Technology is being used in diverse ways to gather insights on employee experience. Different technology solutions are available to help people professionals engage, analyse and respond to employees.

Gather. Technology solutions, such as online surveys and pulse surveys, enable quicker, cheaper, targeted and more regular opportunities to listen to employees. These surveys can be created using general-purpose survey tools like Microsoft Forms or built-in survey tools found in employee experience platforms and other HR software. They can be configured so that data is collected or presented anonymously, which can be particularly valuable for enabling employees to raise concerns regarding harmful behaviours and whistleblowing. Besides surveys, feedback can be gathered in other ways such as messages posted on corporate social networks and collaboration platforms, as well as through running focus groups and interviews on video conferencing.

Analyse. Besides spreadsheets, you can use statistical software, qualitative analysis software and data visualisation software to analyse employee voice. Some platforms come with built-in analytics that automatically produce tables, charts and sentiment analysis of employee feedback. Automated transcriptions can help reduce the cost of analysing interview and focus group recordings. To build a holistic understanding of employee voice, it may be helpful to combine data from different sources and over different periods of time.

Respond. Technology solutions offer efficient ways to share decisions, action plans and progress on actions and commitments with employees. Platforms such as Microsoft Teams and Workplace from Meta provide a forum for multi-way conversations. These platforms offer an opportunity for employees and employers to engage in an iterative process of continuous improvement.

When gathering and responding to employee feedback, technology solutions offer people professionals flexibility in communications along the following five dimensions:

• participation - by invitation to specific individuals or groups, or open to all employees
• visibility - anonymous, visible to certain individuals or groups, or public comments
• time - real-time vs asynchronous
• location - fixed vs anywhere
• usability - ase of logging in, navigating the channel, and accessing on any device.

Benefits

When used responsibly, technology solutions provide:

1. Faster communication. Technology solutions can:

• reduce time spent on data gathering and analysis by automating activities such as dissemination, reminders, data cleansing and analysis
• gather large volumes of feedback from employees, across different locations and time zones
• provide 24/7 opportunities for feedback through online surveys, corporate social networks and collaboration platforms
• create engaging and targeted communications to respond to feedback, keeping employees informed of decisions and progress made on commitments
• provide opportunities to respond quickly to all employees simultaneously where appropriate, delivering tailored communications to specific groups or locations and in multiple languages using automated translation functions.

2.  More ways to engage with and respond to employees. Research indicates that providing employees with more options to express their opinion can lead to positive organisational change, enhancing employee wellbeing and performance. Technology solutions can:

• provide employees with a choice of feedback mechanisms, including pulse surveys, instant messaging and video conferencing, to allow employees to engage in a way that suits their needs and preferences
• engage hard-to-reach groups, enabling employees to respond anywhere, anytime through mobile devices. For example, at construction firm nmcn, a site manager published on-the-go updates through their app, generating good engagement and fostering a sense of ownership among employees
• Enable anonymous feedback, eliciting more truthful feedback from employees who can provide responses without fear of negative consequences. Anonymity has been found to increase the amount of feedback received and makes people feel safer when speaking out on issues that are important to them. It is, however, important to note that when providing opportunities to share anonymous feedback, people professionals need to consider how safeguarding risks are managed, for example where disclosures are made (eg ‘I’m being bullied’), as there is no way to identify the individuals concerned in order to resolve the situation.

3 Help with analysis and recommendations. Through automation, technology solutions can:

• analyse employee morale and sentiment quickly. Kantar Analytics, for example, automated analysis of employee feelings from voice recordings. They were able to retrieve the same insight more cheaply at a large scale compared to the traditional method where someone had to listen to recordings and write notes
• benchmark findings against employee data gathered in earlier consultations or against competitors to signpost where action may be required or how specific activities are making an impact
• deliver personalised recommendations to employees based on their feedback, providing employees opportunities to take early action on matters that are important to them.

Risks

When technology is not used responsibly, organisations and their people are exposed to risks. The most pervasive risks are:

1 Lack of scrutiny of design features and limitations can mean that organisations are sometimes unaware how technology is manipulating data and driving insights. Technology is only as good as its programming and the data fed into it. It is important that people professionals are curious about how the platform generates insights, for example asking the vendor about specific features, and seek opportunities to validate findings, for example sharing findings with employee representatives to sense-check that they reflect peer discussions.

