Category: Employee Experience

What Are Employees Really Thinking?

Ever wonder what’s really going through your employees’ minds as they navigate their day-to-day tasks? Spoiler alert: it’s not just about the free coffee or the ping-pong table in the break room. Beneath the surface perks lies a complex mix of motivations, concerns, and sometimes frustrations that, if left unaddressed, can quietly drain morale, productivity, and even retention.

Creating a thriving work environment means more than just keeping things running smoothly on the outside—it’s about understanding and addressing the hidden factors that impact job satisfaction. But how do you get employees to open up about their genuine experiences and pain points without simply scratching the surface? This is where the right questions come in.

In this article, we’ll share eight powerful job satisfaction survey questions designed to uncover insights that standard surveys might miss. Ready to play detective and get to the core of your workplace culture? Let’s begin.

What is a Job Satisfaction Survey?

A Job Satisfaction Survey is like a pulse check for your team, helping companies see how happy and engaged employees are with different parts of their jobs.

These surveys usually cover topics like work-life balance, career growth, compensation, company culture, and how well management communicates. By asking the right questions, organizations get valuable insights into what’s working and where there’s room for improvement.

These surveys are crucial because they uncover employees’ needs, highlight potential issues, and bring hidden concerns to light—things that could impact productivity, morale, and retention. Done right, a job satisfaction survey isn’t just about collecting data; it’s a way to open up communication between employees and management, build a supportive work environment, and encourage growth and job fulfillment.

The Art of Asking the Right Questions

Before we jump into the specific survey questions, let’s take a moment to understand why asking the right questions is so crucial. Crafting a job satisfaction survey isn’t as simple as jotting down the first questions that pop into your mind. It requires carefully selected, strategic questions that encourage employees to provide honest, valuable insights. After all, what’s the point of a survey if it doesn’t deliver actionable feedback?

Why Generic Questions Don’t Cut It

Generic questions tend to yield vague or overly polite responses that don’t reveal much. Asking, “Are you happy at work?” might get a polite “yes,” but that doesn’t really tell you what’s going on under the surface, does it? To get meaningful insights, you need to go beyond the usual surface-level questions and dig a little deeper.

1. How Do You Feel About Your Work-Life Balance?

The Elusive Work-Life Balance

Work-life balance—an idea that often feels as mythical as Bigfoot or unicorns, but is it really? For many employees, juggling personal and professional lives is a constant challenge. By asking this question, you’re not only acknowledging that employees have lives beyond work, but you’re also showing that you care about their well-being.

The Impact on Productivity

Here’s an interesting fact: 72% of workers believe that work-life balance is a crucial factor when choosing a job.

By prioritizing balance, you’re helping to create a healthier, more productive team. So, how does your team feel about their balance?

Case Study: Patagonia’s Balancing Act

Let’s take a leaf out of Patagonia’s book. The outdoor clothing company recognized early on the importance of work-life balance. They offer on-site childcare and flexible working hours, understanding that employees perform better when their personal lives are respected. This approach has led to high employee retention rates and a strong, committed workforce. Not too shabby, right?

2. Do You See Opportunities for Career Growth?

The Climb Up the Corporate Ladder

Let’s be honest—no one wants to stay stuck in a dead-end role. Employees crave opportunities for both personal and professional growth, and they’re motivated by clear paths to advancement. By asking this question, you’re opening the door to discussing their aspirations, potential promotions, training programs, and development opportunities.

Identifying the Roadblocks

Many barriers to career growth aren’t always visible. Maybe mentorship programs are lacking, or key resources aren’t accessible. This question helps you uncover any hidden roadblocks and address them proactively, ensuring your team feels supported and empowered in their career journey. It’s time to find out what’s standing in the way and how you can help them overcome it!

3. How Would You Rate Communication Within the Company?

The Communication Conundrum

Communication is the lifeblood of any organization. Without it, confusion and frustration quickly take over, leading to endless “I thought someone else was handling that” situations. Sound familiar? When communication breaks down, so does teamwork and productivity.

Bridging the Gap

Effective communication isn’t just about relaying information; it’s about ensuring everyone feels informed, understood, and heard. Does information flow smoothly across departments? Are employees’ voices reaching management? These are critical issues to address in your job satisfaction survey to uncover where communication may be falling short and how it can be improved.

4. Are Your Skills Being Utilized Effectively?

The Hidden Gems in Your Team

Imagine hiring a top chef and assigning them to dishwashing duties all day. Ridiculous, right? Yet, many companies unintentionally overlook the full potential of their employees, missing out on valuable skills and expertise.

Unleashing Talent

By asking employees if they feel their skills are being fully utilized, you open the door to discovering hidden talents and potential innovations. You might find team members with capabilities that could drive the company forward or inspire new ideas. Who knows? The next big breakthrough might be just around the corner, waiting to emerge from an untapped skillset in your team.

5. Do You Feel Recognized for Your Contributions?

The Appreciation Equation

Let’s face it—everyone enjoys a little recognition now and then. Acknowledging contributions boosts morale, loyalty, and even productivity. So, are you giving enough kudos to your team?

Beyond Employee of the Month

Recognition doesn’t require a formal program. Sometimes, a simple “Great job on that project!” can make a big difference. By asking this question, you can find out if your team feels valued or if they’re craving more appreciation for their hard work. It’s time to check in and see if they feel truly recognized.

6. What Do You Think About the Company Culture?

Decoding the Company’s DNA

Company culture goes far beyond office perks or dress code policies—it’s the core set of values and behaviors that shape how work gets done. It’s the “vibe” of the workplace and the ethos that drives interactions and decisions.

Aligning Values and Actions

Does the company’s mission and values align with day-to-day operations? When there’s a disconnect between stated values and actual practices, employees can feel disengaged or out of sync. By asking about company culture, you can identify any gaps between intention and reality, helping ensure that the workplace feels authentic and supportive for your team.

7. How Satisfied Are You With Your Compensation and Benefits?

The Compensation Conversation

Money talks—but are you listening? While compensation isn’t the only factor that drives job satisfaction, underpaying employees can lead to resentment, disengagement, and high turnover. This question gives you valuable insight into whether your team feels fairly compensated for their work.

The Perks Factor

Beyond salary, benefits like health insurance, retirement plans, and paid time off play a huge role in overall satisfaction. These perks reflect the company’s commitment to supporting employees’ well-being and future. How competitive and comprehensive are your benefits? Finding out where you stand can help you make adjustments that improve retention and morale.

8. Would You Recommend This Company to a Friend?

The Referral Litmus Test

This question is the ultimate gauge of employee satisfaction. If your team members wouldn’t recommend the company to friends—or even their worst enemy—you’ve got some work to do. Employees’ willingness to refer others speaks volumes about their own satisfaction and loyalty.

The Net Promoter Score (NPS)

Incorporating NPS into your job satisfaction survey provides a straightforward metric of employee loyalty and engagement. High scores signal a positive environment, while low scores can highlight areas in need of improvement.

Case Study: Employee Advocacy at Atlassian

Consider Atlassian, the Australian software company known for products like Jira and Confluence. They included this question in their job satisfaction survey and found room for improvement. By focusing on transparency and employee development, they increased their employee Net Promoter Score significantly over the following year. Talk about a turnaround!

Taking Action on Feedback

Turning Insights into Improvements

You did it! You have successfully collected all that incredible data from your job satisfaction survey. Fantastic! But getting feedback is only the starting line, not the finish. The real trick is to turn those insights into action. Your survey results are like a treasure map — you have it, so what are you going to do with it?

Begin by diving into the responses. Observe patterns or trends. If there are multiple employees saying that they feel overwhelmed from the stress at work and no growth opportunities. That is not just complaints, those are directives showing you the way to the areas that need your attention. Confronting these head-on will radically alter the state of morals and production.

