At a previous job, the author recalls begrudgingly filling out yet another “employee engagement” survey—this time, venting all their workplace frustrations in the anonymous questionnaire. The next day, the CEO reached out with a surprising offer: resign, and receive a generous severance package, with help finding a new job. The message was clear: companies are willing to pay to keep disengaged employees from dragging down morale and productivity.
The Cost of Disengagement
Why do companies care so much about these surveys? Because disengaged employees are expensive. Replacing a worker can cost 15-25% of their salary, and Gallup estimates that low engagement cost U.S. businesses $1.9 trillion in lost productivity in 2023 alone. Engagement, defined as the sense of meaning and immediacy at work, is now seen as a key driver of business success.
The Rise (and Fatigue) of Surveys
To measure engagement, companies have embraced a booming industry of survey tools—Peakon, SurveyMonkey, Culture Amp, and more. These platforms promise insights and anonymity, but many employees are skeptical. According to a Quantum Workplace survey, two-thirds of workers feel their companies don’t do anything meaningful with survey results. For many, these surveys are just another workplace chore, often ignored by leadership.
A History of Measuring Morale
Employee surveys weren’t always so routine. They emerged in the early 20th century, gaining traction during wartime when military leaders realized morale mattered. Over time, surveys became a standard HR tool, especially after research in the 1990s linked engagement to productivity and retention.
The Limits of Anonymity
While anonymous surveys can give a voice to quieter employees and underrepresented groups, they also create distance. If workers don’t see real action from their feedback, trust erodes. Some even worry that surveys are a form of “snitchware,” or that honesty could backfire. In reality, surveys are only as effective as the relationships and trust within the organization.
Action Matters More Than Data
Experts say the biggest mistake companies make is collecting feedback but failing to act—or failing to communicate what’s being done. Real change requires transparency and a willingness to address tough feedback, not just gather it.
Engagement Isn’t the Same as Happiness
Ultimately, the author declined the CEO’s buyout offer, realizing that engagement and happiness aren’t the same thing. A truly engaged workforce is built on trust, open communication, and meaningful action—not just on survey results.
Employee engagement surveys are everywhere, but many workers are tired of them—especially when their feedback seems to disappear into a black hole. For surveys to be effective, companies need to listen, act, and foster real trust, not just collect data.