2 Over-reliance on technology can present a risk. Employers should ensure all employees have access, time and permission to contribute. With the increase of hybrid and remote working, it is increasingly important not to replace all ‘check-ins’ with digital solutions like pulse surveys or video consultations to avoid digital fatigue. When it comes to providing opportunities to whistleblow, research has found that online platforms are viewed more positively than speaking to someone on the telephone. It's about having the right channels available and using them appropriately.

3 Data security and privacy must be assured when gathering, storing and responding to employee feedback, ensuring compliance with relevant data privacy and security laws. Any internally or externally provided technology which records, stores or analyses employee data must be scrutinised to prevent a security breach. Data privacy protections must be clear and the process for employees to request access to their data needs to be transparent.

4 Becoming a barrier to equality, diversity and inclusion (EDI), which can prevent the benefits of technology being realised and in some instances compromise an organisation’s ability to meet their legal obligations and responsibilities. Exclusion can arise because:

• access to technology can be a barrier and can disenfranchise those employees who have no or limited access to IT during their working hours
• confidence and trust in technology varies due to poor technology literacy or because they feel more comfortable speaking openly to a person. Providing communications and training to introduce the technology, being clear on the purpose of its use and making clear the instructions on how to use it, can help to improve use.

Benefits

When used responsibly, technology solutions provide:

1. Faster communication. Technology solutions can:

• reduce time spent on data gathering and analysis by automating activities such as dissemination, reminders, data cleansing and analysis
• gather large volumes of feedback from employees, across different locations and time zones
• provide 24/7 opportunities for feedback through online surveys, corporate social networks and collaboration platforms
• create engaging and targeted communications to respond to feedback, keeping employees informed of decisions and progress made on commitments
• provide opportunities to respond quickly to all employees simultaneously where appropriate, delivering tailored communications to specific groups or locations and in multiple languages using automated translation functions.

2.  More ways to engage with and respond to employees. Research indicates that providing employees with more options to express their opinion can lead to positive organisational change, enhancing employee wellbeing and performance. Technology solutions can:

• provide employees with a choice of feedback mechanisms, including pulse surveys, instant messaging and video conferencing, to allow employees to engage in a way that suits their needs and preferences
• engage hard-to-reach groups, enabling employees to respond anywhere, anytime through mobile devices. For example, at construction firm nmcn, a site manager published on-the-go updates through their app, generating good engagement and fostering a sense of ownership among employees
• enable anonymous feedback, eliciting more truthful feedback from employees who can provide responses without fear of negative consequences. Anonymity has been found to increase the amount of feedback received and makes people feel safer when speaking out on issues that are important to them. It is, however, important to note that when providing opportunities to share anonymous feedback, people professionals need to consider how safeguarding risks are managed, for example where disclosures are made (eg ‘I’m being bullied’), as there is no way to identify the individuals concerned in order to resolve the situation.

3 Help with analysis and recommendations. Through automation, technology solutions can:

• analyse employee morale and sentiment quickly. Kantar Analytics, for example, automated analysis of employee feelings from voice recordings. They were able to retrieve the same insight more cheaply at a large scale compared to the traditional method where someone had to listen to recordings and write notes
• benchmark findings against employee data gathered in earlier consultations or against competitors to signpost where action may be required or how specific activities are making an impact
• deliver personalised recommendations to employees based on their feedback, providing employees opportunities to take early action on matters that are important to them.

Risks

When technology is not used responsibly, organisations and their people are exposed to risks. The most pervasive risks are:

1 Lack of scrutiny of design features and limitations can mean that organisations are sometimes unaware how technology is manipulating data and driving insights. Technology is only as good as its programming and the data fed into it. It is important that people professionals are curious about how the platform generates insights, for example asking the vendor about specific features, and seek opportunities to validate findings, for example sharing findings with employee representatives to sense-check that they reflect peer discussions.

2 Over-reliance on technology can present a risk. Employers should ensure all employees have access, time and permission to contribute. With the increase of hybrid and remote working, it is increasingly important not to replace all ‘check-ins’ with digital solutions like pulse surveys or video consultations to avoid digital fatigue. When it comes to providing opportunities to whistleblow, research has found that online platforms are viewed more positively than speaking to someone on the telephone. It's about having the right channels available and using them appropriately.

3 Data security and privacy must be assured when gathering, storing and responding to employee feedback, ensuring compliance with relevant data privacy and security laws. Any internally or externally provided technology which records, stores or analyses employee data must be scrutinised to prevent a security breach. Data privacy protections must be clear and the process for employees to request access to their data needs to be transparent.