Prioritizing Issues

Let’s be realistic—you can’t fix everything at once. Instead, prioritize the most pressing concerns that are impacting your team’s well-being and affecting business outcomes.

Write down all of the worries you have and rank them based on criteria such as “which is most urgent” and “how many employees are actually impacted by this issue” Does it align with the company goals?

You should come up with a step-by-step action plan that deals mainly with these high-priority areas. This focused strategy will help you utilize your resources most efficiently and demonstrate to employees that their highest priorities are being targeted for action.

Communicating Changes

Transparency is key here. Make sure your employees hear loud and clear that their voices have been listened to. Share the Survey results (Anonymously of course) and what steps you plan to take. This is not merely a way to congratulate yourself, but also establish trust and create an atmosphere where open communication is appreciated.

Hold a company-wide meeting or send out a detailed email update. It’s not about the method, as much as it is about the message“We hear you and we are taking action” Doing so not only increases morale but also provides invested participation in future surveys. Who doesn’t enjoy being heard and seeing their voice makes a difference?

Ready to Uncover Those Hidden Concerns?

And there you have it—eight essential questions to include in your next job satisfaction survey. By asking these, you’re sending a powerful message: “We’re not just collecting answers; we’re genuinely listening and ready to make a difference.”

So, what’s holding you back? Grab that proverbial magnifying glass and start uncovering the insights that will shape a stronger, more engaged team. Happy employees lead to happy customers, and ultimately, to a thriving business. It’s a ripple effect that starts with valuing and addressing the needs of your people.

Remember, a job satisfaction survey is more than just a checklist. It’s a powerful tool for growth and transformation. Use it wisely, and you’ll unleash the full potential of your workforce.

FAQs

1. Why these very eight questions would work to bring out all hidden employee concerns?

These eight questions are so thoughtfully designed for questioning major unknown areas related to job satisfaction. Mainly areas that involve balancing between life and work, career progression, communication with employees, and recognition that influence employee welfare and productivity form a great basis for a survey. Targeted questioning in this respect helps to dig into other important hidden areas where general questions could not get anything out of and provide actionable solutions.

2. How frequently should I run a job satisfaction survey using these questions?

I would suggest running at least one or two job satisfaction surveys per year. This will give you a continuous pulse on employee sentiment and allow you to monitor trends over time. It’s all about consistency, but also taking action based on the feedback received, which shows employees that opinions matter.

3. Action after collecting the job satisfaction questionnaires

Analysis of data on the common themes or the pressing concern issues would ascertain which ones are prioritized first, with regard to their level of influence towards employees’ satisfaction as well as organizational performance. In this case, make and share an action plan that details the concerns that were presented and then follow with a response. Unless what was communicated is addressed, there will be hardly any trust developed as well as future participation from those same employees.

4. What are my protections against survey deception?

Attempt to elicit a candid response from your workers by inquiring of how candid they intend to be; inform employees that it will not be done anonymously so explain to them about your commitment to confidential information related to their candid survey.

Attempt to have that atmosphere when you administer the survey safely and establish some comfort; they will not be retaliatory-benefitted in using candor as a result of being in this comfort zone of work. Show them its worth in encouraging positive action based on the candidness of an individual worker end.

5. Can small businesses benefit from these job satisfaction survey questions?

Absolutely! Small businesses have a lot to learn through the use of these questions. Getting to know the needs and feelings of employees is equally relevant for large and small businesses. For smaller teams, any employee’s satisfaction would matter that much for the whole success and atmosphere of a firm. Improving such a situation might result in improving morale, increasing retention, and having a more solidly knit team.

What were originally just check-ins are now very powerful tools to change workplaces for the better — engagement staff survey have come a long way since their inception. These surveys, when crafted well, reveal employee morale productivity and loyalties towards an organization.

But there is a catch: Only the right questions give you insights that move your needle to action. With that in mind, here are seven questions every company should consider asking their workforce, so that their engagement staff survey doesn’t remain just another mundane paperwork, but becomes an instrument for real change. Ready to learn the secrets? Let’s roll!

“Do You Feel Your Work Has a Purpose?”

Your employees have a need for purpose and when they do find it, your business could strike motivational gold. This is a deep digging question for measuring employee engagement, where it questions the employees if their role is something bigger than themselves? When people feel that their work is meaningful and more than just a paycheck to paycheck, efficiency naturally follows. They bring more of themselves to work with a resulting uptick in productivity. And guess what? They stick around, too.

Example in Action: Patagonia’s Mission-Driven Culture

Take Patagonia, for instance. It is more than an outdoor apparel company; it aims to save the planet. Addressing this mission, Patagonia allows employees to volunteer for social and environmental causes during work hours as well as paid days off.

The result? Employees know they are part of a campaign, not just an organization. In Patagonia´s engagement staff survey, purpose-oriented questions routinely confirms that employees are strongly connected to the company values. And this results in a passionate and motivated workforce.

“How Supported Do You Feel by Your Manager and Peers?”

Support can really make or crush an employee experience. Good managers inspire loyalty and power, but bad ones drive talent out the door. Supported employees are more resilient, adaptable and willing to go that bit mile. Studies show that in the absence of support, employees become uninspired and they can also feel anxious or less productive.

Case Study: HubSpot’s Managerial Support Initiative

With a reputation for being the tech darling known for its office culture, HubSpot didn’t squander it: they did their own employee engagement survey and saw that remote employees felt left in the cold. In order to combat this, HubSpot created a comprehensive manager check-in program where managers are expected regularly connect with their team members regarding goal statuses, challenges they’ve faced and well-being.

The company also offered a wellness allowance that employees can use to buy mental health resources. Measuring employee engagement revealed a 20% increase in individuals who claimed they felt supported, and employee engagement was higher than ever—hubspot’s culture remained intact, carrying their employees through to those testing times of WFH.

“Do You Have the Resources and Tools You Need to Perform Your Job Well?”

Would you try to win a race in that car that was out of gas? It’s frustrating, right? Without the proper software, staffing or even physical equipment this is what employees are going through. This question reveals if your team is being given the tools necessary to succeed. When employees feel that they have the right tools to succeed, the quality of their output goes up drastically.

Case Study: Slack’s Growth Hiccups and Resolution 

In the early days, Slack had its growing pains. As employee numbers and project demands increased, Slack’s team found themselves without the tools to handle communication effectively.

Using the results of engagement staff survey, they were able to identify those bottlenecks and as a result Slack has improved its internal tools and streamlined communication protocols.

The result? A significant surge in project efficiencies, and follow-up surveys showed up to 200% better job satisfaction. Slack learned that removing the roadblocks of frustrated employees, led to higher levels of satisfaction and performance.

“Do You Feel There’s a Fair Opportunity for Career Growth Here?” 

Every one hopes to rise in their career and if employees sense that they are stagnant, they eventually will end up searching for jobs elsewhere. This question is to find out whether your team envisions longevity with you. Employers who actively promote internal mobility and training often experience higher engagement levels. By delivering a straightforward track for advancement, your employees feel invested in your company.

Real-Life Example: Adobe’s Career Development ‘Check-In’ 

The “Check-in” mechanism was a groundbreaker for Adobe and it re-defined career growth within the organization. This was not just a performance review, rather it’s an ongoing conversation between managers and employees regarding what they want to achieve while fine-tuning a development path.

Adobe has these conversations with employees every quarter, discussing goals and challenges as well as development opportunities. Measuring employee engagement through internal and third-party surverys it was revealed that Adobe employees are more satisfied with their career paths and engagement levels are significantly higher than top industry norms. Adobe has shown that investing in employee development is going to keep them committed and fired up.

“How Comfortable Are You Sharing Ideas and Feedback?”

