Impact of HR on Employee Feedback: Trust, Communication, and Power Dynamics

Employees want to engage in a safe and happy workplace, and HR wants the same thing for them. Yet in my ongoing interactions with both employees and HR teams, I'm finding a disconnect on how to achieve that dream.

HR departments have their employee's best interests in mind, which includes uncovering workplace issues and addressing them, and HR departments believe they're exhaustive in their approach to doing so. They believe that they're asking for feedback at the right frequency through channels that employees want to use, and also believe that employees are telling them honestly about any concerns or issues.

Yet in all of our reports to date, we've found that many employees are holding back. They aren't comfortable reporting through the channels HR gives them. Many aren't saying anything at all. And many don't trust HR to the extent that HR departments think they do.

That's why we conducted this survey: To find out more about employee perceptions of HR, and how they interact (or any interaction at all) with them. The goal is to expose some of those misalignments so that both HR and their employees can work to build trust between one another, and build a happy and healthy workplace together.

On February 28, 2022, we surveyed 1002 full time employees in the US that work at companies with 100 or more employees, to find out more about their trust in HR, how they prefer to communicate with HR, how the power has shifted in the workplace, and whether they're being truly honest when they're providing feedback (the answer is: they're not).

We hope this report will illuminate some of the shadowy areas of how and why employees give feedback, and open up more areas for conversation, improvement, and increased trust.

: Claire Schmidt, CEO and Founder, AllVoices

Key findings from this employee feedback study

Here are the most impactful insights we learned from the employees we surveyed:

Employees perceive HR as focused on employee administration, and as being "helpful." They see the major goals of the HR department being focused on employee administration, mediation, and employee development. They also see HR as "helpful," "informative and communicative," and "passive."

HR is mostly asking for feedback quarterly and monthly. HR is asking employees for feedback either quarterly (18%) or monthly (18%). However, 17% said they're never asked for feedback at all.

84% of employees had at least one concern to share with HR in the past year — but didn't share it. 48% of respondents had five or more issues they wanted to share, but didn't do so.

Only 47% are fully honest when giving feedback to HR. Those who don't share honest feedback say they fear retaliation if they were truly honest, and that they don't believe their organization really wants truly honest feedback.

56% of those who aren't fully honest would be more inclined to be if given a truly anonymous way to give feedback. Additionally, if employees could choose the way they give feedback to HR, they would do so through anonymous surveys.

Employees are feeling more empowered today than one year ago. 55% feel more empowered today to share feedback than they did a year ago, and 58% feel more empowered to leave their job today than they did a year ago

Employees would take action if their company was sued. 50% of employees would make an effort to leave their company if it was sued for sexual harassment. Additionally, 57% would no longer be interested in applying at a company if it was sued for sexual harassment

The newly-passed "#MeToo Bill" will encourage speaking up. 43% of employees said if they were the victim of sexual harassment or assault, they would be more likely to come forward after seeing the #MeToo bill passed. Additionally, 44% would be more likely to report internally after seeing the #MeToo bill passed.

Who participated in this employee feedback survey

How the survey was conducted and who participated

In order to provide greater context around these findings, here are more details on who we surveyed and the methodology used. Starting on February 28, 2022, we surveyed 1002 full time employees in the US that work at companies with 100 or more employees. The survey was conducted online via Pollfish using organic sampling. Learn more about the Pollfish survey methodology.

Now, with context around who our respondents were: full-time employees at companies with 100 or more employees, most of whom are mid-level and have been at their company for over a year: let's take a closer look at what we uncovered.

How much do employees actually trust HR?

Every employee will come in contact with the HR department multiple times in their tenure at a company, and will likely hear from them at all-staff meetings, receive news and information from them on company policy, be asked by them to fill out a pulse or engagement survey, go to a training hosted by them, and have other touchpoints with them. Employees who manage other employees will especially have close contact with members of HR as well. We wanted to understand a bit more about how employees view HR, what they believe the role of HR is, how often they engage with HR: and if they're honest when they do.

Employees primarily see HR focused on employee administration, like hiring, firing, and managing benefits

When we asked employees to describe the major goals of their HR departments, the results were clear: employees primarily see HR as focused on employee administration. In fact, employee administration was selected by 54% of respondents as a major goal of HR, making it the most commonly-selected goal. Employee mediation was second (50%), followed by employee development (42%).

Interestingly enough, while HR teams likely see themselves as focused on employee development, this was the third most commonly-selected response, suggesting that employees may not fully understand the entirety of HR's role. The perception that HR is primarily an administrative function could contribute to hesitation to take complex issues to them.

Most view HR as "helpful," yet many see them as "passive"

The most common word employees used to describe HR was "helpful" (34%), followed by "informative and communicative" (28%). While this seems positive at first glance, the second and third most common words are perhaps more telling: "passive" (22%), and "intimidating" (18%).

