Employee Feedback Collection

How tech workers really feel about work right now With insights from over 8,000 of you (possibly the largest survey of its kind), Noam Segal and I are excited to share the results of our first-ever large-scale tech worker sentiment survey. What we discovered is that tech professionals are experiencing a fascinating mix of emotions about their careers in 2025. Our biggest takeaways: 1. Burnout is at critical levels: Almost half of our respondents are experiencing significant burnout. 2. Tech workers are more optimistic than we expected—but optimism is declining: 58.5% of tech workers remain optimistic about their roles, and 54.8% remain optimistic about their careers. However, there has been a significant negative sentiment shift over the past year. 3. Startup founders are the happiest people in tech: They’re the only group growing more optimistic while consistently outranking everyone else in workplace well-being. 4. Managers need help: Only 26% of tech workers consider their managers highly effective, while over 40% view them as ineffective. 5. Where people work makes little difference in how they feel about work—on the surface. But dig deeper, and hybrid workers are the happiest, remote workers are doing well, and in-office workers are experiencing hidden frustrations. 6. Small-company employees are doing the best: They outperform their large-company counterparts on nearly every work sentiment measure, from job enjoyment to sense of belonging. 7. The mid-career slump: Mid-career workers are struggling the most with burnout, lower job enjoyment, and the most pessimism about the future. 8. A widespread gap in career clarity: Many tech workers don’t know what they should be doing to continue developing in their careers. Two bonus takeaways you'll find at the end of the report: 1. Women are more burned-out (but more engaged) than men 2. AI is keeping tech workers up at night Don't miss the full report: https://lnkd.in/g8RZeFja

Getting the right feedback will transform your job as a PM. More scalability, better user engagement, and growth. But most PMs don’t know how to do it right. Here’s the Feedback Engine I’ve used to ship highly engaging products at unicorns & large organizations: — Right feedback can literally transform your product and company. At Apollo, we launched a contact enrichment feature. Feedback showed users loved its accuracy, but... They needed bulk processing. We shipped it and had a 40% increase in user engagement. Here’s how to get it right: — 𝗦𝘁𝗮𝗴𝗲 𝟭: 𝗖𝗼𝗹𝗹𝗲𝗰𝘁 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 Most PMs get this wrong. They collect feedback randomly with no system or strategy. But remember: your output is only as good as your input. And if your input is messy, it will only lead you astray. Here’s how to collect feedback strategically: → Diversify your sources: customer interviews, support tickets, sales calls, social media & community forums, etc. → Be systematic: track feedback across channels consistently. → Close the loop: confirm your understanding with users to avoid misinterpretation. — 𝗦𝘁𝗮𝗴𝗲 𝟮: 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 Analyzing feedback is like building the foundation of a skyscraper. If it’s shaky, your decisions will crumble. So don’t rush through it. Dive deep to identify patterns that will guide your actions in the right direction. Here’s how: Aggregate feedback → pull data from all sources into one place. Spot themes → look for recurring pain points, feature requests, or frustrations. Quantify impact → how often does an issue occur? Map risks → classify issues by severity and potential business impact. — 𝗦𝘁𝗮𝗴𝗲 𝟯: 𝗔𝗰𝘁 𝗼𝗻 𝗖𝗵𝗮𝗻𝗴𝗲𝘀 Now comes the exciting part: turning insights into action. Execution here can make or break everything. Do it right, and you’ll ship features users love. Mess it up, and you’ll waste time, effort, and resources. Here’s how to execute effectively: Prioritize ruthlessly → focus on high-impact, low-effort changes first. Assign ownership → make sure every action has a responsible owner. Set validation loops → build mechanisms to test and validate changes. Stay agile → be ready to pivot if feedback reveals new priorities. — 𝗦𝘁𝗮𝗴𝗲 𝟰: 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 What can’t be measured, can’t be improved. If your metrics don’t move, something went wrong. Either the feedback was flawed, or your solution didn’t land. Here’s how to measure: → Set KPIs for success, like user engagement, adoption rates, or risk reduction. → Track metrics post-launch to catch issues early. → Iterate quickly and keep on improving on feedback. — In a nutshell... It creates a cycle that drives growth and reduces risk: → Collect feedback strategically. → Analyze it deeply for actionable insights. → Act on it with precision. → Measure its impact and iterate. — P.S. How do you collect and implement feedback?

