The rise of employee voice

In a world that now actively encourages people to speak up, how do we manage this in our organisations today and yet prevent group think?

Our February Forum, hosted by DLA Piper, facilitated provoking discussion around the subject of Employee Voice. One of the best things about our Forums is that they bring together the input and ideas of dynamic, forward-thinking professionals, and this particular one was no exception.

First up, what do we mean by ‘Employee Voice’? Here are five possible definitions:

• Open employee communications
• Employees having their say and being able to speak at all levels of the business
• The collective and individual voiced perceptions, judgments and views of all employees
• The two-way communication between employer and employee
• Not just expressing opinions but also being listened to and involved in decision making

Our keynote speaker, Caroline Sharley, led the way in raising some key points in order to invite debate. Caroline chairs the government sponsored Engage for Success Cross Cultures sub-group and specialises in helping create the conditions where people can be more connected with their organisation’s purpose, vision and values. Food for thought included the suggestion that many organisations can be hierarchical and merely put in a system to ‘tick a box’ rather than drawing out adult to adult dialogue. People can tell the difference between a genuine interest in employee voice and mere lip service. ‘Employee fatigue’ can occur when ideas are not listened to and change does not happen.

Is it fair to say that we are much more likely to speak up and be heard if our manager has implemented something we suggested? What do we as individuals pay attention to, and what may be our blind spots? What’s our response to something like the TV programme ‘Undercover Boss’, where managers disguise their actual role to go back to the grass roots of an organisation?

Perhaps the emphasis needs to be on leaders not having to have all the answers and solve all the problems. How do we create a language and legitimacy to thinking differently? Thinking wider than simply going to the people you would always go to paves the way for the discovery of very valuable ideas and opinions. Informed leaders who truly listen to their employees have a richer understanding, allowing them to become more sure of their leadership style and their decisions. One of the keys to employees being heard seems to lie in a move from having formal processes to an open and ongoing dialogue.

Our Forums not only allow an exchange of ideas, but also provide valuable networking opportunities and excellent insight into current trends in the world of work. Attendance is by invitation only, but if you’re interested in finding out more, please contact our Managing Directors Sandra Evans and Julie Blunt.