The Right (and Wrong) Way to Share Employee Engagement Survey Results

You’ve conducted an employee engagement survey, gathering valuable perspectives from your team. The data is in, the reports are generated, and now you stand at a truly pivotal juncture.

What happens next—how you choose to share and act upon these employee engagement survey results—isn’t just a follow-up task. It’s a defining moment for your leadership and your company culture. 

Get this critical conversation right and you can unlock a new level of trust, collaboration, and positive momentum. Get it wrong and even the best intentions can unfortunately lead to cynicism and disengagement. 

This strategic guide is here to help you navigate that journey with confidence and a positive framework.

We’ll explore:

• Why transparent and thoughtful sharing of employee engagement survey results is fundamental to building trust
  
• A clear, step-by-step approach to communicate survey results, from initial planning to sustained action
  
• How to transform these results into tangible, positive change that benefits everyone
  
• Crucially, the common pitfalls to avoid that can undermine your efforts, and how a positive leadership approach offers a more constructive way

Just getting started with engagement surveys? Grab our free toolkit packed with 50+ sample questions and expert tips to help you launch and share results with confidence.

Why sharing employee survey results matters 

After running an employee engagement survey, you might think the heavy lifting is done, but how you handle this next part—sharing those results—can make or break the entire effort. 

It’s about so much more than just presenting numbers—it’s a powerful moment that speaks volumes about your organization’s character.

Building (or breaking) trust

When you share survey results openly and honestly, even when the news isn’t all sunshine and roses, you’re sending a clear message. 

That message is: “We hear you, we respect your input, and we’re willing to be vulnerable.” This act alone can be a huge step in building what we call psychological safety.

That’s the feeling employees have when they know it’s OK to speak up and be candid, without fear of negative consequences. 

Setting the stage for real action

The way you first communicate these findings also sets the stage for everything that follows. It signals just how serious your leadership team is about taking action. It shows commitment to holding itself, managers, and teams accountable for making things better.

Your people spoke—show them you listened

And let’s not forget the simple act of validation. Your employees took the time to provide their thoughts. Sharing the results acknowledges that effort.

It shows their voice was heard and that their participation mattered. After all, why contribute if you feel like your input just disappears into a black hole? Getting this stage right is fundamental.

A step-by-step framework for sharing results effectively 

Sharing employee engagement survey results is a big deal. But how do you actually do it in a way that builds trust and sparks positive action, especially if the news is a mixed bag? 

Here’s a framework, grounded in positive principles, to guide you through it.

Step 1: Pre-communication & internal alignment (the groundwork)

Before a single result is shared externally, there’s some crucial internal work to do. Think of this as laying a strong foundation for everything that comes next. 

Skipping this can lead to mixed messages or a communication approach that falls short of the mark.

Here are some critical tips to follow for laying the groundwork:

• Leaders, first process your own reactions. Approach the data with curiosity and a growth mindset, not defensiveness. Reframe challenges as opportunities for improvement,
  
• Develop a cohesive narrative from the results, not just a list of scores. What’s the main message? Connect findings to company values and vision, framing a path forward.
  
• Anticipate employee reactions. Prepare empathetic acknowledgements for specific concerns before presenting, showing you’re ready to listen deeply.
  
• Define your organization’s transparency level for these results (e.g., themed comments vs. raw data). Make sure all key communicators—your HR team, executives, and managers—are on the same page.
  

Step 2: Initial company-wide acknowledgement 

Once your internal groundwork is solid, it’s time to make that first connection with all employees about the survey. 

This isn’t the deep dive yet. This is about acknowledging their participation promptly and setting clear expectations for what comes next. 

Share this first update within one to two weeks of the survey closing. How will you get this first message out?

Think about what works best for your organization. A brief, positive email from the CEO or your Head of HR can be very effective.

Step 3: Results dive-in with leadership & management 

With the initial company-wide acknowledgement complete, the next phase involves a more granular exploration of the survey data. 

This starts with your leadership and management teams being briefed and aligned. Once senior leadership is aligned, your focus shifts to your managers and department heads. 

Your company will also want to explore coaching managers on how to lead upcoming team discussions positively. Equip them with skills to foster open, solution-focused dialogue, starting with team strengths before exploring areas for growth. 

Step 4: Facilitating impactful team-level discussions 

This is where the rubber truly meets the road. After leadership and managers have absorbed the results, it’s time to bring the conversation directly to the teams. 

Managers should schedule dedicated time, creating an atmosphere where people feel comfortable being candid. 

Helpful ground rules include: thanking the team, acknowledging all perceptions as valid, focusing on themes (not individuals), and encouraging “I” statements.

These discussions, when handled well, are incredibly powerful. They build trust, generate solutions, and give every employee a real sense of ownership in shaping a better workplace.

Step 5: Co-creating action plans

Sharing and discussing results is vital. But without a clear path forward, even the best conversations can lose momentum. 

This step is all about translating those insights into tangible action—organizationally and within teams. And the key here is “co-creating.” When people help craft solutions, their commitment soars.

Start by clearly communicating the one to two company-wide initiatives sponsored by senior leadership that address overarching survey themes.

