The importance of encouraging
employee voice in organisations

Keywords: employee voice, mental health, leadership, workplace culture, sustainability
Date: 28 June 2024, Worklife Digital

In today's dynamic business environment, the significance of fostering a culture where employees feel empowered to express their views and concerns cannot be overstated. Encouraging 'voice'—providing opportunities for employees to have a say (voice concerns, highlight issues, make suggestions and potentially influence organisational affairs)—profoundly impacts both individual well-being and organisational success. 

Conversely, 'silence' within organisations can lead to a multitude of detrimental outcomes, ranging from employee burnout and turnover to large-scale corporate failures. Fear is thought to be the greatest variable underpinning silence - including fear of upsetting or damaging relationships with others, being scared of what will happen afterwards (i.e. losing a job or not getting promoted) or concerns about being retaliated against for breaking confidences and ‘telling tales’ about others. In fact, studies have shown that between 68% and 85% of employees have withheld information at some point from a manager for these reasons.

This article delves into the importance of encouraging employee voice, the risks associated with silence, and practical approaches to cultivate a culture that promotes open communication.

The dangers of silence

Silence in the workplace can have severe consequences. When employees feel unable or unwilling to voice their concerns, the organisation becomes susceptible to a host of problems:

1. Burnout and Stress: Employees who cannot express their frustrations or suggest improvements often experience higher levels of stress. Over time, this can lead to burnout, reducing productivity and increasing absenteeism.

2. Turnover and Absenteeism: A lack of voice can make employees feel undervalued and disengaged, prompting them to leave the organisation. High turnover rates not only incur significant recruitment and training costs but also disrupt team cohesion and knowledge continuity.

3. Organisational Scandals: Silence can allow unethical practices to fester unchecked. The infamous Enron collapse and the Volkswagen emissions scandal are stark examples of how a culture of silence can lead to catastrophic ethical breaches.

4. Operational Failures: When employees are afraid to speak up about potential hazards or inefficiencies, it can lead to serious operational failures. In extreme cases, such as some failures within the NHS, this silence can result in loss of life.

5. Sexual Misconduct: A culture that discourages voice can also allow inappropriate behaviour, including sexual misconduct, to persist. This not only harms the victims but can also severely damage the organisation’s reputation and lead to legal repercussions.

The role of voice in organisational health

Encouraging employee voice is not only beneficial but necessary for the sustainable success of an organisation. Voice provides managers and leaders with valuable information that can improve decision-making processes and operational efficiency. For employees, having a voice ensures that their needs and opinions are considered, fostering a motivating and engaging work environment.

Developing a culture of voice

Creating a culture that encourages employee voice involves strategic initiatives and continuous effort. Here are some strategies businesses can adopt:

1. Leadership Commitment:

   • Role Modelling: Leaders should exemplify openness and actively solicit feedback. When employees see leaders valuing and acting on feedback, they are more likely to speak up. 

   • Transparent Communication: Regular updates from leadership about organisational changes, decisions, and their rationale foster a transparent environment where employees feel informed and included.

2. Training and Development:

   • Communication Skills: Providing training on effective communication skills helps employees articulate their thoughts clearly and confidently.

   • Empathy and Listening: Training leaders and managers in empathetic listening ensures that employee voices are genuinely heard and considered.

3. Formal Mechanisms:

   • Suggestion Systems: Implementing formal suggestion systems, such as anonymous feedback boxes or digital platforms, provides structured avenues for voice.

   • Regular Surveys: Conducting regular employee surveys to gauge satisfaction, engagement, and areas of concern helps identify issues before they escalate.

4. Recognition and Reward:

   • Acknowledgment: Recognising and rewarding employees who provide valuable feedback reinforces the behaviour and encourages others to follow suit.

   • Take Action: Employees need to believe that their input can make a difference. Managers should actively listen, provide feedback, and act on employees' suggestions to reinforce the belief that their voices matter. If not implementable then giving feedback on why a suggestion is not feasible (either now, or in the future) is key, to ensure they see that their voice has been recognised.

5. Safe Environment:

   • Non-Retaliation Policies: Establishing and enforcing strict non-retaliation policies ensures that employees feel safe to speak up without fear of negative repercussions.

   • Support Systems: Providing access to support systems, such as HR representatives or employee assistance programs, can help employees navigate the process of voicing concerns.

Encouraging Voice: Questions and Approaches

To counteract the negative effects of silence, helping employees to build the confidence to use their 'voice' can be facilitated with some critical questions they can ask themselves:

1. What Do You Want to Say?

   • Clarity: Employees should be clear about their concerns, suggestions, or feedback. This clarity ensures that the message is understood and actionable.

   • Relevance: The information shared should be relevant to the organisation's operations, ethics, or culture. Focusing on pertinent issues increases the likelihood of a positive response.

2. Who Needs to Hear It?

   • Appropriate Audience: Identifying the right person or group to address is crucial. Directing feedback to someone with the authority and capability to act on it enhances the chances of effective resolution.

   • Inclusive Channels: Organisations should establish multiple channels through which employees can voice their concerns, ensuring that everyone has access to the appropriate audience.

3. When Is the Best Time to Tell Them?

   • Timeliness: Addressing issues promptly prevents them from escalating and demonstrates a proactive approach. Timely communication also underscores the urgency and importance of the matter.

   • Context: The context in which feedback is given can influence its reception. Choosing a time when the recipient is receptive and able to give the matter proper attention is essential.

Encouraging employee voice is essential for the well-being and success of any organisation. By fostering an environment where employees feel empowered to express their views, organisations can mitigate the risks associated with silence and harness the collective intelligence of their workforce. Implementing clear communication channels, promoting leadership commitment, and ensuring a safe and supportive environment are critical steps in cultivating a culture of open dialogue. Ultimately, organisations that prioritise employee voice are better positioned to innovate, adapt, and thrive in a competitive landscape.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

Follow us on LinkedIn if you want to know more about current and upcoming mental wellbeing updates and regulations.

REFERENCES

S. Brooks. Coaching as a route to voice: A framework for change. The Coaching Psychologist, Vol. 20, No. 1, June 2024