My nonprofit friends, why are we so afraid of messy data? I hear it all the time: ● "We can't ask that question—it might confuse people." ● "This survey works fine; it's what we've always used." ● "If we dig too deep, we might find something we don't want to see." Here is the problem: when we stick to the same safe questions and the same tidy reports, we stop growing. We stop learning. Data collection isn't supposed to be neat and tidy. It's supposed to reveal the mess. To spark discomfort. To challenge assumptions. Think about it: ● If your donor survey shows no gaps between who gives and who benefits, are you really asking the right questions? ● If your program evaluation scores are always glowing, could you be missing feedback from the people too uncomfortable to speak up? ● If your board dashboards never include community input, whose voices are you really prioritizing? Messy data—data that is incomplete, complicated, or contradictory—isn't purely bad data. It is your directional support for work to be done. It's where the real insights live. Here are three steps you can take to embrace this mess and use it to drive meaningful change: ● Audit your data collection: Go back to your surveys, focus group guides and intake forms. Which questions are missing? Are you asking things that make people uncomfortable in productive ways, or just sticking to what's easy to measure? ● Welcome contradictions: Dig deeper if your data doesn't have conflicting opinions or surprising results. Discomfort in your findings often signals areas where change is needed. Instead of dismissing it, ask: What is this teaching us? ● Ask for feedback on your data practices: Go beyond asking your team. Bring in the voices of your community—your beneficiaries, donors, and stakeholders. Show them the data you are collecting and ask: Does this reflect your reality? What are we missing? As a sector, we often talk about "driving impact." Let's not forget that real impact comes from asking hard questions with the entire community, listening to the answers we would rather not hear, and using that data to build the needed change, not just justify it. #nonprofits #nonprofitleadership #community

Every company says they listen to customers. But most just hear them. There's a difference. After spending years building feedback loops, here's what I've learned: Feedback isn't about collecting data. It's about creating change. Most companies fail at feedback because: - They send random surveys - They collect scattered feedback - They store insights in silos - They never close the loop The result? Frustrated customers. Missed opportunities. Lost revenue. Here's how to build real feedback loops: 1. Gather feedback intelligently - NPS isn't enough - CSAT tells half the story - One channel never works Instead: - Run targeted post-interaction surveys - Conduct deep-dive customer interviews - Analyze product usage patterns - Monitor support conversations - Build customer advisory boards - Track social mentions 2. Create a single source of truth - Consolidate feedback from everywhere - Tag and categorize insights - Track trends over time - Make it accessible to everyone 3. Turn feedback into action - Prioritize based on impact - Align with business goals - Create clear ownership - Set implementation timelines But here's the most important part: Close the loop. When customers give feedback: - Acknowledge it immediately - Update them on progress - Show them implemented changes - Demonstrate their impact The biggest mistakes I see: Feedback Overload: - Collecting too much data - No clear action plan - Analysis paralysis Biased Collection: - Listening to the loudest voices - Ignoring silent majority - Over-indexing on complaints Slow Response: - Taking months to act - No progress updates - Lost customer trust Remember: Good feedback loops aren't about tools. They're about trust. Every piece of feedback is a customer saying: "I care enough to help you improve." Don't waste that trust. The best companies don't just collect feedback. They turn it into visible change. They show customers their voice matters. They build trust through action. Start small: 1. Pick one feedback channel 2. Create a clear process 3. Act quickly on insights 4. Show results 5. Scale what works Your customers are talking. Are you really listening? More importantly, are you acting? What's your approach to customer feedback? How do you close the loop? ------------------ ▶️ Want to see more content like this and also connect with other CS & SaaS enthusiasts? You should join Tidbits. We do short round-ups a few times a week to help you learn what it takes to be a top-notch customer success professional. Join 1999+ community members! 💥 [link in the comments section]

Employee sentiment got off to a soft start in 2026. In the Glassdoor Employee Confidence Index, 45.9% of employees reported a positive business outlook for their employers in January 2026, down from 46.3% in December 2025. Sentiment is almost unchanged from a year ago, when it was 45.8%. And in lieu of today's January #jobsreport (which has been delayed by the government shutdown until next Wednesday), some other Glassdoor data points on how the job market trended in January: ➡️ Glassdoor reviews that mention "layoff"-related keywords were flat month-over-month in January, despite several prominent layoff announcements. Employee anxiety about layoffs is still extremely high though as layoff mentions have surged 14% compared to last year. 💹 Average base pay reported on Glassdoor fell 0.6% month-over-month in January. Base pay was up 3.3% year-over-year, decelerating from December and pointing to softness in wage growth as workers have less leverage to switch jobs in search of better pay. ❌ 20% of job offers reported on Glassdoor were declined in January, down from 26% last January. The falling rate at which candidates decline job offers over the last year suggests that workers may be becoming less choosy and are favoring taking any job over holding out for the best job. All-in-all, Glassdoor data indicates workers still feel anxious about the current health of the job market. Hard data around layoffs and unemployment are not worsening sharply, but soft data around worker sentiment highlights that anxiety remains high to kick off the new year. #economy #news

