment and consideration for all individuals involved.
Feedback is a two-way conversation. So, it’s important to encourage participation from your colleague when delivering criticism by asking them their thoughts and feelings.
Ask open-ended questions with the intention to really listen.
Seek elaboration and clarification on the situation – their input and perspective hold significant value during these discussions.
Example: You could ask, “Could you share some of the obstacles you encountered throughout the project?” or “In what ways do you think we could have approached the project differently?”
Providing actionable recommendations and guidance on how to overcome the obstacles your colleague has faced is possibly the most important step.
You can support them in several ways – by providing extra resources, having ongoing meetings, offering additional training and even mentorship.
It also shows to them that you are genuinely interested in their success and willing to assist them in finding a way forward.
Starting out her early career as a journalist, Jade Madeley is an accomplished content writer with 8+ years’ experience across business, personal finance, SaaS, human resources and employee engagement. Working with Stribe, she crafts insightful content that brings complex HR topics to life and drives meaningful action.
