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Run: Employee Listening Strategy Framework

Audit your employee listening strategy across engagement, pulse, lifecycle, and exit surveys in one framework. Map each channel to a business problem, set ca...

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Current Listening Posture Assessment

How clearly defined is your organization's overall employee listening strategy today? (required)

1 = No defined strategy exists, 5 = Fully documented, socialized, and reviewed annually

Which listening channels does your organization currently use? (Select all that apply) (required)

Select every channel that is actively deployed and producing data at least once per year

Yes No N/A

How well do your current listening channels cover the full employee lifecycle (hire → onboard → develop → exit)? (required)

1 = Significant lifecycle gaps exist, 5 = All major lifecycle moments have a listening touchpoint

What is the biggest gap or pain point in your current listening program?

Be specific — e.g., 'We have no exit survey data,' 'Pulse results are never acted on,' 'Response rates below 40%'

Channel-to-Business-Problem Alignment

How clearly is each listening channel mapped to a specific business problem or KPI it is intended to measure? (required)

1 = Channels exist but are not tied to business outcomes, 5 = Every channel has a documented KPI owner and success metric

Which business problems are your listening channels currently designed to address? (Select all that apply) (required)

Examples: voluntary attrition, manager effectiveness, DEI sentiment, onboarding time-to-productivity, psychological safety, eNPS

Yes No N/A

How effectively does your annual engagement survey surface actionable insights at the team level (not just organization-wide)? (required)

1 = Results are only reported at the company level, 5 = Team-level dashboards are available to every manager with ≥5 respondents

How well does your pulse survey cadence match the pace at which your business problems evolve? (required)

1 = Cadence is misaligned (too infrequent or too frequent for the signal we need), 5 = Cadence is calibrated to the business rhythm

Describe the primary business problem your most important listening channel is designed to solve and how success is measured.

Example: 'Our quarterly pulse tracks manager effectiveness (Gallup Q12 items 4–6) and is tied to our 90-day voluntary attrition KPI.'

Cadence, Fatigue, and Response Rate Management

How confident are you that your current survey frequency does NOT cause respondent fatigue? (required)

1 = We likely over-survey; response rates are declining, 5 = Cadence is optimized; response rates are stable or improving

What is your organization's average response rate across all active listening channels? (required)

Select the range that best reflects your blended average. Industry benchmark for annual engagement surveys is 70–80%; pulse surveys typically run 50–65%.

How consistently does your organization communicate the purpose and anonymity guarantee before each survey launch? (required)

1 = No pre-launch communication, 5 = Every survey launch includes a leader message, purpose statement, and explicit anonymity guarantee

What is the primary reason your response rates fall short of target, if applicable?

Only complete if your response rate is below your target. Examples: 'Employees don't believe results lead to action,' 'Too many surveys competing for attention,' 'No manager advocacy'

Action Planning and Accountability

How consistently do managers receive survey results and take documented action within 30 days of results release? (required)

1 = Results are shared but action planning rarely happens, 5 = Every manager with reportable data completes a structured action plan within 30 days

How well does your organization close the feedback loop by communicating 'You said, we did' back to employees? (required)

1 = Employees rarely hear what changed as a result of their feedback, 5 = Structured 'You said, we did' communications are standard after every major survey

How integrated is survey action planning with your broader HR and business planning cycles (e.g., performance reviews, OKRs, workforce planning)? (required)

1 = Survey action plans exist in isolation, 5 = Listening insights directly inform OKRs, manager development plans, and workforce strategy

What is the single biggest barrier to effective action planning after surveys in your organization?

Examples: 'Managers lack skills to facilitate team conversations,' 'No dedicated time in the business calendar,' 'Results arrive too late to influence planning cycles'

Governance, Ownership, and Data Ethics

How clearly defined is ownership of the employee listening program (strategy owner, channel owners, data steward)? (required)

1 = Ownership is unclear or fragmented across teams, 5 = A named strategy owner exists with documented RACI for each channel

How confident are you that your listening program meets data privacy and anonymity obligations (e.g., GDPR Article 88, CCPA, or applicable local law)? (required)

1 = We have not formally reviewed our surveys against privacy law, 5 = Legal/compliance has reviewed all channels; anonymity thresholds are enforced in reporting

How effectively does your organization prevent re-identification of individual respondents in small teams or demographic cuts? (required)

1 = No minimum respondent threshold is enforced, 5 = A minimum of 5 respondents is enforced before any cut is reported; suppression rules are documented

Describe any governance gaps or data ethics concerns you want to address in the next 12 months.

Examples: 'No formal anonymity threshold policy,' 'Demographic data collected before survey content,' 'Results shared with line managers before HR review'

Strategic Priorities and Open Feedback

What is the single most important improvement you would make to your employee listening strategy in the next 12 months? (required)

Be specific about the channel, business problem, or process you would change and why it would have the highest impact.

How aligned is senior leadership on the value and investment required for a best-in-class employee listening program? (required)

1 = Leadership views surveys as a compliance exercise, 5 = Leadership actively champions listening as a strategic business tool

Is there anything else about your employee listening strategy, challenges, or aspirations that would be useful context for this assessment?

This is your space — include anything not captured above.

Which department or function are you completing this assessment on behalf of? (Optional)

Optional. Collected last to minimize collection bias. Select the function most responsible for the listening strategy you described above.

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