You have to give your team a place (in the form of Slack channels if you are using it internally) where they can truthfully share their thoughts and ideas, without fear. Transparency is also a tool for encouraging innovation and building trust in-house. This is a question aimed at understanding how safe the employee feels psychologically within all edges of work.

Example: Netflix’s ‘Freedom and Responsibility’ Culture 

Feedbacks are both liberating and intimidating at Netflix. Netflix, has a “freedom and responsibility” policy so employees are encouraged to speak up, share new ideas or give candid feedback. Employee engagement survey results has indicated a culture of openness that have been an absolute game changer for Netflix.

This is led into a highly innovative work culture where employees are aware of the importance and value towards their ideas or opinions. Netflix, is yet another disruptor in the industry that benefits from real-time feedback if they face struggles and need to pivot.

“To What Extent Do You Feel Recognized for Your Contributions?”

One of the easiest and most impactful motivators to use in an organization is recognition. Recognition of your employees work improves job satisfaction and reduces turnover. Inquiring into this provides insight as to whether your team feel appreciated, and therefore gives insights of improving recognition practices.

Example: Zappos’ Peer-to-Peer Recognition Program 

Here is an example of a peer-to-peer recognition program that reflects the values and culture at Zappos, the well-known online retailer with top-notch customer service. Workers can nominate one another for awards-aligned with company ideals.

It has fostered a culture of continuous recognition on a very authentic and constant basis, not something limited to traditional reviews. The data from engagement staff survey confirms that Zappos has not seen a decrease in customer service or level of employee loyalty in years. They have built this concrete foundation by making sure its employees feel valued and appreciated.

“Is the Organization Living Up to Its Stated Values?”

Nothing erodes trust faster than a company not carrying through on its values. The employees want to see their leaders/company as a whole living up to the words what they write on office posters or in those yearly handbook. TBH this is a reality check Question — Are you practicing what you’re preaching?

Ben & Jerry’s Example of Social Justice

Ben & Jerry’s is known to be a fun-loving ice cream company, but you cannot overlook the fact they are social activists at its core. Ben & Jerry’s began on a good footing by reflecting on its own values in the way it does business – striving for social initiatives through active involvement of employees.

The values are checked each quarter against employee commitment to them and revised accordingly in programs. Employees deeply resonate with the brand having a purpose beyond profits, and this alignment motivates loyalty and engagement. Ben & Jerry’s lives up to company values which shouts out loud that isn’t just about image—it’s about building a workforce that’s proud to stand by those values. 

Closing the Loop: Why Your Engagement Survey Should Drive Action

Here is the reality: an engagement staff survey that stays in a spreadsheet and collects dust may as well not exist. The real power of these surveys comes in the follow-up — a manager’s action that let the employees know that their feedback isn’t just background noise, but rather they are genuinely appreciated.

This, more than anything else drives up trust amongst employees. When employees have the insights that their engagements are truly paying-off in the company’s long run future participation skyrockets. So how do you take feedback and make it the fuel for your growth?

Let’s break it down.

Prioritize Issues: Surveys always bring out patterns, and highlights areas where employees want to see changes. Grab those top ones and prioritize them — but don’t stop there. Choose Goals That Are Specific and Actionable…For example, if a significant number of employees are experiencing limited growth opportunities, an action involving opening of new internal mobility programs or resources for skill development is advisable. If you act as if employee concerns were important, then that’s what your message to the employees is, it say out loud that: “Your experience counts here”

Communicate the Plan: Transparency Fosters Accountability. Communicate key insights from the survey with all employees Share where key focus areas lie and lay out a specific, realistic action plan. For example, if workplace flexibility emerges as a high priority, communicate how leadership plans to enhance remote work options or flexible hours. It’s all about making your employees a part of the journey — versus handing out just an outline.

Follow Up Consistently: Change must be followed-up. Regular pulse surveys can track progress and keep that all important feedback loop open. Use these mini-surveys to gauge whether initial steps are effective or we need re-calibration. When you follow up, it lets employees know that their voices are a part of an ongoing discussion and not just another check mark on the list.

Building engagement staff survey into your core, you are developing a culture where every voice matters and trust is fostered so that all employees can know they have real value in the organisation.

The result? A team that is more than just present there and they are invested in the company’s mission and vision. In the end it’s not just about measuring employee engagement and collecting data but rather creating a workplace where employees prosper and engagement takes care of itself.

FAQs

Q1: How often should we conduct engagement surveys?

While annual surveys are standard, many companies benefit from more frequent “pulse surveys,” especially if undergoing changes. Quarterly or biannual surveys offer timely insights without overwhelming employees.

Q2: What’s the best way to encourage honest feedback?

Assure employees of anonymity and emphasize that constructive feedback will lead to positive changes. An external survey provider can also ensure that responses remain confidential.

Q3: Should survey questions be multiple-choice, open-ended, or scaled?

A mix is ideal. Scaled questions provide quantitative data, while open-ended questions offer context and depth, particularly for complex issues.

Q4: How long should an engagement survey be?

Surveys shouldn’t take longer than 20-30 minutes. Keep questions focused on critical areas to prevent survey fatigue and ensure accurate responses.

Q5: How soon should results be shared with employees?

Communicate results within a month, outlining key findings and next steps. This demonstrates transparency and commitment to acting on feedback.

Here we are with 1-on-1 meetings—the notorious dread of managers everywhere. Yet, they’re arguably one of the most undervalued tools for building connections and gathering genuine feedback, especially in managing remote teams. Imagine your remote workforce spread across time zones, from coffee shops to home offices, and perhaps even by a pool (hey, who says we can’t dream?). 

Keeping them informed and engaged requires more than shared Google Docs or Slack messages. Real relationships matter, and that’s where recurring, authentic 1-on-1 connections come in.

Before you ask yourself, “How do I even begin writing 1-on-1s for my distributed team?”—take a moment. I’ll guide you through strategies, real-world examples, and best practices so you can craft 1-on-1s that are productive, engaging, and motivational, creating a strong sense of alignment across your team.

Why Are 1-on-1s So Crucial for Remote Teams?

Let’s start with the basics: Why 1-on-1s matter so much for remote teams?Well for those working remotely and missing out on water-cooler conversations and spontaneous desk drop-ins, personal interactions such as 1-on-1s can be a refreshing break from the isolation.

Or, in a more poetic sense: if you’re the head of a virtual team, empathy for your employees means taking steps to ensure that they don’t feel like tiny isolatedislands in the vast digital sea.

Done well, 1–1s can give managers the inside track on their team and where they are at, gauge morale, identify risks before things become an issue and most importantly keeps people engaged.

And for employees? It’s an opportunity to share concerns, ask for help & be heard. Even your quietest employees have a voice but they often need that private, 1-on-1 environment to shine.

The Art of Preparing for a 1-on-1

The answer begins with preparing and learning how to structure effective 1-on-1 meetings. Unlike a casual chat or quick catch-up, writing meaningful 1-on-1s requires thoughtful planning. Start by creating an agenda—but keep it flexible. 

You need enough structure to cover all key points, but enough flexibility to let the conversation flow naturally. One essential tip: decentralize the agenda to include input from your employee. After all, these meetings are as much for them as they are for you.

Some key elements to include:

• Personal Check-in:NOT Casual Conversation Check how they are doing, the work-life balance or if there is something bad happening outside of the office.
• Project Updates:Where they on with the in-hand projects? Road-blocks?
• Career Development:How are the employees progressing in their career? Do they wantlearning or advancement opportunity?

And oh yeah — never forget to ask, “What do you need from me?” As straight forward as it sounds, this fundamental interrogation can breed the kind of insights you never really expect.

Maintaining Engagement in Remote 1-on-1s

Picture this: you’re on a Zoom call, some small square of your employer’s face squinting up from the screen. They are nodding, but the distant look in their eye or lack of expression suggests they are just not there.