These numbers suggest a significant portion of employees feel that HR could be more proactive in their day-to-day operations, and that there's a notable contingent that finds approaching HR at all to be a somewhat daunting task.

HR is mostly asking for feedback quarterly and monthly, though 17% said they're never asked for feedback at all

According to our data, HR is asking employees for feedback either quarterly (18%) or monthly (18%), with less frequency being less common. However, a substantial 17% said they're never asked for feedback at all.

This data underscores the need for HR to be more consistent and proactive in asking for feedback, as many employees may simply not be given the opportunity to share their thoughts and concerns.

Less than half say they're 100% honest when giving feedback to HR

Only 47% of respondents said they are "100% honest" when giving feedback to HR. While the vast majority — 84% — said they are either "mostly" or "completely" honest with HR, it's still significant that only about half fully commit to 100% honesty.

This data suggests that a significant portion of employees are holding back when it comes to giving HR truly transparent feedback, which underscores the need for HR to create an environment where employees feel they can share openly and honestly.

Those who don't share honest feedback say they fear retaliation if they were truly honest

Among the employees who said they're not 100% honest when giving feedback to HR, the most common reason is the fear of retaliation: 38% of respondents cited this as their reason for withholding full honesty. The second most common reason (33%) is believing their organization doesn't truly want honest feedback.

Fear of retaliation is particularly noteworthy as it suggests a fundamental breakdown in trust. For employees to truly feel comfortable voicing concerns, they need to believe not just that they won't face negative consequences for doing so, but that the channels they use to report are secure and confidential enough to protect them.

56% of those who aren't fully honest said they would be more honest if given a truly anonymous way to give feedback

Our data reveals a significant potential solution to this problem: 56% of those who aren't fully honest when giving feedback said they'd be more inclined to be fully honest if given a truly anonymous way to provide feedback. Additionally, 48% would be more honest if they could report without using their real identity, suggesting that the option to remain anonymous could significantly improve the quality of feedback HR receives.

This points to the value of providing a truly anonymous reporting option: one that employees can trust to protect their identity. If an anonymous option can significantly improve the quality of feedback HR receives, it's worth seriously considering how and when to offer it.

What the trust data tells HR teams

What is an employee's perception of HR? They see the three major goals of the HR department being focused on employee administration, mediation, and employee development: taking care of the hiring and firing, resolving conflicts, and developing employees for growth within the company. They think HR is helpful, informative and communicative: yet too many also say HR is passive. It seems like employees want HR to be more proactive: more visible, more engaged in their day-to-day, and more willing to come to them rather than waiting for them to come to HR.

Why employees hold back when talking to HR

In continuing to examine how employees perceive HR and whether they trust their HR, we're faced with a concerning statistic: 84% of employees had at least one issue or concern to share with HR in the past year, but didn't share it. When we dig into why and how they communicate with HR, we see a complex picture: employees have concerns, but the avenues for sharing them may not meet employees' needs.

84% of employees had at least one issue or concern to share with HR in the past year: but didn't share it

A staggering 84% of employees had at least one issue or concern they wanted to share with HR in the past year, but they did not do so. 48% had five or more issues, meaning a large number of concerns are going unheard each year.

This underlines the critical importance of creating channels of communication that employees feel comfortable using. When employees hold back concerns, it limits HR's ability to identify and address issues, potentially allowing problems to escalate into more serious, costly situations.

Employees see an open door policy as a channel through which to mostly report day-to-day issues

When asked what type of issues they'd be likely to report via an open door policy, employees said day-to-day work issues (46%), interpersonal conflicts (34%), performance issues (26%), sexual harassment (14%), and discrimination (8%).

This data suggests that employees see an open door policy as suitable for day-to-day issues, but are less comfortable using it for more sensitive issues like sexual harassment and discrimination. This implies a need for additional, more secure channels for reporting sensitive issues.

Respondents see whistleblower hotlines as a mechanism to report everything from day-to-day issues to discrimination

Unlike the open door policy, employees see whistleblower hotlines as a channel suitable for a range of issues, including discrimination (55%), sexual harassment (49%), day-to-day work issues (45%), interpersonal conflicts (41%), and performance issues (30%).

Interestingly, while whistleblower hotlines are seen as appropriate for a wider range of issues, they're still not universally seen as the right channel for all types of concerns. This suggests HR might benefit from offering a range of reporting options to accommodate various levels of sensitivity.

The majority don't believe whistleblower hotlines are anonymous

Only 26% of respondents said they believe whistleblower hotlines are completely anonymous. Another 40% believe they're somewhat anonymous, while 34% don't think they're anonymous at all.

This skepticism about the anonymity of whistleblower hotlines is a significant barrier to their effective use. For these channels to work, employees need to fully trust in the confidentiality of the process. HR should consider how they can make employees more aware of the actual level of anonymity offered and address any misconceptions.

