Quarter of employees do not trust their CEO

Over a quarter (26%) of employees do not trust their CEO to be honest and transparent, according to HR software company Personio.

The research found 28% of employees are not given a chance to share feedback with leadership on their experiences. 

Less than half (46%) of employees feel that leadership in their organisation actually listens and acts on any feedback given from staff.

Pete Cooper, director of people partners and analytics at Personio, told HR magazine that listening to staff is a key part of building trust.

He said: “Organisation heads need to create a two-way conversation with their employees. Not only giving their workforce the opportunity to give feedback, but also demonstrating that their feedback is being carefully considered and addressed. After all, no one wants to feel they are shouting into a void.

“Leadership and HR teams need to be rational and intentional about when feedback is collected, and communicate clearly how it will be evaluated and actioned.”

The research found just 5% of employees perceive their organisation to be ‘very transparent’ about pay at all levels, the results of employee surveys, training budgets and opportunities, and non-salary rewards and compensation.

However, this 5% are most likely to report high satisfaction, performance and loyalty compared with other employees surveyed.

Most (91%) of all these employees report high productivity and motivation at work.

Paula Leach, founder of Vantage Points consultancy, told HR magazine that internal communication should remain a priority for leaders despite their busy schedules.

She said: “Many leaders are simply overwhelmed and too busy with their day-to-day meetings and commitments to have the space and time to employ deep connection and genuine focus towards communications. 

“Indeed for many leaders and executives, communication is delegated and while this is one form of useful communication, unless complemented by experiences by employees of more personalised and localised listening and dialogue, the leader feels distant and out of touch.”  

HR Magazine – Millicent Machell