4 Becoming a barrier to equality, diversity and inclusion (EDI), which can prevent the benefits of technology being realised and in some instances compromise an organisation’s ability to meet their legal obligations and responsibilities. Exclusion can arise because:

• access to technology can be a barrier and can disenfranchise those employees who have no or limited access to IT during their working hours
• confidence and trust in technology varies due to poor technology literacy or because they feel more comfortable speaking openly to a person. Providing communications and training to introduce the technology, being clear on the purpose of its use and making clear the instructions on how to use it, can help to improve use.

There is a growing body of research that helps us understand how technology can be used responsibly, and the possible negative outcomes when certain things are not considered. This research, and a series of stakeholder roundtables, have informed the following guiding principles.

As technology solutions vary in the way they gather, analyse and respond to employee concerns, it is important to consider where technology could deliver the most useful gains. Research also shows that there is a link between employee voice and organisational culture, so reflecting on how the technology can fit with your organisation’s culture is useful. Being clear on the purpose of the solution can deliver an effective, holistic strategy that encourages collective and individual forms of employee voice.

Our guide on responsible investment in technology provides examples when professionals and leaders have invested in technology in ways that have benefitted people and the organisation.

Involving a broad range of stakeholders in discussions about what technology solution to use, how it is introduced and how it will be used can improve the likelihood of achieving desired outcomes. For example, when sourcing new technology to support employee voice, getting input from key people in different departments and employee representatives can ensure that the way feedback is gathered, analysed and responded to meets the needs of both employees and employers.

Technology solutions to channel employee voice should enable people to take targeted actions to enhance employee experience and performance. It is important that decision makers, communications leads and managers across the organisation are equipped with the knowledge, skills and ability to respond to feedback, and that they have the resources to respond in a timely way. Considering how the roles of employee resource group representatives may change as a result is important because representatives take great pride in their role amplifying the voice of their group. A continuous listening strategy can help people professionals respond quickly to improve the way things are done to improve wellbeing, performance and support retention.

Particularly where the proposed technology solution to gather, analyse or respond to employee feedback is expensive, different from existing solutions or requires a lot of training. By working with employees to identify risks and ways to mitigate them, it can help increase buy-in or identify better solutions. For example, concerns around the risk of inappropriate comments posted on a new corporate social network could be mitigated by having a code of conduct and the ability to report inappropriate comments to a moderator.

Promoting and delivering EDI is an essential part of people management. Read our guide on EDI to find out more about how an effective EDI strategy is essential to an organisation’s business objectives. While technology offers a route to monitor progress, there are several hidden barriers to EDI. To counter some of the issues raised with potential bias, organisations should:

• consider the appropriateness of the channel used to ensure you are listening to the people you want to reach out to
• make sure that the data collected is representative of the intended recipients and consider triangulating data from other sources. It is important that the data is interpreted through different lenses (eg key employee groups in your organisation)
• ensure responses or actions are sensitive to the views of the majority as well as underrepresented employee groups so that everyone feels heard.

The variety of technological solutions available on the market has provided new ways for employees to have a voice at work. Ensuring that providers demonstrate a commitment to the responsible use of technology in their design, implementation support and ongoing management process can help you in your efforts. People professionals can:

• examine the evidence-based principles used to inform design, for example, when choosing a platform with preset survey questions, ask how those questions were selected and validated. Where analysis is automated, find out at a high-level how it works
• check for inclusivity at all stages of design and implementation by carefully considering and questioning vendors about accessibility of platforms and data capture to avoid any discriminatory practices. Questions could include:
  
  • to what extent has the technology been user-tested by diverse groups of people, including different demographic groups, disabled and neurodivergent groups?
  • are there alternative channels which may reach key voices we want to hear that the chosen platform doesn’t cater for?
• start small and pilot the approach by focusing on technology adoption in low-risk, low-complexity scenarios, to build trust and experience before deciding whether to invest in larger-scale projects
•  adopt an agile approach in the early stages of procurement to test and learn, building confidence and ensuring both employee and employer needs are met.

The CIPD guide on Responsible investment in technology has been designed to help people professionals and leaders invest in technology in ways that benefit people and the organisation.

Technology can be used to help organisations comply with employment laws, for example by providing opportunities to whistle blow or voice concerns on areas such as equal pay and safety compliance. It is important that organisations:

• understand and comply with local laws around data privacy, consent, data storage and usage of employee voice or feedback that is collected. The CIPD has a series of guides on UK laws in this area
• follow relevant employment legislation about an organisation’s legal obligations for employee voice activity. Understanding local laws on privacy and consent is key
• follow relevant data security legislation, for example, organisations and the companies that they contract to, such as using voice transcribing and AI analysis, must operate within legal parameters regarding data storage and usage, privacy and confidentiality, opportunity to opt out, and allowing employees the right to be forgotten
• use expertise to inform your practice and consider getting an external consultant to advise if you don’t have internal expertise.

