Less than half of employees report that their company asks for their feedback once a year or more. Four in five managers believe feedback isn't collected frequently enough. And three-quarters of leaders think the feedback collected can’t be adequately actioned. These data highlight the shortcomings in employees feeling heard (Feedback Works’ vision) and the untapped potential of using feedback to make things better (Feedback Works’ mission).

These missed opportunities prevent organisations from helping their people become happier, more productive, and ultimately more successful at work. The main reasons for this include:

• Limited Listening – Feedback collected infrequently (i.e., in long feedback cycles) or without real intentionality often fails to capture timely insights about how employees truly feel and what they need in key moments that matter.

• Insufficient involvement – Meaningful and sustainable change requires engagement from both leadership and employees. Too often, feedback-driven improvement initiatives are seen as the responsibility of HR / a particular set of people, driven only from the top-down, or simply expected to emerge bottom-up from teams already busy with work as usual. These practices limit broad organisational engagement and buy-in.

• Action atrophy – Action on feedback is sporadic and inconsistent. For feedback to drive meaningful improvements, everyone in the organisation needs timely access to insights, the empowerment to act, and sustained encouragement to make things better. Managers are often expected to create action plans with their teams, after which little support is provided or focus expected to actually implement the improvement activities within them.

In modern workplaces - physical and virtual - timely and actionable employee insights aren't just beneficial—they're essential for maintaining a competitive edge. Feedback Works helps bridge this critical disconnect by creating integrated feedback processes. These processes ensure that employee voices are continuously heard and rapidly transformed into practical actions, empowering individuals at every level of the organisation to achieve their best work.

Take a moment to reflect: In what ways are your listening practices currently? Does everyone feel involved in improvement efforts after a survey, or is participation selective? How are improvement actions currently being stifled? And what opportunities for improved performance could you unlock by addressing these gaps?