Ah, the employee survey; a classic move in the corporate playbook. It’s the Swiss Army knife of workplace engagement: quick, convenient, and, if used correctly, genuinely useful. But let’s be honest, too often, it’s wielded like a magic wand meant to look like action rather than drive real change.

Here’s the usual routine: A big change is announced, employees feel blind-sided, and the project team senses the growing tension. What’s the go-to solution? A survey! A neat, data-driven exercise that provides the comforting illusion of listening.

But here’s the catch: These surveys often serve as a public relations exercise rather than a real feedback mechanism. The questions, while well-meaning, tend to guide responses in a way that serves to reinforce the existing plan rather than challenge it.

Some classics include:

• Do you understand why this change is happening? (Translation: We hope so, because it’s happening anyway.)
• How confident are you in management’s ability to drive this change? (Translation: Here’s your moment to be supportive!)
• What additional support do you need? (Translation: We’ll add that to the roadmap, but no promises.)

Then comes the grand finale: The results are selectively highlighted, a celebratory email goes out about “valuable insights,” and everything continues as planned. Employees, meanwhile, recognize the performance for what it is—a well-intentioned but ultimately hollow gesture if nothing tangible follows.

Survey-washing isn’t just a change-management issue; HR and comms teams also love a good data-backed initiative to win over stakeholders. And hey, surveys can be great tools! The problem isn’t the survey itself—it’s when they’re used to check a box instead of shape the path forward.

If you’re going to ask for feedback, be ready to act on it. Otherwise, it’s just another corporate tradition that everyone sees through but no one calls out.

Welcome to the Friday Confessional. If you know, you know.