Is it time to raise the volume of the employee voice?

As we continue to navigate our way in a new world of work, the pressure to change our workplaces should not be a surprise. 

The digital transformation of the 4^th industrial revolution had already set a trajectory of change in our future working lives which the pandemic has accelerated, and created other considerations i.e.4-day week, 60/40 hybrid working split, and collaborative ‘studio’ offices.

Thrive or Survive?

Remote working became a necessity during the pandemic and provided a new perspective for workers to experience freedom from the daily commute, and the captive office-based work schedule.

Our need for social closeness after an extended period of physical distancing, during which the stress of remote working and feelings of isolation were identified as the highest risks facing the health and wellbeing of remote workers, are continuing to lead companies to consider how they connect their companies and their people to grow and level up opportunities. 

Priorities

The Gartner survey of 1,403 HR leaders in July 2024 states that Leader and manager development remains the No. 1 priority in 2025 for HR leaders for the third consecutive year.

The continued focus on manager development comes as managers report feeling overwhelmed by their responsibilities.

Gartner's recent research indicates that the top five organisational priorities for HR leaders in 2025 range from leader and manager development to HR technology:

1.     Leader and Manager Development

Three-quarters of 805 HR leaders Gartner surveyed in July 2024 reported their managers are overwhelmed by the expansion of their responsibilities, and nearly as many (69%) agreed leaders and managers are not equipped to lead change.

2.     Organisational Culture

Among 625 HR leaders, less than one in three reported they don’t have a clear vision for the culture they want. Fifty-seven percent of respondents agree that managers fail to enforce the culture organisations want on their teams, and over half reporting that leaders don’t feel accountable for demonstrating the desired culture.

3.     Strategic Workforce Planning

Sixty-six percent of nearly 475 respondents said their workforce planning is limited to headcount planning, and they struggle to demonstrate ROI for strategic workforce planning efforts.

4.     Change Management

Among 473 HR leaders surveyed by Gartner in July 2024, 73% reported that their employees are fatigued from change, and 74% said their managers are not equipped to lead change.

5.     HR Technology 

More than half (55%) of HR leaders think their current technology solutions do not cover current and future business needs. Forty-six percent believe current HR technology solutions hinder rather than improve the employee experience.

These priorities are shaped by CEO focus on growth, the increasing capabilities of AI, and the shifting talent landscape. 

Solutions

Employee Voice

More than resolving problems and conflicts, the employee voice enables employees to engage and participate constructively in organisations and is a core part of the Industrial strategy in the UK that places good and fair work at its heart to drive success, wellbeing and prosperity for individuals, companies and for society.

Improving information-sharing, encouraging cross-learning, and enabling the application of our gained wisdom is how to build organisational capability, develop confidence and self-esteem, and engage employees effectively.

The greatest opportunity presents itself when companies commit to a reciprocal and shared approach to learning by raising the volume of the employee voice and providing more accessible channels for employees across companies, professions, and sectors to engage with each other for the mutual benefit of the company and its people.