Let’s get real... I’ve been known to ask CEOs: “What have you prioritized recently based on a customer insight?” I’ve also been known to ask CX pros: “How many actions has the organization taken this quarter, and what was the business impact?” And here’s the thing: I rarely get answers. That’s the problem. Feedback has become a corporate addiction—obsessed with collecting, addicted to analyzing, and allergic to action. Your customers don’t care how many surveys you’ve sent or how pretty your NPS charts look in a boardroom presentation. They care about what you’re actually doing to fix their experience. If your VoC program is hoarding data without driving results, you’re not delivering CX—you’re wasting time, trust, and money. This week’s Unf*ck Your CX newsletter dives into this feedback addiction and, more importantly, how to break it: ✅ Stop hoarding feedback. ✅ Connect insights to measurable outcomes. ✅ Fix what’s broken and close the damn loop. Because if you can’t answer those two questions, it’s time to unf*ck your feedback strategy.

The first question I ask after a resignation now is simple: “What didn’t we hear in time?” In my experience (and many founders will relate), people rarely leave for a single reason. By the time someone resigns, it’s usually the result of a slow build up of missed signals: 🔹 Lack of clarity in role 🔹 Unspoken tension with a manager 🔹 Feeling undervalued, despite strong performance 🔹 Silent burnout, masked by a high-achiever’s professionalism Sometimes the reasons sit on the employee’s side too self-doubt, unrealistic expectations, or even resistance to feedback. But here’s the key: leaders still have the responsibility to create an environment where those challenges can be spoken about openly, before they push someone to the exit. And the hardest truth? What someone writes in a resignation letter is often what they didn’t feel safe enough to say while they were still there. One resignation in particular hit me hard. A high-performing team lead for three years with us submitted her notice. In her letter, she wrote: “I never felt I had permission to say I was overwhelmed. I didn’t want to seem weak or incapable. But I haven’t truly rested in 18 months.” And, that wasn’t just a resignation.. We needed a way to hear this truth before it became a goodbye. That’s when we introduced Mood Surveys, a realtime feedback mechanism to monitor sentiment, engagement, and well-being across the company. Here’s how we use them: ✅During leadership transitions: to understand how teams are adjusting and where support is needed ✅During change management: to capture reactions as they happen not after they emerge ✅For burnout detection: to spot early signals before they become disengagement or exits Here’s what I’ve learned: Don’t treat resignations as exits. Treat them as data. As insight. As feedback on the culture you're building intentionally or not. Because every departure tells a story. And those stories can either haunt you...Or help you lead better. #Leadership #CompanyCulture #EmployeeExperience #Retention #HRStrategy #MentalHealthAtWork #PeopleFirst #WorkplaceWellbeing #AniruddhNagodra #MSME #SME #HRMS #InsightsWithAniruddh ♻️ Repost to build a great workplace culture where everyone grows and thrives & Follow Aniruddh Nagodra for more such posts. P.S. I am the cofounder & CEO of factoHR - HR Solution for Growth®, where we empower businesses and HR professionals to create workplaces that don’t just function, but truly foster growth for all employees, HR, and the organization.

