Measuring employee experience, engagement and the work environment
Measuring employees’ experience, engagement and work environment is essential for building a strong organisational culture and achieving long-term, sustainable results. But a common question many organisations ask is: How often should we actually measure?
The answer is: it depends – on your circumstances, your purpose, and above all, your ability to act on the results. In this article, we at Brilliant share our best advice on this topic.
The purpose of measurement should determine the frequency
Before deciding how often to carry out an employee survey, it is important to define why you are measuring. Is the aim to obtain an annual temperature check to see progress over time? Or do you want to follow up on specific areas continuously – such as leadership, job satisfaction or change management?
- Annual surveys often work well to provide a broad overview of the current situation.
- Pulse surveys – shorter, more focused questionnaires – are most effective for follow-up and for quickly identifying changes within the organisation.
It’s not about measuring frequently for its own sake, but about measuring smartly – with a clear purpose and a link to what you want to develop.
Avoid survey fatigue – allow time for reflection and action
One of the most common mistakes is measuring too often. When organisations launch frequent pulse surveys without having the time to follow up on the results, survey fatigue quickly develops. Employees feel that their responses do not lead to any real change – and motivation to take part declines.
The key is to create short, effective loops between measurement and action. When results are quickly followed up, communicated and linked to concrete measures, each survey becomes a natural step forward – not an additional project.
A useful rule of thumb might be:
- Conduct a comprehensive employee survey once a year.
- Supplement with targeted pulse surveys two to four times a year, depending on your needs and resources.Book a demo
Measure the same areas to track development
To truly understand the impact of your efforts, it is important to measure similar areas over time. When managers and teams actively work with the results of a previous survey, the next measurement should provide confirmation of improvement – showing that dialogue, working methods or the work environment have developed in the right direction.
By asking recurring questions within the same themes – such as leadership, collaboration or clarity of goals – you build a more reliable basis that reveals trends and changes. This fosters both learning and motivation, as employees can see that their feedback genuinely leads to results.
Ask employees about follow-up – a key to improvement
A simple yet powerful way to assess how well your organisation acts on survey results is to ask employees whether they feel the organisation actively works with the outcomes of previous surveys.
Our analyses clearly show that employees who answer “yes” to this question achieve significantly higher scores across all areas – whether it concerns engagement, leadership or job satisfaction. This demonstrates that the perception of the organisation acting on feedback is, in itself, a strong driver of both engagement and trust.
Monitoring this dimension helps you to see not only what needs to be improved, but also how effectively you are working to improve it.
Measuring is not a substitute for dialogue
Employee surveys are a powerful tool for generating insight, but they should never replace direct dialogue between managers and employees.
Good leadership is built on openness, trust and continuous communication – not merely on figures.
When managers hold regular, transparent conversations with their teams, many questions are naturally addressed in day-to-day work. In that context, surveys serve as a complement – a tool for identifying patterns and trends that can support ongoing dialogue, rather than replacing it.
Create a culture of insight and action
Surveys should be viewed as part of a broader programme of improvement, not as isolated activities. The most successful organisations are those that use the results as a starting point for dialogue, learning and development.
When you manage to create a culture where insights lead to action – and where employees can see that their voices make a difference – every measurement becomes valuable.
Summary
The optimal measurement frequency varies between organisations, but the principles remain the same:
- Measure with a clear purpose.
- Create short loops between measurement and action.
- Measure similar areas over time to track development.
- Ask about employees’ perception of follow-up – it reveals much about your culture.
- Build a culture of dialogue and transparency.
By doing so, you not only obtain better data – you also gain more engaged employees and stronger results.