If they could choose, respondents would give feedback to HR through anonymous surveys

When asked to choose their preferred method of giving feedback to HR, the top choice was anonymous surveys (43%), followed by in-person meetings (23%), town halls (13%), one-on-ones with a manager (10%), and anonymous texts (6%).

The clear preference for anonymous surveys indicates that employees want to voice their opinions and concerns, but they want to do so without fear of identification or retaliation. HR teams should consider how to incorporate more anonymous feedback mechanisms into their processes. Specifically, if they want to improve employee engagement, leveraging anonymous surveys is a good place to start.

What the communication gap means for HR strategy

In continuing to examine how employees perceive HR and whether they trust their HR, we're faced with a concerning statistic: 84% of employees had at least one issue or concern to share with HR in the past year, but didn't share it. The channels HR currently offers: open door policies, direct communication, whistleblower hotlines: are not fully meeting employees' needs, particularly for sensitive issues. The preference for anonymous feedback methods suggests that HR must provide confidential channels to collect employee feedback that employees actually trust and use.

How shifting employee power is changing HR dynamics

Over the past year or so, the workforce dynamics have changed significantly, with employees feeling more in control of their professional situations than ever before. Employees have more options: more companies to work for, more ability to work remotely, more opportunities to switch careers. The shift in power dynamics is having a significant impact on how employees view and interact with their HR departments.

55% feel more empowered today to share feedback than they did a year ago

In this time of significant change, employees have evolved in how they view their relationship with their company. A majority of employees: 55%: now feel more empowered to share feedback than they did a year ago.

These results reveal a positive trend towards a more open workplace culture. As employees feel more empowered to share feedback, this presents an opportunity for HR departments to leverage this openness, actively encourage more communication, and become more proactive in soliciting feedback.

58% feel more empowered to leave their job today than they did a year ago

58% of employees said they feel more empowered to leave their job today than they did a year ago. This shift in empowerment could be due to several factors, including a robust job market, increased remote work opportunities, or a growing prioritization of work-life balance and personal values in career decisions.

If more employees are willing to leave their jobs, retention becomes a critical focus for HR. Developing strategies to keep employees engaged and satisfied becomes crucial, which includes actively seeking and acting on employee feedback. Learn more about how to increase retention with employee feedback.

21% don't see a dramatic change in how their HR department is gathering and acting on feedback, while 18% think HR has gotten worse

While many employees feel more empowered, it's worth noting that 21% don't see a dramatic change in how their HR department is gathering and acting on feedback, and 18% think HR has actually gotten worse in this regard. This data suggests that while there is progress, there's still significant room for HR departments to improve their feedback processes.

This underlines the need for HR to not just maintain the status quo, but to continuously innovate and improve their feedback mechanisms. Regular review and update of feedback processes, along with transparent communication about what changes have been made in response to employee feedback, can help improve this perception.

What the empowerment shift means for retention

When it comes to shifting power in the workplace, the majority of employees are taking more ownership around what they want their workplace to look like, and what they want their work life to look like. This empowerment extends to their willingness to leave if their workplace doesn't meet their expectations. HR needs to not only keep up with employee expectations but also proactively engage with this newly empowered workforce.

How lawsuits and legislation shape employee behavior

Issues within a company that escalate to lawsuits are among the most serious: and the most preventable: workplace problems. They often start with an issue that was either never brought forward or not addressed properly when it was raised. Our research reveals just how impactful these escalations can be: both on employees' likelihood to stay at the company and on the company's ability to attract new talent.

Half of employees would make an effort to leave their company if it was sued for sexual harassment

The data shows that 50% of employees would make an effort to leave their company if it was sued for sexual harassment. This reveals the significant impact a lawsuit can have on employee retention. The psychological impact of working for a company known for tolerating such behavior can be severe and lasting.

The message to HR is clear: proactively addressing and preventing issues that could lead to legal action, like sexual harassment, is not just a legal and moral necessity, it's a business imperative.

57% of respondents would no longer be interested in applying at a company if it was sued for sexual harassment

The reputational damage of a lawsuit extends beyond just the current employees: it affects the company's ability to attract new talent. 57% of respondents said they would no longer be interested in applying at a company that was sued for sexual harassment.

Companies facing public lawsuits like these risk losing their ability to attract top talent, leading to a potential downward spiral in company culture and performance. It underscores the critical need for HR to maintain a safe and respectful workplace.

43% of employees said they would be more likely to come forward publicly after seeing the #MeToo bill passed

Our research also explored the impact of recent legislation. 43% of employees said if they were the victim of sexual harassment or assault, they would be more likely to come forward publicly after seeing the #MeToo bill passed.