Now what? 1-on-1s are one of the most important ways a manager can check in with their direct reports, but they remain awkward over video and if you’re not careful engagement trends down right along your overall remote culture’s. But fear not! There are ways to cut through the screen.

Start with Personal Check-ins

Saying something casual to start off the conversation is a nice way – “Hey! How has your week been? Some craziness happening beyond work? This softens the ‘all business’ feel and creates rapport.

Video On, Always

Well… video fatigue is a thing, however avoiding using any type of videos completely discards engagement out the window. No matter the communications channel, non-verbals are key. Make EVERY 1-on-1 a video (unless there is some reason not to).

Be an Active Listener

Were you checking emails or Slack messages while on that video call? Resist the urge! Nothing beats your undivided attention as the best engagement tool is YOU. Demonstrate presence with more follow-up questions, and reflect on the points made.

Case Study: GitLab’s Radical Transparency

GitLab, one of the most well-known all-remote companies, has gained attention for its radically transparent approach to 1-on-1s and team communication. With over 2,000 remote employees across 65+ countries, GitLab has mastered the art of crafting 1-on-1 meetings that keep their team engaged and connected.

Their secret? They embrace an open culture where even 1-on-1 agendas and notes can be shared across the company. This level of transparency builds trust, and it empowers employees to be open and honest during their 1-on-1s. But GitLab doesn’t stop there.

Their managers follow a rigorous structure for 1-on-1s—combining project discussions, personal check-ins, and growth opportunities, which fosters employee engagement on multiple levels.

For a company like GitLab, these practices don’t just keep people engaged—they ensure that every employee feels a sense of ownership and contribution, no matter where in the world they are working.

Frequency Matters: How Often Should You Hold 1-on-1s?

But one of the most common questions is: How frequently do we even need to hold these 1-on-1s? Well, the answer is…it depends. (Surprise, surprise.)

For entirely remote teams, 1 on 1s hits that sweet spot. Why? because things go quickly in remote, and you always want to be able to reach out with your team members. Weekly might be aggressive for you, instead try biweekly — anything less makes employees feel detached.

But at the same time, analyse if it is becoming a “check-the-box” race. As soon as these meetings become daily like coffee, they are no longer special. Come to each 1-on-1 with an open, fresh mind.

Case Study: Buffer’s Asynchronous Approach to 1-on-1s

Buffer, another remote-first company, has an interesting twist on 1-on-1s. Given their global, fully distributed team, they sometimes use asynchronous 1-on-1s, combining live video calls with written updates. This hybrid approach works particularly well when scheduling across time zones becomes tricky.

At Buffer, managers check in with employees through shared docs or Slack updates during the week, supplementing these with deeper, live conversations as needed. This approach ensures no one feels left out while keeping managers updated on their team’s progress without relying solely on formal, live meetings. Buffer’s strategy highlights the importance of flexibility in structuring 1-on-1s, especially when managing a global team.

Setting Goals and Action Items

So your 1-on-1 went great. What now? Without clearly identified goals or a list of agreed-upon actions to close the meeting, you might as well not even had one. I am not suggesting that you should map out an entire career pathway with a single person in one conversation, but I do expect for each consult to end up at least creating 1–2 distinct action items per employee.

Ask prompting questions like:

• What kind of thoughts you have for the next steps for your project?
• What can I do to help?
• Are there any hurdles you foresee that we should work through together?
• What’s one thing you think could improve your current workflow or project approach?
• How would you define success for this project in the short and long term?
• Is there any specific resource or training you need to reach your goals?
• Who on the team could be a good collaborator or support for this?
• What milestones would you like to set, and how can we track progress together?
• Where do you see yourself heading within the company, and what steps can we take now to support that path?
• What’s one potential obstacle we can proactively address?
• Is there a recent success or learning experience we can build on?

Follow-up is key here. Otherwise, these become action items that fall into a black hole. Follow up at the next 1-on-1 Check-in and see how things have advanced. This level of accountability keeps everyone in the game and promises continued dedication.

Common Pitfalls to Avoid in Remote 1-on-1s

Now, armed with strategies let us discuss what you should not do. After all, a remote 1-on-1 could go terribly wrong if you don’t handle it carefully.

Making It a Status Update

This course should not be just a glorified project update meeting. I mean…I get it, you do have to cover work but if 100% of your conversation is about chores and deadlines then it defeats the purpose.

Talking Too Much

You might get the sense that as a manager, you should be running things. Resist it. A good metric for gauging your success is that if you are talking more than the employee it’s BAD! Asking, listening and allowing them to take the lead for at least 60% of the conversation should be your target!

Forgetting the Personal Touch

Remote work can be isolating, and your employees need that personal touch. Start with those small talks – that first bit is not useless, it builds a solid relationship.

Adapting to Employee Preferences

Tailoring your 1-on-1s to meet each employee’s individual needs can greatly enhance the experience and outcomes of these meetings. Some employees appreciate structure and detailed agendas, while others prefer a more organic, free-flowing conversation. The goal is to find a rhythm and approach that fits each person.

Hot Tip: Just Start by Asking Your Employees! Use your 1-on-1s as a chance to understand their preferences. Ask them directly how they would like to structure these meetings and set shared expectations. You might be surprised by the valuable insights they offer on a process that works better for both of you.

Wrapping Up the 1-on-1

Conclusion

In conclusion, conducting a productive 1-on-1 meeting isn’t rocket science, but it does require thoughtfulness and a touch of empathy—especially in remote teams.

Engage in meaningful conversations, put a face to the name, and maintain consistent 1-on-1s that keep your remote workforce motivated. At the end of the day, it’s not just about what you say in these meetings; it’s about how well you listen.

FAQs

What is the frequency of 1-on-1s for the remote teams?

Biweekly and weekly 1-on-1s are perfect for remote teams as consistency is the key!

How can you structure remote 1-on-1 in the best way?

Always start from scratch! Discuss the project updates, delve into career development, track personal check-ins and conclude with clear action plans for the team. 

Can I use video for the remote 1-on-1s?

Video is inevitable for this strategy! Any sort of communication constructs trust but the formal meeting makes everything personal and more relevant. 

What to do if an employee doesn’t speak much during 1-on-1?

In such a scenario, an open-ended question can help you. Remember, every employee is individual and some need time for speaking up mainly in remote set up. 

How can one make the remote 1-on-1 more engaging?

Always ensure the conversation is personal, hear actively and be present in the conversation to make sure that everything is heard of and valued.

SMART goals. Surely, all of us have heard about them at some time or the other. The equivalent of your business super-food, if you will — all the professionals nodding along and saying ‘Oh yes I get how that is so good’ while quietly thinking to themselves, “But do I really get all the vitamins out?”

You have probably used SMART goals before – Specific, Measurable, Achievable, Relevant, and Time-bound. Clean, succinct, and makes perfect sense. The Catch-22 is that on one hand, companies are establishing goals that would have all these things in place, yet they do not consider the important ingredient of employee experience.

Yes, you read that right. It’s like making a cake without sugar. It might seem like you have everything you could want, but does EVERYONE enjoy it?

However, in addition to the aforementioned benefits, which tend to deliver ‘good’ results we’re going to go further down the rabbit hole of SMART goals and talk about how incorporating employee experience (EX) can take it one step further to become nothing short of an ‘I didn’t know this was possible!’ type transformation for your business. good.

Let’s dive in, shall we?

Why SMART Goals Alone Won’t Cut It

I know what you’re thinking. BUT WAIT…SMART goals have been working this whole time, why fix what ain’t broken right? Sure, they’re effective. The expectations are clearly defined and the steps to success point in a logical structure. But that is the thing, they are not perfect.

You can set the SMARTest goal (specific, measurable, and time-bound) in the world, but if your employees are not motivated, engaged, or happy all your brilliant objectives will end with a formality.

