How to Communicate Employee Engagement Survey Results

To successfully communicate your employee engagement survey results, follow a structured timeline: confirm the survey's close, share high-level results within two weeks, present detailed findings and action plans within a month, and cascade team-specific feedback through line managers shortly after.

Don't let all the hard work of carrying out your employee engagement survey go to waste by falling at the final hurdle. You must communicate to all employees when the survey has closed, be clear about the next steps, and whatever you do, don't forget to share the results and action plans. Research shows that businesses lose a staggering $1.2 trillion each year due to poor workplace communication, making this last step of a successful employee engagement survey critical. Otherwise, what's the point of thorough survey preparation and employee feedback if it's followed by silence?

Take these steps to ensure you finish the process with all-important communication, in the right order.

1. When the Survey Closes

It may sound like a small gesture, but once the deadline for completing the survey has passed, communication with your employees is essential for several reasons.

• An email to all employees from senior management and HR should be sent out after the survey closes. It should thank employees for their participation, confirm that the survey is closed, and explain the next steps, including results analysis and action-plan discussions at senior level. This message can also be posted on the company intranet and other internal channels.
• Team leaders can reiterate this information during team meetings, confirming the survey is closed, thanking participants, and explaining that results will be discussed once available.

Sorwe tip — Thoroughly plan the next steps before communicating them. Promising results in a week but missing that deadline can cause frustration and reduce trust, so always give realistic timeframes.

2. One to Two Weeks After the Survey Closes

Senior management should ideally communicate high-level survey results to all employees within a couple of weeks of the survey closing. Acting quickly keeps the survey fresh in employees' minds, demonstrates leadership buy-in, and maintains momentum.

Depending on company size, the CEO or senior management may hold a face-to-face meeting to share initial results, streamed and recorded for remote staff. Alternatively, this can be done via an all-staff email, with an in-person session held later.

Rapidly measuring and analysing results is essential for timely communication. An engagement survey tool with instant reporting, plus breakdowns by department, seniority, and location, can significantly ease analysis and help decide what to share with the wider team.

At this stage, senior management doesn't need to share individual team results but should highlight:

• Statistics about participation rates
• Demographic details (e.g., percentage of male and female respondents)
• The top survey results
• The bottom survey results
• Any obvious key trends

Leaders must address both positive findings and areas needing improvement so employees see the results as honest, reinforcing a culture of trust. Detailed action plans aren't required yet — this stage is about acknowledging top-level feedback and committing to more.

Sorwe tip — Keep the meeting's energy upbeat and positive, focused on thanking people and committing to improvements. If not held in person, a recorded video from the CEO or a senior manager helps maintain a personal touch.

3. Two to Three Weeks After the Survey Closes

Once HR has analysed the results in detail, or received detailed findings from an outsourced provider, they can present senior management with a full breakdown of strengths and weaknesses compared to the original survey objectives.

Senior management and HR can then work together on a detailed action plan to communicate to all staff. HR should also share top and bottom results for each team with line managers.

Even though action plans will be delegated to individual line managers, senior leaders need visibility of every team's results to understand engagement across the whole company, not just at a high level.

Sorwe tip — At this stage, HR should discuss with senior management how findings will be communicated, whether focus groups are needed for specific areas, and when the next survey should be planned.

4. Four to Eight Weeks After the Survey Closes

With all findings reviewed, analysed, and discussed with line managers, senior management can present the results in person to all staff. Ensure remote employees can join live or catch up afterward.

Leaders should cover the main positive and negative findings and detail the actions being taken, both planned and already implemented.

This is also the moment to confirm next steps: line managers will meet their teams to discuss findings and set action plans. It's another opportunity to thank everyone for participating and contributing to a more engaged workplace.

Sorwe tip — For a first-time survey, confirm that future surveys will follow, even without an exact date. If this isn't the first survey, compare findings and celebrate any improvements.

5. After Senior Management Communicates Results

Next, line managers share team-specific findings, using a presentation from HR or the survey software provider, or one they've created themselves.

Consider how employees not in the office, such as those on maternity leave or working remotely, will access this feedback. If they can't join the team meeting, arrange separate one-to-one sessions so everyone hears the same information.

Managers should highlight both positive feedback and areas for improvement, using the meeting as an opportunity for further discussion to understand problem areas fully.

After reviewing results, managers can focus on action plans, outlining what needs improvement and why. Some issues may have quick fixes, while others require group input and more time.

Sorwe tip — Some employees may be uncomfortable discussing certain issues in a team setting, so managers should offer one-to-one follow-ups for additional feedback or ideas.

Employee surveys aren't about right or wrong answers or hiding feedback. Leaders and managers must stay objective, avoid taking feedback personally, and remain open, clear, and honest about planned improvements. Since change takes time, building an ongoing feedback culture means ensuring employees know how and when they can share input after the survey closes.

Sorwe provides the tools you need to carry out an employee engagement survey and communicate results effectively. Get in touch to learn how Sorwe can help improve your employee engagement practices.

Frequently Asked Questions

Why is communicating survey results important?

Poor workplace communication costs businesses billions each year. Sharing results shows employees their feedback matters and builds trust, while silence undermines future survey participation.

How soon should high-level results be shared?

Ideally within one to two weeks of the survey closing, while it's still fresh in employees' minds and demonstrates senior management's commitment.

Should negative results be shared too?

Yes. Sharing both positive and negative findings creates a culture of trust and shows employees that leadership is being honest and transparent.

When should managers discuss team-specific results?

After senior management communicates company-wide findings and detailed action plans are prepared, usually around 4 to 8 weeks after the survey closes, managers should meet with their teams.

What tools help speed up result analysis?

An employee engagement survey tool with instant reporting and breakdowns by department, seniority, and location can significantly speed up analysis and communication.