While employee surveys can help gauge engagement, they only reveal one facet of an organization’s culture. If distributed with little to no action plan—despite leaders aiming to uplift diverse voices—people feel unheard, and their trust and loyalty are gradually, and often detrimentally, eroded.
So how can businesses attract, retain, and empower exceptional talent? What practices build workplace belonging measurably, so that the outcomes of high employee satisfaction shine beyond quarterly feedback polls?
Ashley M. Anderson, Associate Director, People & Talent at Arizona State University, shared how to advocate for employees and, in part, nurture a future where everyone’s voices are equally valued.
Amid heavy automation, leaders need to identify where to prioritize the human touch. Technology, while useful and innovative, must fade into the background when it comes to building community; no amount of AI can change how people connect. 
1. Know what your employees want.
Whether uplifting employees or championing inclusion, Anderson dedicates much of her work to building communities that consider and provide what people ask for. Despite good intentions, leaders sometimes act on assumptions without gauging team interest, and their efforts end up creating the opposite effect. More often than not, it negatively impacts rapport and damages engagement efforts.
“Employers take action and do something where, in response, employees say, ‘This is great, but it’s not what we expected,’” said Anderson. “It highlights the importance of actually figuring out what they want and listening to their needs. It can be as simple as just a conversation.”
2. Committing to a complete communication cycle builds credibility.
You send out regular polls, collect responses, then implement new policies or perks that you think will benefit your company. These are all necessary steps—but it's important to follow up and check in with employees long after you make a decision. Without their direct input, you won't know what works and should be continued, or what you should release and bring back to the drawing board.
Anderson emphasized honesty as a main driver for these types of conversations, especially when leaders don't have all the answers:
“Remember to always close the feedback loop. Say there’s critique that drives a positive or negative change, and nothing follows suit. The company doesn’t update the employees on what they did, or how they did it, and why. You need to always communicate: thank them for their feedback, acknowledge your limitations, and explain the why. Employees value a transparency that allows you to say what you need to say versus letting the rumor mill fester.”
3. Don’t let a lack of resources lead to a lack of effort.
While budget constraints can halt meaningful employee engagement initiatives, money isn't always needed to boost recognition and morale. Positive rapport can take you where programs cannot, building trust between peers and a resilience that helps them navigate difficult times.
Work flexibility, affinity groups, town halls, and team-building activities are just a few low-cost ways to ensure people have access to their leaders and feel seen by fellow colleagues. Anderson suggested:
“Give credit where it’s due for those who contribute ideas that make a difference. Appreciate others publicly, for those who seek it. Create mindful space for thoughts, don’t interrupt or talk over one another, and ensure you’re educated on the use of peoples’ pronouns, eliminating microaggressions in the workplace. Those are the small things that can change how employees feel, and help them perform better in the long run. Achieve that feeling of belonging, of safety and authenticity in the workplace. Then, once a budget is available, you can expand and do more.”
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