At a recent Herefordshire & Worcestershire Chamber of Commerce event, a comment about leadership and change really resonated with me.
“Leaders need to go back to the shop floor, listen to colleagues and really understand their feedback.”
As someone who has spent more than 20 years working in internal communication, this was music to my ears.
Because, in many ways, that’s what good internal communication comes down to. Listening, having conversations, and giving people the opportunity to have their say. People feeling confident to speak up and believing someone is really listening to them.
That’s what we mean by employee voice.
We’re not tapping into the expertise of the shop floor
As part of my Chartered Institute of Public Relations (CIPR) Internal Communication Diploma, my dissertation explored whether there was a link between shop-floor employees having their say and their level of engagement.
As part of the research, I spoke with employees at a food manufacturing business about their day-to-day experiences.
They were a mix of operatives, team leaders and union representatives, but what struck me was how consistent their feedback was.
People wanted to contribute their ideas and experience. As one person put it:
“It feels good to be able to come up with ideas.”
But many felt the organisation wasn’t making the most of what they had to offer.
What was clear was this: when people felt listened to and respected, they were more engaged and more willing to go the extra mile. When they didn’t, they switched off.
So where do you start?
1. Start by listening: getting back to the shop floor
This is where getting back to the shop floor really starts to make a difference.
It’s easy for communication to become one-way, sharing updates, and giving direction. But employee voice comes from creating space to listen.
Spending time with colleagues, particularly those closest to the day-to-day work, can provide valuable insights. They often see challenges and opportunities that others might miss.
In my research, many employees said they wanted more opportunities to share their ideas and experience, but those opportunities weren’t there.
It can be as simple as:
- Spending time on the shop floor and talking to colleagues
- Holding regular team meetings or informal catch-ups
- Creating space for small group discussions
2. Make it easier to speak up
Creating an environment where people feel comfortable speaking up starts with how you lead day to day.
People are far more likely to share ideas, concerns or feedback when it feels comfortable to do so. If they worry their comments might be ignored, dismissed or create tension, they’ll stay quiet.
In my research, some people told me they were hesitant to speak up “in case they caused a stir”, even when they had ideas to share.
SMEs often have an advantage here. Teams are smaller, leaders are more visible, and relationships are closer.
Simple, everyday behaviours can make a big difference:
- Ask for people’s views in meetings
- Invite different perspectives
- Show genuine curiosity about people’s experiences
3. Show people you’ve listened: ‘You said, we did’
It’s one thing to ask for feedback. But what you do with it is what really counts.
Employees don’t expect every suggestion to be acted on. But they do want to know their ideas have been heard and considered.
In my research, even where opportunities to contribute existed, many people said they didn’t feel that their ideas were taken seriously and it felt like the company didn’t care.
‘You said, we did’ is a simple but powerful way to show you’re listening:
- Share what you’ve heard (You said)
- Explain what action will be taken or why something can’t change (We did)
4. Involve people: building ownership and encouraging ideas
Employee voice isn’t only about listening. It’s also about involving people.
It’s not just about big decisions or changes. Often, it’s about giving people the opportunity to shape how work is done day to day. These small actions can make a real difference to how involved people feel in the day-to-day running of the business.
When people can share ideas, suggest improvements, or help solve problems, they are more likely to feel valued and engaged. It also creates space for new ideas and different ways of doing things.
In my research, the level of involvement often came down to individual managers. One person said, “My line manager does a brilliant job in involving me. It makes me feel good.”
That doesn’t mean every decision needs to be made collectively — or that it can be.
But as a starter:
- Invite ideas from your team
- Involve employees in problem-solving
Listening builds trust
When organisations listen well and communicate clearly, it makes a real difference to trust, engagement and confidence.
Often the most valuable insights in a business aren’t found in strategy documents or leadership meetings. They’re found in conversations with the people who work in the organisation day in, day out.
And sometimes, all we need to do is stop and listen.
How I can help
If you’re curious about how well employee voice is working in your business, download my Internal Communication Health Check. It’s a simple way to assess what’s working, identify gaps, and strengthen communication in your business.
If you would prefer, phone me on 07929 939683 or via email at [email protected]. I’d love to hear from you.