Then, in team discussions, guide each team to pinpoint one to two meaningful focus areas they can influence. Consider their specific results, discussion points, and what’s realistically achievable.

Step 6: Consistent follow-up & communicating progress 

You’ve shared results, had discussions, and teams have mapped out actions. Fantastic! But here’s where many efforts lose steam: follow-through. 

Without consistent attention and communication about what’s next, initial energy can fade. This final step is about closing that feedback loop effectively and building lasting momentum.

Some pivotal guidelines for this step are:

• Establish a clear rhythm for communicating progress—company-wide and within teams—such as regular updates in a monthly newsletter or all-hands meeting.
  
• Acknowledge and appreciate the effort everyone is putting in. Change isn’t always easy.
  
• Weave the survey’s themes into your daily operations so that listening and responding to feedback becomes a continuous process.

Common mistakes when sharing survey results 

Sharing employee engagement survey results is a powerful opportunity. But let’s be honest, it’s also a stage where things can easily go sideways if not handled with care and a clear strategy. 

Many well-intentioned efforts can unfortunately backfire. Understanding these common missteps—and how a positive leadership approach provides a better way—is key.

Pitfall 1: Silence or endless delays

You’ve seen this happen, right? The survey closes, and then . . . crickets. Or perhaps a vague promise of “we’ll share results soon” that stretches into months.

When employees invest time and candor, then hear nothing, it screams their input isn’t valued. This “black hole” effect breeds frustration.

The Positive Leadership way

From the outset, communicate a clear, realistic timeline and stick to it. Provide prompt acknowledgements and consistent, transparent updates to prevent that feeling of feedback disappearing.

Pitfall 2: Only sharing the good news

It can be tempting, especially with tough results, to focus only on positives or “spin” challenging data. 

While highlighting strengths is important, glossing over genuine concerns erodes credibility. Your team knows what’s really going on.

The Positive Leadership way

Embrace “Positive Transparency.” Acknowledge challenges openly but frame them as opportunities for collective growth in ways that highlight strengths as a foundation to build upon.

Pitfall 3: “Data dump” overwhelm or rushing to fix symptoms

Sometimes, leaders might share overwhelming raw data without a clear interpretation. This can confuse employees. 

On the flip side, quickly jumping to solutions without understanding the “why” can lead to fixing symptoms, not root causes.

The Positive Leadership way

Focus on clear communication of key themes. In smaller groups, encourage curiosity while facilitating understanding before rushing to action.

Pitfall 4: Leaders playing the “blame game” or getting defensive

If leaders react to critical feedback by becoming defensive or making excuses, it shuts down psychological safety instantly. Nothing kills future honest feedback faster than fear of retribution.

The Positive Leadership way

Leaders must model receptiveness. They must actively listen and acknowledge all feedback as valid, showing genuine appreciation for the courage it takes to speak up.

Pitfall 5: Action plans that are all talk, no walk 

A common frustration is seeing action plans created with fanfare, only to fizzle out. This happens due to lack of clarity, no clear ownership, or insufficient support, which breeds deep cynicism.

The Positive Leadership way

Emphasize co-creating SMART (Specific, Measurable, Achievable, Relevant, Time-bound) micro-actions with clear owners and timelines. Ensure leadership visibly champions these actions and allocates necessary support.

Pitfall 6: Forgetting that anonymity is sacred

Even the perception that individual responses can be traced back can drastically skew results. If employees don’t trust that their honest feedback will remain anonymous, they’ll self-censor.

The Positive Leadership way:

Communicate and demonstrate your commitment to anonymity. When discussing comments, always paraphrase and aggregate. Building this trust is foundational.

Case study: Transforming culture with the Positive Culture Index (PCI℠) at Saint Paul Public Schools (SPPS)

Saint Paul Public Schools (SPPS) Nutrition Services was facing challenges with employee communication and departmental disconnect, leading to a fragmented workplace culture. To address these issues, SPPS partnered with Positive Leader and utilized the Positive Culture Index (PCI℠) to gain a clear understanding of employee perceptions and identify key areas for improvement. The PCI survey revealed critical insights into employee engagement, communication gaps, and team dynamics. Armed with this data, SPPS leadership implemented targeted changes, including enhanced communication protocols, leadership training, and consistent feedback channels. The results were transformative: employee satisfaction improved, cross-departmental collaboration increased, and SPPS fostered a more cohesive and positive workplace culture, enabling staff to better serve students and the community.

Igniting a culture of feedback and growth

Sharing employee engagement survey results effectively is far more than an administrative task—when approached thoughtfully, it’s a fundamental leadership opportunity. It’s your chance to genuinely build bridges of trust. 

You show your people that their voices are not just heard but actively shape your workplace’s future. It’s about transforming raw data into a dynamic, ongoing conversation about what it means to thrive together. 

The steps we’ve walked through—from careful pre-communication to empowering co-created action and consistent follow-through—guide you through this process. Yes, it requires commitment and courage, especially with tough feedback. But the rewards go far beyond a temporary morale boost.

Ready to equip your leaders to communicate with real impact and turn survey insights into powerful, positive action?

Explore Positive Leader’s dedicated programs or contact us today. Let’s discuss building that deeply engaged and truly positive organizational culture together.