Real Talk Moment: Just think of it. Have you ever attempted to accomplish a goal in fitness, say running a 5k? You had the plan, even maybe a schedule and fancy running shoes However, after a week of back-to-back zoom calls ending at 9 pm, you are wiped out; and suddenly your enthusiasm wanes and Netflix sounds better than that hike.

There is absolutely no difference when an employee’s emotional and physical needs are ignored those goals, as in sight-achievable as they may appear, still equally beyond reach.

Then what is that one missing element? Employee experience. ALIGNING SMART + POSITIVE If you approach your SMART goals with a positive EX in mind, now you are not just setting any goal — You are creating the environment for success to happen, for new possibilities to emerge and true progress and growth. So how could these 2 concepts possibly (and positively ) dance?

A LATENT Architecture Layer: Employee Experience (EX)

What is Employee Experience? Like customer experience, but for your employees instead. Consider every touchpoint with an employee — from the day they saw your job ad, to when they leave (hopefully not too soon). After all, it is their adventure, and every good adventure should have memories.

However, all too frequently companies concentrate only on the outcomes (i.e. achieving those SMART objectives) and don’t take any time to consider the means by which employees are interacting with one another in their place of work… or worse still, because they do not reflect completion vs a failure, are setting themselves up for ultimately having created an unfulfilling work experience. That misstep an employee takes can lead to stress, burnout, and lack of recognition — and your business is left to pick up the pieces.

Besides, hell, who intends on building a crappy company? Yet, the reality is conversely that by not paying attention to EX companies all too frequently end up doing exactly that. Including a stellar EX in your SMART goals is not merely a luxury — it’s a bring-your-own-device (BYOD) business opportunity.

The Symbiotic Relationship Between SMART Goals and EX

This is where shit gets real. Think of your SMART goals as a high-performance sports car. It is stylish, it was designed to win races and it has all the state-of-the-art functions you might ever desire. The trouble is though, that sparkly car ain’t going anywhere without any fuel.

Would you like to know the fuel of this machine? That, in the end, is employee experience (EX). You need it to not only get the car moving but also make sure everything else is running smoothly and will be for years to come.

When companies incorporate EX into the SMART goals framework, they unleash a productive and successful cycle where not only are goals met — but crushed, exceeded, and often in ways that no one expects. Well, how does this mutualistic relationship function? Let’s break it Down Piece by Piece

Specific (S): Naming exactly what should be done is not enough — you also have to consider who must do it. Do your employees have correct tools in hand Do they get adequate emotional and physical support to ensure their success? Specificity is not just about articulating the task really well…it means setting your team up for success. This will reflect on their mental health, the amount of work they have and resources (provided). It is interesting to think, an employee that goes unnoticed is much like a driver without any hints on what route to take.

M stands for Measurable — because let’s be honest, everyone loves metrics, don’t they? But this is the challenge — how can you measure EX? But it is not as direct as revenue or productivity. This is where the tools like employee surveys, regular one one-on-one check-ins, and pulse engagement assessments take their shape. This gives you something to measure against every day, rather than closing your eyes and turning the wheel. Things that are not measured, cannot be improved.

Attainable (A): A goal cannot be achieved if your team is dead on its feet. Check out how they are doing with their workload, mental health, and job fulfillment in general. Your productivity drops when your team is spread thin. And burnout? The quiet killer of all the best new intentions.

R = Relevant: The goals have to be relevant not only at a firm level but also in line with the employee’s individual and career development. Employees who that understand their work connects to their ambitions and values are much more likely to be committed and engaged

T– Time-bound – No project is linear, and let’s face it few things in life are. Consider employee welfare, holidays, and personal appropriateness. Flexibility may make the difference between reaching a goal or burning out before we do.

Case Study: Buffer – A Remote Team with a Strong Employee Experience Focus

Ever heard of Buffer? No, not that annoying thing on streaming platforms when your WiFi is acting up. Buffer, the social media management company, is one of the best SMART goals examples of how integrating employee experience can lead to incredible business success.

Buffer has a fully remote team spread across different time zones. While managing a remote team presents a unique set of challenges, Buffer has successfully used SMART goals to drive its business forward by deeply embedding employee well-being into the heart of its operations.

Specific Goals: Buffer sets very clear objectives for its team members but ties these objectives to personal growth opportunities. For example, rather than merely setting a goal like “Increase customer engagement by 10%,” Buffer encourages employees to align the goal with their personal career aspirations, such as learning a new marketing tool or leading a team project.

Achievable and Time-bound: Buffer is also a firm believer in realistic workloads. They ensure that goals are set with flexible timelines and respect for employees’ work-life balance. Employees are even encouraged to take sabbaticals to recharge, avoid burnout, and ensure they’re working at their best.

Case Study 2: Salesforce’s Holistic Approach to Employee Experience and SMART Goals

Salesforce is a company that hardly needs an introduction, right? But what you might not know is how this CRM giant integrates employee experience into its goal-setting process. Salesforce understands that a satisfied, engaged employee is a productive employee – and they’ve taken concrete steps to prove this.

Specific and Measurable Goals: Salesforce has a clear goal-setting process where employees are not just informed about their role in achieving company objectives but are also encouraged to give input.

What’s particularly interesting is their approach to measurement. Instead of simply tracking business results, Salesforce also measures employee satisfaction via regular surveys and check-ins.

This dual approach ensures that while the company is achieving business success, employees aren’t left feeling like cogs in a machine.

Relevant and Achievable: One of the standout ways Salesforce ensures its goals are achievable is by offering continuous learning and development opportunities. This ensures that employees not only have the skills but also the confidence to hit their targets. The company is also vocal about its commitment to diversity and inclusion, aligning many of its goals with creating a supportive and fair workplace environment.

The Impact of Employee Experience on Productivity and Innovation

No fluff here when we speak about integrating Employee Experience (EX) into SMART goals, not simply to please HR. It is based on some very real data that suggests rewarding, supporting, and keeping your employees happy…actually works.

Otherwise, we are talking about productivity and improvement of innovation at work. To cut to the chase: Happy employees are 12 percent more productive according to research from the University of Warwick. And their less happy counterparts? The 10% lag that they represent. That is a huge change, and one every business cannot afford to miss.

So, why does this happen? Consider an employee who is always feeling the pressure. With deadlines constantly approaching, countless meetings taking place, and only being fed bad news. Yes, they may look to achieve the SMART goals that have been set for them, but are these really what makes them perform at their optimum? Hardly.

It can lead to costly errors, burnout, and worse still (certain employees may just throw in the towel). But come on — finding and hiring a new employee is not only a hassle, but it also costs money.

Some estimates show that the cost of losing a single worker is 50–200% of their annual pay, depending on where they are in an organization. As a result, when companies overlook EX, they are literally foregoing money in one way or another.

Kind of like investing for EX is the equivalent to upgrading your entire team from regular unleaded to premium gas. Yes, both can make the car run, but one will help it run well for a long time. It’s not about spoiling employees or doing a backbend to accommodate their personal lives, it’s just good business. Happy employees equal productivity, retention and creativity. In short, when you focus on EX, it benefits all parties.

SMART Goal Examples That Prioritize Employee Experience

Now that we understand why EX is important, let us return to the tangible side of things. Where does employee experience thread into our SMART goals? SPOILER ALERT: SMART Goal examples on how to integrate EX into your goal-setting framework that will put your business in a perfect position so it uses people effectively.

Smart: “Boost team productivity by 15% over the next six months by translating employee survey results and solicited feedback into a new streamlined process and simpler work hours.”

Why it works: This goal doesn’t center around strictly doing things efficiently just to do them quickly. It uses feedback right from the employees, and hence these changes now rightly contribute to bettering of their experience at work. This approach allows the team to maximize their peak productivity as well as happiness by addressing two sides of the same coin — process improvement efficiency and work-life balance.