Stop Asking for "More Feedback" - Do This Instead. Last week, a mentee of mine was tired. She had notes from this client all pointing in different directions. But here's what most designers get wrong: collecting feedback isn't the problem - FILTERING it is. ↳ Not all feedback deserves equal weight in your design decisions. When clients become emotionally invested, they often become obstacles to their own success. Clients can push for a complex feature that would delay launch by 6 weeks - just because a competitor had something similar. Here's how to manage feedback: • 𝗩𝗮𝗹𝘂𝗲-𝗮𝗹𝗶𝗴𝗻 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗳𝗶𝗿𝘀𝘁: Does this feedback move us closer to the user's goals? If not, it goes to the bottom of the priority list. • 𝗔𝘀𝗸 "𝘄𝗵𝘆" 𝘁𝗵𝗿𝗲𝗲 𝘁𝗶𝗺𝗲𝘀: When a client insists on something, dig deeper. "Why is this important?" Then ask why again. The third why reveals the real need. • 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸: Establish criteria upfront for what feedback you'll prioritize. Share this with stakeholders before reviews. • 𝗨𝘀𝗲 𝘁𝗵𝗲 "𝗬𝗲𝘀, 𝗔𝗻𝗱..." 𝘁𝗲𝗰𝗵𝗻𝗶𝗾𝘂𝗲: Instead of rejecting ideas outright, acknowledge them and redirect: "Yes, that's interesting, and what if we addressed that need by..." ↳ Remember: Your job isn't to implement every piece of feedback. It's to curate feedback that serves the project's goals. And make sure to communicate these things with your clients! Good designers collect feedback. Great designers curate it. What's one technique you use to filter feedback without offending stakeholders? Share below! Happy New Month!

Communication gaps and weak feedback loops hurt business success. [Client Case Study] A large hospital network noticed declining patient satisfaction scores. Even with state-of-the-art facilities and technology, patients reported feeling unheard, frustrated, and confused about their care plans. The executive team assumed the problem was with staff training or outdated workflows. ‼️ Mistake: Relying on high-level reports and not direct frontline feedback. Nurses, doctors, and administrative staff communicate differently based on their backgrounds, generations, and roles. - Senior physicians prefer face-to-face or email communication - Younger nurses and tech staff rely on instant messaging and digital dashboards - Patients (especially elderly ones) need clear verbal explanations, but many received rushed instructions or digital paperwork ‼️ Mistake: Differences weren't acknowledged and crucial patient information was lost, leading to errors, frustration, and decreased trust. Frontline staff experienced communication challenges daily but lacked a way to share them with leadership in a meaningful way. ❌️ Reporting structures were too slow or ineffective. Feedback was either ignored, filtered through multiple levels of management, or only addressed after major complaints. ❌️ Executives made decisions based on outdated assumptions. They focused on training programs instead of fixing communication systems. ❌️ Systemic decline Employee burnout increased as staff struggled with inefficient systems. Patient satisfaction declined, leading to lower hospital ratings and reimbursement penalties. Staff turnover rose, increasing costs for recruitment and training. 💡 The Solution: A Multi-Channel Communication Strategy & Real-Time Feedback Loop ✅ Physicians, nurses, and patients receive information in ways that align with their preferences (e.g., verbal updates for elderly patients, digital dashboards for younger staff). ✅ Digital tool that allows staff to flag communication issues immediately rather than waiting for annual surveys. ✅ Executives hold regular listening sessions with frontline employees to better understand challenges before making changes. The Result - Patient satisfaction scores improved - Employee engagement increased - Operational efficiency improved Failing to adapt communication strategies and strengthen feedback loops affects reputation, retention, and revenue. (The 3Rs of a successful organization.) Frontline operations directly impact customer and employee experiences. This hospital’s struggle isn’t unique. Every industry faces the risk of misalignment between leadership decisions and frontline realities. Weak feedback loops and outdated communication strategies create costly inefficiencies. If your employees don’t feel heard, your customers won’t feel valued. Business suffers. Are you listening to the voices that matter most in your business? If not, it’s time to start.

You’re trying to help a client do more with your product, and all they come back with are complaints…“Why isn’t XYZ working?!” Whatever you do, don’t dodge the question. If you avoid it or pass it off, they’re likely going to go around you in the future, and it could impact your working relationship. Instead, look beyond the “must fix” list to the opportunity behind it. Here’s a chance to get realigned with your client’s goals and show up as a partner, not just a vendor. Let them walk you through every issue that impacts their day-to-day, ask how it affects their processes, listen to what it’s costing them, and start categorizing their feedback. Then work together to nail down top priorities. In doing so, you show your concern and investment, and learn more details you can use to develop targeted solutions that address their pain points. Once you understand more, go to your internal team. Find out what can be solved right now, what might need customization, and what simply won’t be possible in the short term. Bring those solutions back to the client, talk them through, and give them honest answers. And if they’re asking for too much - tell them! Just give your logic behind it. 77% of customers say that valuing their time is the most important thing a company can do to provide them with good service. It’s about building a real partnership where clients feel understood and valued, and not being an obstacle in their path.