The passage of the #MeToo bill signals to employees that their voices are valued and that they have legal support when speaking up. This legislative change has emboldened employees to take public action. HR teams need to stay abreast of changes in legislation that could impact employee expectations and behaviors around reporting.

44% would be more likely to report internally after seeing the #MeToo bill passed

Similarly, 44% of respondents said they'd be more likely to report internally after seeing the #MeToo bill passed. This suggests that public legislation can influence private behavior within organizations, as employees feel more protected and supported in coming forward.

The impact of legislation on internal reporting highlights the power of a supportive legal framework in encouraging employees to speak up. It also signals a need for HR teams to be well-versed in current legislation and its potential impact on employee willingness to report.

Why silence is the most expensive HR problem

We see here the dangers of ignoring workplace issues that could've been addressed very early on in the process, if the right feedback measures were in place. For example, let's go back to the 84% of respondents who had at least one issue or concern to share with HR in the past year: but didn't share it. What happens if that number stays high, if HR doesn't address it? Well, we see what could happen here: employees leaving the company if it gets sued for sexual harassment, the company losing potential candidates for the same reason. These are real: and potentially company-defining: outcomes of not paying attention to employee feedback and concerns. These outcomes also aren't sudden: they come from a long series of ignored or silenced feedback, of issues that could've been addressed if the right feedback measures were in place.

What HR leaders can do to close the feedback gap

Employees trust HR: at least some of them do. And they're starting to feel more empowered to share feedback and to leave for better workplaces. HR departments need to step up to meet this moment. That means providing secure, anonymous feedback channels to collect honest employee feedback, addressing employees' concerns head-on, and doing it in a way that's transparent, communicative, and proactive. Here is how to start doing that:

Communicate the entire role of HR clearly and often

As we saw in our data, employees have a limited view of what HR does and can do for them. HR teams should proactively communicate their full range of services and how they support employees in all areas: from administration to conflict resolution to managing employee feedback. This could be done through regular newsletters, intranet updates, or informational sessions.

Put a face to the name

Part of making HR approachable is humanizing the department. Encourage HR team members to attend company events and mix with other employees. Consider assigning each employee an HR representative they can reach out to directly. When employees see HR as a group of approachable individuals rather than a distant, impersonal department, they're more likely to bring issues to HR proactively.

Start from the beginning

One of the best times to establish a culture of open communication is from the very first day. During onboarding, clearly outline the role of HR, the importance of feedback, and the various channels available for employees to communicate with HR. This sets expectations early and can create a foundation for a more communicative relationship.

Provide an anonymous feedback platform, not just a whistleblower hotline

Our data shows that many employees are skeptical about the anonymity of whistleblower hotlines. Providing a truly anonymous feedback platform can help alleviate these concerns. AllVoices is a leading employee relations platform that helps HR teams manage ER cases, workplace investigations, anonymous reporting, and employee feedback. Unlike traditional hotlines, a modern platform is mobile-friendly, easy to use, and designed to keep employees' identities protected: helping to increase the likelihood of employees sharing their concerns.

Norms have changed, so adjust quickly

Employees now expect more from their employers: and that includes how HR operates. HR teams need to adapt to meet these new expectations, whether that's by providing more anonymous feedback options, being more proactive in seeking out feedback, or becoming more responsive to the feedback that's already coming in. Staying up-to-date with changing workforce trends and evolving your HR practices accordingly is key to maintaining a healthy and productive workplace.

Where the employee-HR trust gap stands in 2025 and 2026

AllVoices conducted this survey in early 2022. In the three years since, the core dynamics it identified have not resolved: but the tools available to HR teams, and employee expectations around those tools, have both changed significantly.

Employee engagement has stagnated despite increased investment

Gallup research from 2025 shows that only 32% of employees are engaged at work: a figure that has barely moved in years. Twenty-nine percent of employees say they do not receive clear, honest, or consistent communication from leaders. The gap this survey identified between what HR believes employees share and what employees actually share persists: if people are not using reporting channels, HR is operating on incomplete data regardless of how sophisticated those systems are.

The anonymity question remains the deciding factor

This survey found that 56% of employees who were not fully honest said they would be more honest with a truly anonymous channel. That finding has been replicated across subsequent research. The structure of the reporting channel shapes behavior more than most HR leaders expect. AllVoices research on message anonymity and employee reporting goes deeper on what makes the difference between a channel employees trust and one they quietly avoid.

What the data means for HR strategy today

The takeaways from this study remain current: employees want to give feedback, they want HR to act on it, and they will not be fully honest unless they trust the channel and believe the process is safe. Building that trust requires consistent follow-through on reported issues, clear communication about how feedback is used, and anonymous options employees believe are actually secure. The ROI of collecting employee feedback depends entirely on whether employees use the channel. And employee retention improves when feedback leads to visible action: not when it accumulates in a system that produces reports no one reads. See how AllVoices supports employee feedback in a way that actually closes the loop.