Measurable: Goal ― Introduce flexible work hours, team-building activities, and wellness initiatives according to staff preferences Outcome achievable 90% employee engagement score in the next quarter.

Why it works: This goal has clear, measurable results in mind and is EX-based. More companies should consider allowing their employees to work when they feel best rather than only during the hours of 9-to-5, and wellness programs shouldn’t just be perks; they are crucial in making sure people have time for themselves.

By involving staff in these choices, you also make the initiatives more likely to connect with what they need rather than just being what management believes will work.

Example: “Over the next year, increase customer satisfaction by 20% by offering tailored professional development opportunities and wellness programs for our support team.

Why it works: Improves employee well-being which, to the customer, is directly perceived as satisfaction. The employees that are happy to be working there will provide better service, period. By doing this, it not only brightens the mood but equips the team to provide excellent support. It’s a win-win.

These SMART goal examples demonstrate how EX is not merely a tick box exercise, but that it allows us to build in a manner where we ultimately engage employees with work and help them sustain reaching their goals! The resultant open and inclusive environment does not just boost productivity; it provides an engine for innovation and long-term success when your employees are valued, backed up promptly, and adequately supported. 

Bringing It All Together

Here’s the bottom line: SMART goals are a great tool. But without considering employee experience, they’re only half the equation. It’s like owning a sports car but never taking it out of second gear. You might get to your destination, but you’re not maximizing your potential.

By integrating EX into your SMART goal-setting process, you’re not just setting goals—you’re creating a thriving, engaged workforce that’s motivated to smash targets and exceed expectations. Real-life SMART goal examples of businesses like Buffer and Salesforce have already proven this formula works. Now, it’s your turn to take the wheel.

Conclusion

We’ve dug deep into the world of SMART goals and discovered that while they’re essential for setting clear and achievable targets, they’re even more powerful when combined with a positive employee experience. By focusing on EX, businesses not only meet their goals but also create an environment where employees feel valued, engaged, and motivated. After all, a happy team is a productive team.

FAQs

What are SMART goals?

SMART goals are specific, measurable, achievable, relevant, and time-bound objectives used to create a structured approach to goal-setting.

Why is employee experience important for SMART goals?

Employee experience ensures that employees are motivated and engaged, leading to higher productivity and better achievement of SMART goals.

Can you give smart goal examples that incorporate employee experience?

Sure! For instance, “Increase team efficiency by 15% in 6 months by improving work-life balance through employee feedback.”

How does a positive employee experience impact productivity?

Studies show that happy employees are up to 12% more productive, making employee experience a crucial factor in business success.

How can I measure employee experience?

You can measure employee experience through regular surveys, feedback forms, one-on-one meetings, and engagement metrics.

Ever feel like you’re working in a vacuum, cut off from the pulse of the organization? While you’re laser-focused on your own tasks, it seems like others are effortlessly collaborating, sharing ideas, and making progress — but you’re stuck. Welcome to the reality of silos in the workplace, where departments work in isolation, blocking the flow of communication and innovation.

These workplace silos quietly erode productivity by creating invisible barriers between departments. When Marketing doesn’t communicate with Sales or Engineering is cut off from Customer Support, the result is a lack of collaboration that stifles innovation and progress. Over time, these silos become obstacles that drag down the entire organization.

The good news? Silos don’t have to be a permanent part of your workplace. By fostering cross-functional collaboration and placing a greater emphasis on employee connection, organizations can break down these barriers. It’s more than just small talk — it’s about creating an environment where teams actively engage, share ideas, and collaborate to drive innovation and productivity forward.

What Exactly Are Silos?

Silos in the workplace form when teams or departments work in isolation, often unintentionally. As companies grow rapidly, departments like Marketing, Sales, and Engineering become so focused on their own goals that they stop communicating with one another. This leads to a disconnect, where each team functions as its own entity, cut off from the bigger organizational picture.

Think of it like trying to bake a cake: each ingredient—flour, sugar, and eggs—works independently without any awareness of what the others are doing. The result? A half-baked, incomplete product. In the context of a company, these silos lead to unaligned strategies, duplicated efforts, and most importantly, a fragmented customer experience.

Silos don’t just slow down collaboration; they hinder innovation and prevent teams from working together towards common objectives. In short, they create invisible barriers that keep an organization from operating at its full potential.

The High Cost of Silos

You might be wondering: how bad can silos really be? The answer: extremely bad. Silos aren’t just frustrating—they are expensive. They slow down innovation, stifle communication, and create inefficiencies, often because departments aren’t aware of the valuable ideas circulating in other areas of the business.

Take this common scenario: the product team rolls out a new feature, but Marketing finds out too late to promote it effectively. The result? Missed opportunities, wasted time, and lost revenue. Silos can also lead to duplication of efforts, as teams work in isolation, unaware of what others are doing.

Even worse, silos take a toll on employee morale. Picture yourself working hard day after day, but with no clear sense of how your contributions fit into the bigger picture. You start to feel disconnected, isolated, and unmotivated — counting down the hours until the workday ends. This is a recipe for disengagement and low productivity.

On the flip side, when employees feel connected and informed, collaboration thrives. And with collaboration comes higher motivation, creativity, and innovation, leading to a much more productive workforce.

How Silos Form (Without You Even Realizing It)

However, in case you have been wondering how things could possibly get this bad; don’t fret because you are not the only one person. Silos often form in ways leadership may not even realize. For me, one of the big causes is lack of communication. 

Through broken games of telephone, information trickles its way throughout an organization causing unnecessary misunderstandings, delays, and annoyance. After that, you have ego-driven leadership; a lot of managers treat their division as if it is this great kingdom and any sense of encroachment gets handled with an iron fist. By failing to walk the halls, they have imprisoned valuable insights, unable to communicate with the teams.

And finally, one of the biggest sins is over-specialization. Sure, the departments are doing great at managing their key performance indicators (KPIs), it’s just that they got so caught in thinking about their own metrics that they completely forgot why we work for this company. Somehow, the very systems meant to be speeding us up are actually creating walls between our teams. 

And the kicker? In fact, most leaders are completely unaware that they engage in this practice. It is merely doing what is in its hands to bring down its score, and it even alternately raises the walls that bear it away from people and concepts.

The Synergy Solution: Breaking Down Silos

Now is the time to break free from silos and foster synergy across your teams. This means getting everyone aligned, working toward the same goals, and shifting the mindset from “that’s not my job” to “we’re all in this together.” So how can you make that shift happen? Let’s break it down:

1. Unify Leadership Vision

First up: LEADERSHIP. When your leadership is not on the same wavelength it becomes like a symphony of folks playing in different keys and at different tempos. There can actually be more Leaders who Must Practice What They Preach.

We cannot ask teams to work together and then not show a mandate of cross-departmental engagement on the part of executives and managers. When leadership has a single shared vision, this naturally extends down to the mid-level managers and their teams.

2. Align objectives with OKRs

Set a Shared Purpose Once leadership is in agreement, work to create buy-in company-wide with a shared purpose. This is where OKR(Objectives and Key Results) enters the picture. You already know that OKRs serve as a sort of North Star to point your efforts in each department back toward the company’s goals as a whole. If employees realize how their day-to-day tasks play into the bigger picture, they are more motivated. It allows everyone to have a roadmap — they all know where they are headed and why it is important.

3. Cross-Functional Teams: Building the Dream Team

In a twist, instead of keeping the departments siloed, you could just mix them up! Cross-functional teams are game changers because they bring people with different skill sets from separate departments together to solve those big problems. Concept: Building employee connections between your Marketing, Product, and Customer Service… all aligned towards a single goal?? When you bring together different chefs from a variety of cuisines in the same kitchen, you are inevitably going to make something completely original and new.

