At wherewework, we believe employee feedback is more than data — it’s dialogue.

But turning that dialogue into action starts with something often overlooked: communication. That’s why we’re excited to feature this article by Ana Dinkova, a seasoned communicator who bridges the gap between intention and understanding inside organizations.

Blending insights from organizational psychology with practical internal comms strategies, Ana explores how we can create real impact through thoughtful, intentional messaging around employee feedback.

Dive into her perspective below:

In organizational psychology, we work with what can feel like intangible forces: human behaviors, emotions, and perceptions. We’re not measuring physical objects, we’re trying to understand how people experience their work, their environment, their sense of belonging, and their motivation.

This makes it all the more crucial to define clearly what we want to measure and why. But even with thoughtful definitions, there’s often overlap between engagement, satisfaction, motivation, and experience, which are interconnected. None of these exist in isolation.

As a communicator, I see a parallel in my day-to-day work. My role isn’t just broadcasting messages, it’s about creating a bridge between intention and understanding. It’s about helping people receive information and connect with it meaningfully.

This is especially true regarding feedback initiatives, employee engagement surveys, and internal evaluations. Simply sending out a survey and hoping for responses isn’t enough. People need to understand:

- Why their opinion matters,

- How their feedback will be used,

- And most importantly, what change it could bring.

I see my responsibility as twofold:

1. To help shape communication strategies that spark participation.

2. To ensure that we clearly explain the purpose and impact of these initiatives, so people feel their voice is valued and heard.

When we do this well, we create more than just participation.

- We create trust.

- We create ownership.

- We create momentum.

A few practices for promoting employee engagement & satisfaction surveys

Here are some of the approaches I’ve seen make the most significant difference:

1. Start with the "Why" - and make it clear. People need to understand the purpose of the survey. Why are we asking these questions? How will the answers be used? Clear communication of the "why" builds trust and boosts participation.

2. Leverage leadership support. Visible support from leaders - even something as simple as them mentioning the survey in a meeting or sharing their enthusiasm for feedback - can significantly increase response rates. When people see that leadership cares, they’re more likely to care too.

3. Respect their time. Keep the survey short and to the point. Promote it as quick and easy to complete, and deliver on that promise. Time is precious, and people will appreciate your respect for theirs.

4. Close the feedback loop ("You Said, We Did"). Always share what happens after the survey. Show real examples of how previous feedback has led to action. This builds credibility and reinforces the value of participating.

5. Use multiple touchpoints and make it personal. Don’t rely on a single email. Use a combination of emails, intranet posts, team meetings, personal reminders from managers, and even informal nudges. A multi-channel approach keeps the survey at the top of mind and demonstrates that it’s a shared priority.

Meaningful feedback starts with meaningful communication.

Whether designing a well-thought-out survey, crafting an engaging campaign around it, or making sure people feel their voice drives change, communication is the catalyst that brings it all together.

In our increasingly complex and hybrid workplaces, we can’t afford to assume participation will just "happen." It requires intention, clarity, and a bit of creativity.

And that’s where I find the most fulfilling intersection of my work: blending the insights of organizational psychology with the power of communication to help people feel heard and turn their voices into action.

If you’re exploring ways to make your internal feedback initiatives more impactful, I’d love to connect and share ideas! Let’s keep the conversation going.