The problem with traditional annual engagement surveys, according to Rob Catalano, chief engagement officer and co-founder of WorkTango, is that they are “too infrequent, too isolated, and only [survey] one part of the employee experience.”

During a From Day One webinar, Catalano shared that organizations are finding traditional engagement surveys no longer meet the dynamic needs of today’s workforce. This shift requires HR leaders to move beyond static data, foster a culture of continuous listening, and generate actionable insights. He also shared four mindset shifts helping organizations leverage dynamic data from the new surveys.

Four Employee Survey and Listening Trends 

The first trend is the shift to using pulse surveys with continuous and active listening. An active listening model helps organizations conduct deeper analysis on feedback, gather input in advance, develop effective change management strategies, and prioritize employee voice through open-ended discussion, he says. 

“A lot of organizations are usually starting in that world of, ‘yeah, we do a survey once or twice a year. In some cases, once every three to four years,’” Catalano said. “But the reality is, they understand that that’s not enough data to be agile to navigate through knowing what employees need to be able to get to that success.”

Pulse surveys incorporate traditional measurements like engagement or DEI indexes. Then, they use qualitative feedback on programs such as employee recognition. The diagnostics provide comprehensive insight. Employee voice data brings a deeper perspective on such efforts on employee engagement. Leaders then create actionable goals of making better recognition efforts, Catalano says.  

Active listening also addresses issues that don’t have immediate solutions by providing accountability and vulnerability through open discussions. Shifting to pulse surveys, combining them with annual surveys, and using active listening strategies fuel higher employee engagement, says Catalano. WorkTango’s research shows that 93% of organizations that invest in employee survey software reported positive ROI. 

A second trend is leveraging new technologies. AI and innovative tech can help HR leaders sort and filter through thousands of employee comments, detect bias, and conduct private discussions with employees. Catalano emphasizes that HR must adapt to AI in the workplace because it quickly and efficiently gathers comprehensive data. “It can auto-translate work language. It can ask questions dynamically based on how people are feeling, based on other people in the organization, or how their teams are feeling,” he said. 

A third trend is the shift toward leader-centered strategies that integrate manager development with employee survey insights. This approach shares feedback directly with managers rather than keeping it siloed within HR, empowering leaders to assess and apply employee data to manage their teams more effectively.

Using newly integrated technology, managers can create action plans based on data analysis and employee feedback. “They are your secret weapon when it comes to understanding how employees feel, think, react, and turning that into engagement, retention, and performance,” he said. 

The fourth and final trend is leveraging data in new ways. With live dashboards and AI, advanced technology can process information faster, more accurately, and in real time while maintaining confidentiality. This creates an opportunity to move from using data in isolation to connecting it directly to business goals, such as mapping employee survey results to innovation, safety, or retention outcomes.

Shifting Mindsets to Drive Performance 

Catalano also shared key mindset shifts that helped the companies he’s worked with achieve stronger performance.

One shift is applying consumer principles to talent assessments—providing consistent support and encouraging feedback throughout every stage of an employee’s career. This approach enables employers to use data to build stronger relationships with employees, much like they do with customers.

A second shift focuses on inclusive processes: using accessible language, accommodating all reading levels, and engaging employees across every shift to foster a sense of belonging.

The third shift is recognizing that progress isn’t linear by identifying life cycle data. Annual surveys alone don’t capture the gradual changes that shape employee experience.

Finally, reframing employee data as business data, rather than solely HR data, allows organizations to connect insights directly to business goals. These mindsets help us support the inputs that drive success at every level. “As an HR organization, as a leadership organization, or as a team leader, we can strengthen the factors that lead to success for our teams, our customers, and our shareholders,” he said. 

Editor's note: From Day One thanks our partner, WorkTango, for sponsoring this webinar. 

Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.

(Photo by Iconic Prototype/iStock)