It is good practice to be transparent with employees about how technology is used and how decisions will be made on feedback gathered. People professionals should adopt a ‘glassbox’ (as opposed to a ‘blackbox’) approach. Employees should be made aware of privacy policies and provide informed data consent. It is good practice to provide support systems for employees who have questions about how their data is used.

Managers need to listen and act on feedback through employee voice solutions to enable genuine two-way communication. When managers manage well and build trust-based relationships with their team, they help to create an environment that is open and respectful, in which people feel ‘psychologically safe’, which can encourage employees to feed back. This means individuals feel able to speak up about concerns knowing they will be listened to and receive support and understanding.

AI provides opportunities to enhance employee voice because it is good at:

• processing large amounts of data quickly. This enables organisations to gather, analyse and respond to employee feedback fast, addressing business challenges as they emerge, which is vital in today’s fast changing business environment
• identifying patterns in large amounts of data. This enables organisations to augment the employee voice experience by providing personalised insights and recommendations. This personalisation has the benefit of leading to better engagement, encouraging more feedback to be given and prompts action from employees and managers that might otherwise require the intervention of people professionals.

However, there is still much we need to learn about the impact of AI in employee voice, with concerns for large-scale misinformation, discrimination and unintended consequences dominating recent discussions. For example, where AI is used to collect and analyse employee voice data, or where chatbots are used to deliver deeper insights, there is need for oversight to ensure all voices are included and representative voices are heard. Organisational policies regarding acceptable and ethical use of AI are not well developed yet, with clear guidelines for good practice also still in their infancy (for example, many organisations have yet to create solutions to the problems AI analysis can cause). Importantly, when it comes to gathering employee feedback, some research indicates that replacing human interaction with an artificial one may inhibit meeting employees’ social needs.

Applying an approach to decision-making will help people professionals draw on the best available evidence and consider new knowledge. Specifically, it is important for people professionals to remain alert to:

• new evidence as it develops
• emerging AI regulations and guidelines to ensure compliance and ethical decision-making
• ongoing discussions regarding acceptable and ethical use of AI
• the changing needs and concerns of the diverse stakeholders impacted by decisions to employ AI tools.

Staying up to date with new developments will allow people professionals to embrace the opportunities and address the challenges presented by AI.

CIPD Guide: Responsible investment in technology

For further information on research and thought leadership on Technology, the workplace and people management, the CIPD’s research series explores technology use and its impact on people practice in the physical and digital workplace.

For more detail on the case for adopting technology responsibly, and its impact on good work, see the Institute for the Future of Work’s (IFOW) Case for importance: Understanding the impacts of technology adoption on good work.

CIPD factsheet: Employee voice

References

Austermuehle, E. (2018) Monitoring employees through GPS technology: What is legal and what are best practices? Employee Relations Law Journal. Vol 44, No 1, pp10–14.

Bales, R.A. and Stone, K.V. (2020) The invisible web at work: Artificial intelligence and electronic surveillance in the workplace. Berkeley Journal of Employment and Labor Law. Vol 41, No 1.

CIPD. (2020) Workplace technology: The employee experience. London: Chartered Institute of Personnel and Development

Dutta, D., Mishra, S. K., & Tyagi, D. (2023). Augmented employee voice and employee engagement using artificial intelligence-enabled chatbots: a field study. The International Journal of Human Resource Management, 34(12), 2451-2480.

Gao, L. (2020) Technology Advancements for Whistleblowing Reporting Platforms and Employees' Decision to Blow the Whistle. Accounting and the Public Interest, Vol 20, No 1, pp172-192.

Ghani, B. and Malik, M. A. R. (2022) Social media and employee voice: A comprehensive literature review. Behaviour & Information Technology. pp1-21.

Hays. (2019) How voice search technology is changing the workplace. Hays Journal.

Holland, P., Cooper, B., & Sheehan, C. (2017). Employee voice, supervisor support, and engagement: The mediating role of trust. Human Resource Management, 56(6), 915-929.

Kim, H. and Leach, R. (2020) The role of digitally-enabled employee voice in fostering positive change and affective commitment in centralized organisations. Communication Monographs. Vol 87, No 4, pp425-444.

Simbeck, K. (2019) HR analytics and ethics. IBM Journal of Research and Development, Vol 63, No 4/5, pp9:1-1:12.