Please note that we will be keeping it open until at least mid-June, before collating and analysing the results. If you have selected to receive a copy of the summary report, that will be sent as soon as it is available. We will then begin processing the personalised reports, so please be aware they will come separately.

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Before&nbsp;beginning,&nbsp;please&nbsp;confirm&nbsp;that&nbsp;you&nbsp;are&nbsp;in&nbsp;an&nbsp;in-house&nbsp;role&nbsp;that&nbsp;enables&nbsp;you&nbsp;to&nbsp;accurately&nbsp;assess&nbsp;your&nbsp;organisation's&nbsp;current&nbsp;approach&nbsp;to&nbsp;employee&nbsp;listening.

We can clearly articulate why we listen to employees and what we use that insight for.

Our listening priorities are explicitly linked to business strategy and/or people strategy.

We have defined the key decisions that employee insight should inform (e.g., priorities, investments, change plans).

We make deliberate choices about what is in scope for listening based on current priorities, and what is explicitly out of scope.

Listening topics remain fixed when business priorities or risks change.

We have a clearly identified executive sponsor for employee listening.

Senior leaders actively communicate the purpose of listening and what employees can expect will happen next.

Senior&nbsp;leaders&nbsp;expect&nbsp;to&nbsp;consider&nbsp;relevant&nbsp;employee&nbsp;insight&nbsp;when&nbsp;making&nbsp;important&nbsp;people&nbsp;or&nbsp;change&nbsp;decisions

Senior leaders visibly reinforce listening by explaining how it shaped decisions and actions.

Senior leaders will avoid or explain away difficult feedback from listening, rather than treating it as useful information

We have clearly defined roles for who owns listening, who interprets insights, and who is expected to act.

Managers understand their responsibility in responding to feedback and discussing results with their teams.

Manager and leaders decide for themselves whether to take action on insights, rather than having clearly defined accountabilities.

We have mechanisms to support managers to act (e.g., guidance, prompts, coaching, action libraries).

Follow‑through and response to employee listening insights are periodically reviewed as part of routine leadership or governance forums.

We use more than one listening method (e.g., annual, pulse, qualitative or lifecycle methods) where it adds value.

We choose listening methods based on convenience or habit, rather than deliberately matching them to topics and audiences.

We use qualitative approaches when depth is needed (e.g., interviews/focus groups) rather than relying on survey data alone.

We can adjust and deploy different listening methods when new priorities or issues emerge.

Listening methods are deliberately designed to complement one another as part of a coordinated system, rather than operating independently.

Our listening approach follows a planned rhythm that aligns with business cycles and key events.

Our listening frequency remains constant, even when participation drops or people express dissatisfaction with it

We take organisational capacity into account (People team, managers, employees) when scheduling listening activities.

Listening activity is timed so insight is available in time to inform decisions, with predictable timelines from listening to response.

We coordinate listening activity across different teams to avoid duplication or conflicting asks.

We lack a clear process for turning insight into decisions and actions (and find ourselves just reporting results).

We consistently close the loop with employees (“what we heard / what we’re doing / what changed”).

We&nbsp;have&nbsp;clear&nbsp;governance&nbsp;for&nbsp;how&nbsp;listening&nbsp;data&nbsp;is&nbsp;accessed,&nbsp;used,&nbsp;and&nbsp;communicated.

We support managers and other to take action (e.g., guides, templates, prompts, facilitation).

We explicitly reflect on what has changed as a result of listening, what worked, and what should be done differently next time.

Listening data is trusted as a credible basis for discussion and decision‑making.

Data protection, confidentiality, and anonymity arrangements restrict the usefulness of our listening

The organisational data that underpins listening (e.g. team structure, roles, locations) is accurate and usable enough to support meaningful interpretation and action.

We can combine listening data with relevant organisational context (e.g. change activity, workforce composition, operational priorities) when interpreting insight.

We are deliberate about what data we collect, store, and analyse, focusing on what will genuinely inform decisions rather than maximising data volume.

What are the main barriers that you face to implementing or improving employee listening in your organisation?

The next set of questions will enable us to analyse differences in listening capability by organisation type, and to assess the impact of effective listening.

In the last 12 months, we have met or exceeded our key financial targets

Our customer service levels are recognised as excellent for our industry

On the whole, our people are engaged at work

We source and implement new ideas efficiently&nbsp;

We respond quickly and effectively to changes in the external environment&nbsp;

We are effective at retaining our critical talent&nbsp;

Which of these best describes your industry?

How many people does your organisation employ?

Where is your organisation's head office based?

Would&nbsp;you&nbsp;like&nbsp;to&nbsp;receive&nbsp;the&nbsp;report&nbsp;from&nbsp;this&nbsp;survey?

What is your current responsibility for employee listening?

Who is your current employee listening / survey provider?&nbsp;

Are you likely to be reviewing your listening platform provision within the next 12 months?

Please&nbsp;provide&nbsp;your&nbsp;work&nbsp;email&nbsp;address.

Please&nbsp;provide&nbsp;your&nbsp;name

Please&nbsp;provide&nbsp;your&nbsp;company&nbsp;name.

Would you like to receive marketing information from People Experience Hub?

The Listening Organisation Report