Why No Feedback is Bad Feedback in the Workplace

Blog

Kartikay Kashyap

March 28, 2025

EMPLOYEE ENGAGEMENT

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It has been a while since you have submitted the report to your manager. Your manager asked you to submit an ‘ROI‘ report from the last learning and development activity three weeks back. It has been three weeks, and you have not heard back from your manager. Would it not frustrate you, put you in doubt, and have an unclear vision of your performance? The same is the case with an organization. If you do not hear from your employees at all, it can harm the organization. Why does it happen, and what leads to it?

The Case of Employee Silence

Many employees would refuse to give any feedback to their organization. Companies conduct various employee-centric programs to keep the motivation levels high and further develop the employees. From designing the program to getting to know how it was, organizations need to hear from their employees and get their feedback. The formal way of getting feedback is through surveys, such as employee engagement surveys or pulse surveys. The result of such exercises helps the company to design better programs and reap even better results. However, some employees consciously try not to give feedback at all. This is known as employee silence. The act where employees decide to withhold information from their employer is known as employee silence. In such cases, employees conceal information from their colleagues, line managers, leaders, and HR in various contexts.

What are the Consequences of Employee Silence?

If we talk specifically about feedback on HR initiatives, no feedback creates problems. It leads to disparity in data, which helps HR professionals evaluate employee-centric initiatives such as employee engagement programs. Moreover, it does not give a clear picture of employee engagement scores. This, in turn, will not help the organization’s HR department to improve their work. It will only allow them to bring efficiency to their campaigns and programs and continue to build employee satisfaction. This hinders the decision-making process in the organization, not just decisions made for employee-centric initiatives but also decisions made at the organizational level. It does not allow the organization to see its mistakes and correct them.

Further, silence often indicates a lack of connection or investment in the organization’s goals and values. Employees become disengaged and less motivated to perform at their best without a sense of involvement or ownership. Employees feel increasingly disconnected and unheard, so their loyalty to the organization diminishes. They may start exploring opportunities elsewhere, leading to attrition and turnover.

Moreover, it leads to inefficiency in communication channels, leading to various issues such as decreased productivity, decreased quality of work, and poor functioning of the organization.

What Leads to Employee Silence?

In a study conducted by Chad Brinsfield in 2012, he defined six motivators that lead to employee silence in an organization.

1. Deviant Silence

Brinsfield posits the concept of deviant silence, wherein individuals purposefully withhold vital information to challenge the organization or create discord among peers.

2. Relational Silence

This occurs when employees refrain from speaking up to avoid harming relationships or facing negative relational consequences. This is very similar to psychologically not feeling safe to speak their minds to save their relationship with the manager. What if the manager feels bad? It can harm their relationship with the manager in the long run.

3. Defensive silence

It arises from fear of repercussions or perceived negative impacts of speaking out. It is the fear of speaking out their opinion in front of the management as they might be judged or be looked down upon if they express their views.

4. Diffident silence

It arises from a lack of self-assurance or internal avenues to express opinions or information. It is due to the lack of confidence in one’s abilities. When the employees are unsure whether they can live up to their ideas or suggestions, they feel reluctant to share their views.

5. Ineffectual silence

It occurs when employees believe their input is insignificant or unlikely to effect change. This is more about doubting ourselves whether our contribution would add any value to the whole scenario.

6. Disengaged silence

Akin to Van Dyne’s acquiescent silence, which stems from a lack of interest or disconnection from organizational values. However, disengaged silence differs in that it stems from employees’ perceived inability to enact change due to their disengagement with the organization rather than a mere lack of interest.

How to Deal with Employee Silence

1. Foster a culture of employee voice

Inclusive decision-making processes are important. Even when employee input may not directly impact outcomes. Establishing a group voice climate signals that employees are valued members of the organization, enhancing their sense of agency and satisfaction. Implementing platforms for daily feedback, suggestion boxes, and expanding engagement surveys promotes a culture where speaking up is accepted and expected.

2. Cultivate trust and psychological safety

Regular feedback mechanisms empower employees by giving them a sense of control over their work environment. Building trust in management and senior leadership further encourages open communication and idea-sharing among team members.

3. Promote group identification

Encouraging employees to identify with the organization’s collective goals fosters a sense of purpose and drive to effect positive change. Emphasizing shared values strengthens group cohesion and motivates employees to contribute to the common enterprise

4. Value honest communication

Overcoming barriers to communication, such as fear of reprisal or power differentials, requires actively promoting a workplace culture that values transparency and openness. Creating an environment where employees feel connected, supported, and empowered helps mitigate inhibiting factors and encourages honest dialogue.

5. Encourage constructive feedback

Balancing the need for employee input with the potential for information overload or negative effects on decision-making is crucial. Employees can enhance the effectiveness of their voice behavior by establishing credibility and managing emotions. Focusing on constructive feedback and providing opportunities for social recognition enables companies to harness the benefits of an engaged workforce while mitigating potential challenges.

Organizations today must prioritize employee feedback, as it plays a pivotal role in shaping a thriving workplace culture. By actively listening and capturing accurate insights, companies can gain a clear, nuanced understanding of their employees’ needs, concerns, and aspirations. This level of engagement enables organizations to make well-informed decisions that resonate deeply with their workforce.

When employees feel heard, they are more likely to be engaged, motivated, and committed to their roles. Effective feedback mechanisms, whether through surveys, one-on-one check-ins, or focus groups, provide actionable data that helps management identify areas for improvement and areas of strength. Armed with this information, leaders can make strategic adjustments—such as revising policies, enhancing benefits, or refining work processes—that directly contribute to a positive employee experience.

Furthermore, valuing employee input fosters trust and transparency, essential components of a productive work environment. As employees see their feedback resulting in real change, their loyalty and morale increase, which, in turn, positively impacts overall productivity and retention rates. In today’s competitive landscape, organizations that commit to listening to their employees and acting on feedback are better positioned to build resilient, adaptive, and satisfied teams, driving long-term success.