That means teams that are cross-functional to facilitate better and richer collaboration. This diversity makes for very interesting concepts as each member of the team brings in its unique perspective which rooted and restricted teams are unlikely to think about. It has nothing to do with creativity though — this will strengthen relationships among the departments and ensure better communication in the long run.

4. Foster Open Communication

Yes, pretty straightforward but its key is communication. No one solves the problem alone when they do not communicate. Communication pathways within departments must be open.

Transparency and trust are maintained with the regular cross-departmental meetings, “town halls,” Q&A sessions etc. Technology such as Slack, Microsoft Teams, or OKR software will help with the flow of real-time information (and mitigate that age-old excuse “I didn’t know about that”).

Talking is not the only thing. Listening counts too, damn it! Teams that ask questions freely and generate ideas are engaged in creating the broader picture. And employees are more likely to feel connected and motivated in an equation where they know the other side is listening.

5. Incentivize Collaboration

Lastly, would you discuss incentives? If employees only have their individual performance metrics then why would they care to work together? The best part is people do what they get rewarded for. Not all people are individual performers. People will be self-centered Instead, link teamwork to bonuses, promotions, and status. 

The moment you begin to pace around at half-time rewarding your “role players”, it is the equivalent of transitioning from handing out MVPs for individual goals in a basketball game to as many points scored or dishes off for an assist. By doing so, you establish a culture of inter-peers, which is just as essential as personal performance.

Instead, you incentivize collaboration and the success of the whole company by giving employees a piece of everybody’s pie. And when everyone is stepping in the same direction, it has an effect across the whole organization.

By aligning incentives with collaboration, you encourage employees to see the success of the whole company as their success. And when everyone is pulling in the same direction, the entire organization benefits.

Real-Life Case Studies: Putting Theory into Practice

Case Study 1: HB Fuller’s “Colleague Connect”

HB Fuller, a global leader in adhesives manufacturing, faced a common challenge: teams working in silos with minimal cross-departmental collaboration. To address this, they launched “Colleague Connect,” a mentorship platform aimed at connecting employees based on shared skills, goals, and interests rather than hierarchical levels. Unlike traditional mentorship programs, Colleague Connect didn’t impose mentor-mentee roles but created a flexible environment for peer-to-peer learning. 

The results were impressive—participation shot up from 20% to 80%, significantly boosting knowledge sharing and fostering a culture of continuous learning. Employees who had previously felt isolated began connecting with colleagues from different departments, learning best practices, and tackling problems together

How Any Company Can Replicate This Strategy

The success of HB Fuller’s initiative wasn’t just in the tool but in the company-wide commitment to breaking down silos. Here’s how any organization can adopt a similar approach:

• • Encourage Inclusivity: Open participation to employees at all levels, ensuring no one feels excluded.
  • Foster Informal Learning: Create opportunities for spontaneous knowledge-sharing rather than rigid, formal mentorship structures.

• Leverage Technology: Use platforms like Colleague Connect or other collaboration tools that facilitate easy and meaningful cross-functional engagement

Case Study 2: Google’s 20% Time

Fostering Innovation with Flexibility

Google’s famous “20% Time” policy is a prime example of breaking down silos to drive innovation. Introduced to combat the stifling effect of rigid departmental boundaries, this initiative allowed employees to spend 20% of their workweek on projects outside their core responsibilities. The results were game-changing: it gave birth to some of Google’s most successful products, including Gmail and Google Maps. 

By encouraging employees to step outside their departments and work on passion projects, Google fostered an environment where cross-functional collaboration thrived. This not only enhanced innovation but also gave employees a sense of ownership and creative freedom

How Any Company Can Implement This Concept

While not every company can afford to let employees spend 20% of their time on side projects, the core idea—allowing flexibility for cross-departmental innovation—can still be applied:

• Create Innovation Time: Designate a set amount of time each month for employees to collaborate on non-core projects.
• Encourage Experimentation: Foster a culture where employees feel safe to explore ideas outside their usual scope of work.
• Reward Collaboration: Tie success in side projects to recognition and rewards, encouraging employees to engage beyond their regular roles​

By adopting these practices, companies can break down barriers, fuel creativity, and promote a more dynamic, motivated workforce.

How Leadership Plays a Role in Breaking Silos

As leaders, it’s not enough to just introduce new policies—leadership has to embody them. Managers who prioritize cross-functional collaboration and transparency set the tone for the rest of the organization. In short, it’s leadership’s job to really tear down those walls. They can do this by 

1. Aligning departmental goals with the company’s vision. 
2. They also must encourage feedback and complete open communication and avoid silos. 
3. Lastly, they should reward team-based achievements, not just individual performance. 

Here’s the real kicker: employee connection is so much more than casual office friendships or being ‘buddy-buddy’ with coworkers. It’s really about embedding a sense of belonging into the organizational DNA. In other words, it’s about creating a shared culture where everyone feels like they’re helping build something bigger than themselves. 

Time to Break Down the Walls

Silos are sneaky—they can form in any company, but they don’t have to stick around forever. By fostering collaboration, rewarding teamwork, and building real employee connections, companies can transform from fragmented entities into a unified, efficient force. Breaking down silos isn’t just about improving communication; it’s about unlocking your company’s full potential.

FAQs

Why do silos form in organizations?

Silos often develop as a natural consequence of rapid growth, specialization, and structural inefficiencies within an organization. When companies grow quickly, they tend to add new teams and departments, each with its own goals and objectives. Over time, these departments can become so focused on their individual priorities that they forget the broader mission of the company. 

How can companies break down silos?

Breaking down silos requires a multi-faceted approach. The first step is to align leadership—if executives and department heads don’t communicate well, their teams won’t either.

Forming cross-functional teams is another highly effective strategy. By bringing people from different departments together on shared projects, you foster collaboration and break down barriers. 

What is the role of leadership in breaking silos?

Leadership plays a pivotal role in breaking down silos. Leaders set the tone for collaboration, transparency, and communication within an organization. They must model the behavior they want to see in their teams by actively collaborating across departments and sharing information openly. Leaders should also ensure that their teams’ goals are aligned with the company’s overall mission. 

Can remote work make silos worse?

Yes, remote work can exacerbate silos if not managed properly. When employees are working from different locations, it’s easy for them to become isolated from the rest of the organization. This can result in fragmented communication and a lack of team cohesion.

However, companies can counter this by creating structured opportunities for connection, such as virtual team-building activities, regular check-ins, and cross-departmental meetings. 

What are the benefits of breaking silos?

Breaking down silos leads to numerous benefits. First, it boosts innovation—when teams share ideas and collaborate, they can come up with more creative solutions than they would working in isolation. 

Secondly, efficiency improves as departments stop duplicating efforts and start working towards common goals. 

Third, employee engagement increases because workers feel more connected to the company’s mission and to their colleagues. When employees see how their work fits into the bigger picture, they feel more motivated. 

Finally, the overall performance of the company improves because collaboration leads to better decision-making, faster execution, and a more adaptive organization.

Ok, so employee engagement surveys are boring pretty old hat to most companies — am I right? You know — those awful surveys that force employees to say how they feel about everything from the coffee in the break room to your corporate mission statement.

Engagement Surveys Still Matter (A Lot) They afford the possibility to hear, adjust, and cultivate a more positive, engaged workforce.

So, why do they fall short? Why do they feel as though they have been created within the constraints of an assembly line from the corporate task after the corporate task? If your idea broadly resembles, “fill out a survey to appease HR”, you have probably been negative return; your survey is part of the problem. Okay, let’s suit up and fix that!

It is for this reason that we are going further than the checkbox in this post to discuss how you can move from simply deploying an employee engagement survey to driving real impact with your tool.

