At Align People HR, employee voice isn’t just a buzzword , it’s a key part of creating workplaces where people can thrive. Recently our HR Assistant Elisha Clarke explored this important topic through her university dissertation focusing on the mechanisms that support employee voice, the barriers that can limit it, and the overall impact it has on employee engagement.

What Elisha uncovered in her research, reinforced what we see in practice with many of the businesses we work with, that psychological safety, remote inclusion, and trust are central to creating a culture where employees feel heard and valued.

Why psychological safety matters

Elisha’s research highlighted that employees are far more likely to share their views when they feel psychologically safe, in other words, when they know they won’t face negative consequences for speaking up. Leaders play a big role; how they respond to feedback, whether they encourage open dialogue, and how consistently they act on what they hear all sends a message about whether it's safe to speak.

One practical employee voice mechanism for building psychological safety is providing options for anonymous input, such as suggestion boxes or anonymous surveys, which help reduce employees’ fears of possible repercussions. Anonymous mechanisms give employees the opportunity to voice concerns or suggestions they might hesitate to raise openly.

Additionally, training and development programmes that teach managers to handle feedback effectively are essential. These programmes equip management with skills to respond constructively and encourage openness. For example, training might focus on active listening, non-defensive responses, and creating actionable plans based on employee input. By embedding these practices, organisations not only build psychological safety but also enhance employee engagement, promote innovation, and support overall organisational performance.

Supporting remote workers

With remote and hybrid working now a standard part of the modern workplace, Elisha’s research also looked at how employers can better include remote workers in feedback processes. It’s easy for remote teams to feel disconnected, so regular virtual meetings and clear communication channels make a big difference.

Regular virtual meetings provide an essential platform for remote employees to participate in real-time discussions, share ideas, and be involved in decision-making processes. These meetings should be inclusive, with managers actively encouraging input from all participants to ensure no voices are overlooked.

Beyond meetings, dedicated communication platforms can play a vital role. Tools like Microsoft Teams allow employees to share feedback informally or in structured channels. Creating specific spaces for feedback or discussions can help remote workers feel their input is valued.

Remote employees need just as much of a voice as their office-based colleagues, and the effort to include them has to be deliberate.

Building trust from the top

Finally, the research reinforced the importance of trust. Employees are more likely to speak up when they trust that their input won’t just be noted, but acted on. Leaders can build trust through transparency, consistency, and empathy. Transparent leadership involves openly sharing relevant information with employees, including details about company goals, challenges, and upcoming plans. When employees feel they are kept in the loop, they are more likely to feel valued and empowered to contribute.

Consistency is equally critical. Following through on commitments, big or small, shows employees that their contributions matter. And when leaders show genuine care for individual concerns – whether in one-on-one meetings or broader communications, it helps create a culture where trust can grow.

Empathy plays a significant role in building trust. By showing genuine care for employees’ concerns and well-being, leaders can create a supportive environment where employees feel understood and appreciated. For instance, one-on-one check-ins can offer employees a private forum to share concerns and build rapport with their managers.

Conclusion

Elisha’s research has uncovered real insight into what makes employee voice work, and why it matters. Whether it’s through creating psychological safety, supporting remote teams, or building trust, the message is clear: when people feel heard, businesses do better. These strategies not only benefit employees but also drive innovation, enhance organisational performance, and create a workplace culture that attracts and retains top talent.

At Align People HR, we work with SMEs to build practical, tailored HR solutions that bring these ideas to life, helping our clients create cultures where people can speak up, get involved, and do their best.