Why the Traditional Approach Fails

So let me get to the elephant in the room. Passive voice surveys frequently fail to produce honest results as the survey feels generic. You are basically walking 100, maybe 500, or even 1,000 employees to the stand and asking them all the same 30 questions and hoping that will suddenly become a source of really understanding how your people feel.

The problem is no other two living beings can be just like you. Everyone has different things that worry them, they have different jobs and aspirations. However, they are each given the same survey.

Bottom line: A survey that doesn’t capture actual employee feedback is about as useful as a map without a compass. I mean you can see stuff but how do you get there?

The Purpose of New-Age Surveys: Listening with Intent

And here is a question for you: what do you want to learn when you are conducting the employee engagement survey? If you answer with, “to get a feel for how employees are feeling,” well, you’re already behind the 8 ball. Today, surveying is more than data collection — it also involves listening with purpose.

This is not about harvesting opinions, but rather truly getting under the skin of your workforces. Understanding why your team reaches their highs and what are the lows. It is like having a cuppa Joe rather than answering the multiple choice quiz. You are looking for a stronger bond

Case Study: Airbnb’s Approach to Employee Engagement

Let’s talk about Airbnb, a company known for innovation not just in its industry but also in its approach to employee engagement. Back in 2017, Airbnb decided that traditional surveys were simply not cutting it. Instead of the usual bi-annual survey with generic questions, they introduced a more fluid and continuous feedback system. Employees were encouraged to give feedback regularly, not just when prompted by HR. And just like that… a massive impact was made. The leadership wasn’t just gathering data  but were engaging in an ongoing dialogue. The feedback loop allowed them to quickly identify pain points, from work-life balance issues to diversity and inclusion concerns.

Tailoring Surveys to Different Employee Segments

Visualize managing a bloated organization with departments from the likes of marketing, IT and human resources which include others. Now, imagine passing that same survey out to all of currently employed teams on the platform That seems like not on the same page, right? Well, that’s because it is. If you were to start asking your marketing team the same questions that the IT department asks, it would be akin to showing up at a vegan dinner party with steak — it just won’t go over well.

An example of this?

Ask a generic one like, “Are you satisfied with the tools provided to do your job?” A more relevant question for marketing would be, “Do our tools facilitate creativity in your work? In the meantime you might be asking your IT guy “Are we doing enough with the stuff you look after to prevent it breaking down?” The purpose of these personalized questions is to dive one step further and actually provide you with meaningful data for you to focus on small wins, improvements or other high impact areas, where it really matters.

Embracing Technology: Real-Time Feedback

Guys, it’s 2024 and you have been stuck using printed surveys or completing one-time online forms which might as well be a typewriter. Employee engagement surveys should be crafted in a way that reflects this reality of the new digital workspace. And when I say real-time feedback, I mean it.

By leveraging the technology, companies can now tap into such feedback on an ongoing basis, rather than waiting for a once-a-year survey. Pulse Surveys – Platforms like Officevibe, CultureAmp and the newly launched Engagedely will provide you with a pulse survey which means short, frequent check-ins that provide you with a consistent window into the emotions of your employees. 

The Power of Open-Ended Questions

What if, at the conclusion of a date, rather than inquiring “Did you have fun?” you ask “What was the best part of your evening?” This is the difference between closed and open-ended questions. The latter provides you with a lot more insight. Open-ended questions are more effective for feedback in surveys

For example, rather than asking ‘Are you satisfied with the communications of your manager? But if the answers stop there, you might ask, “How can your manager be more communicative? See the difference? While the other tends to enable richer feedback and drills into how people actually feel about you.

Moving Beyond Anonymous Surveys

Hot take: In many cases, anonymous surveys are just not as great as people expect them to be. Now, don’t get me wrong — there’s a time and place, especially when soliciting feedback around sensitive topics for folks who feel that they need to protect their identity — but should you only be relying on surveys behind an anonymous wall of sorts, you might lose out on some more profound or actionable insights.

Think about it. This untraceability might make employees more honest and candid than they would be otherwise, but it also removes a certain level of accountability. In contrast, if you create a culture of transparency and trust, your employees will feel comfortable in providing feedback with being anonymous. 

Case Study: Netflix’s Radical Transparency

Speaking of transparency, let’s dive into a real-world example from Netflix. Known for its radical company culture, Netflix encourages open feedback without anonymity. Employees regularly share direct, public feedback with their peers and managers. While this approach might not work for everyone, Netflix found that radical transparency created a culture of accountability and trust. Employees were more engaged because they knew their voices were being heard—and taken seriously.

Follow-up and Action: The Crucial Missing Piece

More of a quick Q&A: What is the #1 mistake most companies, organizations, etc. make after they have finished an employee engagement survey?

Answer: They do not act on the data. You can almost hear that head nod from here. Yes, we’ve all been there. You fill out a survey and provide in-depth feedback…silence…. There will be no follow-up in the end, no tweaks, nothing.

That is where a lot of companies are doing wrong. Engagement surveys are only as good as the follow-up actions. You have to not only look over the data but also communicate where your team will go from here. If your survey yields signs that employees are feeling burned out, make a note to communicate what measures you are taking to combat this. Perhaps this involves allowing flexible work hours, an increase in hiring, or wellness programs. Whatever it is, say it plainly and move fast.

Don’t Just Measure Engagement—Build It

If you’re still considering the employee survey to be a measurement tool, that’s fine; let’s just adjust the measurement for now and move on. But the survey itself should not merely be a measure of engagement, it should also be an engagement building mechanism. In fact the simple act of soliciting feedback (then doing something with it) can begin to transition your employees from a passive mode of disengagement to active engagement. Having their voices heard and valued at work is what makes employees commit to the company.

Case Study: The Lego Group’s Engagement-Driven Approach

Let’s round things off with one more case study—The Lego Group. You’d think a company that makes toys would naturally have high engagement, but even Lego faced employee disengagement back in the early 2000s. Instead of sticking with traditional methods, Lego introduced a participatory survey process where employees weren’t just asked for feedback—they were involved in the action plan based on the survey results.

The company held workshops where employees collaborated with leadership to address issues raised in the survey. The result? Improved engagement, a stronger sense of ownership, and a more vibrant workplace culture. It wasn’t just about gathering feedback; it was about creating a partnership between employees and leadership.

Creating Surveys That Matter

So, there you have it. If you’re still stuck in the rut of basic, checkbox-style employee engagement surveys, it’s time to rethink your approach. The goal is not just to gather data—it’s to build a meaningful connection with your employees, foster transparency, and take actionable steps based on what you learn. Whether it’s through real-time feedback, tailored questions, or radical transparency, the future of employee engagement surveys is all about going beyond the checkbox.

Don’t just ask questions—start a conversation. And don’t just gather data—make sure you’re ready to act on it. By embracing this new-age approach, you’ll transform your employee engagement efforts from a mundane task to a powerful tool for building a motivated, engaged, and thriving workforce.

FAQs

Why do traditional employee engagement surveys fail?

Traditional surveys often fail because they feel impersonal and generic. They don’t account for individual differences between employees or departments, leading to a lack of meaningful insights.

What is the benefit of real-time feedback in employee engagement?

Real-time feedback allows companies to act quickly on issues before they escalate. Continuous pulse surveys give a more accurate snapshot of employee satisfaction over time.

How do open-ended questions improve engagement surveys?

Open-ended questions allow employees to provide more detailed feedback, helping companies to understand specific pain points rather than just measuring overall satisfaction.

Why is follow-up action important after an employee engagement survey?

Without follow-up action, employees may feel their feedback is not valued, leading to disengagement. Acting on survey results demonstrates that the company is listening and committed to improving.

How can companies like Netflix benefit from non-anonymous surveys?

Netflix’s radical transparency fosters accountability and trust. By encouraging open feedback without anonymity, employees engage in honest conversations, which drives higher performance and satisfaction.