Companies listen too little to their employees.

Companies Don’t Listen Enough to Employees, Survey Shows – Press Release

Employee engagement and employer branding stem from how people feel at work. However, according to a survey conducted by SCHREIBER Group, 78% of employees struggle with maintaining a healthy work-life balance. The gap between leadership priorities and employee needs remains significant.

Employee Engagement Drives Profit, but Companies Still Ignore Wellbeing, Survey Finds. Employee engagement significantly contributes to higher company profits, yet employers admit they struggle with workers' lack of interest in company outcomes. However, a recent survey by SCHREIBER Group reveals that employees, too, are dissatisfied with how their needs are acknowledged by companies.

“Nearly 78% of employees struggle with maintaining a work-life balance. The gap between leadership priorities and employee needs is often wide. Moreover, 91% of employees report lower productivity at work precisely due to the lack of attention to their wellbeing,” says Martin Miklánek, CEO of SCHREIBER Group, based on the findings.

According to Miklánek, companies should place much greater emphasis on wellbeing when building their employer brand.

The Impact of a Manager on Employees

Successful company stories confirm that when a leader finds a way to connect with key people, the company can implement necessary changes. As the survey also showed, the influence of a manager on employees is significant. As many as 70% of respondents believe that their manager or supervisor has a greater impact on their mental health than a doctor.

“A positive influence then leads to greater satisfaction among both management and employees, which in turn reflects in productivity,” says Martin Miklánek, CEO of SCHREIBER Group.

However, according to the expert, many companies only pretend to listen to employees, without actually changing their approach. “That’s when a company needs an external impulse. In sports teams, it could be a change of coach, captain, or a team-building activity focused on communication. In a company, it’s often the discovery of a shared need, such as wellbeing,” says Martin Miklánek.

“Who gets up in the morning thinking they’re looking forward to being consumed by a negative environment? Probably no one,” he adds. On the contrary, if employees look forward to completing a project for a client together, are curious about their colleagues' news, or can’t wait for a great Monday breakfast meeting, it's a sign the company has created a great working environment.

How to Build Employer Branding

Companies often don’t know where to start. According to the expert, if they want to successfully build employer branding, they should have a clear idea of their identity and workplace culture, as well as their communication toward employees and society.“They should also be clear about their needs, attitudes, and goals, as well as the rules and processes that protect the balance they’ve built. A key factor in creating and maintaining this state is education and skills training,” he points out.

Surveys by SCHREIBER Group consistently show that companies should primarily focus on managing people and processes, as well as on wellbeing programs.“This supports employee engagement and their willingness to take on responsibility and go the extra mile,” says Martin Miklánek.

Companies are largely aware of this. As many as 59% of respondents plan to invest more in health and wellbeing programs this year compared to previous periods.“These measures cost almost nothing and help create a corporate culture that brings measurable improvements in performance. However, they require capable leaders who reflect the company’s care, provided training, and are often the result of systematic on-site coaching. A structured plan for employee education and development is the foundation for sustainable company growth, its culture, and identity — and this directly affects employer branding. Every €1 invested in this way returns as €4 in increased revenue,” he adds.

Consultants Can Help

Many companies are already hiring external consultants to help build an environment and culture that support overall employee satisfaction — in other words, wellbeing.“Wellbeing projects, education plans, or the restructuring of benefit systems always start with a detailed mapping and understanding of the company’s starting points and needs. These are no longer just about meeting annual goals but also about the need to retain key people and attract new ones for sustainability and further growth,”explains Martin Miklánek, based on his experience.

The benefits themselves then act as accelerators of positive change and an attraction for new talent.“Benefits should always reflect where the company comes from, what sets it apart from the competition, and most importantly, how it cares for the satisfaction of its people,” he notes.They should not be a blanket reward for everyone but rather a reward for those who aren’t afraid to take responsibility and contribute to the company’s success. A benefits structure doesn’t have to involve tens of thousands of euros spent on bonuses or luxury company cars.“If spending time with family is important to an employee, a day off or the option to bring their child to work — so the parent becomes a hero in their child's eyes and an important part of the company — can be just as valuable,”Miklánek points out.

How to Retain Key People

This is also why Martin Miklánek emphasizes that a company doesn’t need thousands of euros to retain key or talented people.“We achieve the best results when team leaders understand the needs of their people and are willing to step out of their comfort zones. They know when to push, but also when to stand up for their people and fight for extra benefits for the team. Such leaders are not born — they are developed. A structured system of education and personal growth proves more valuable than money invested in luxurious offices, salaries, or benefits,” he stresses.

According to him, people usually don’t leave a job because of money, but because they don’t feel good in the company.And just as well, they’re often willing to reject better-paid positions elsewhere if they feel proud and satisfied in their current role.“We need to listen to the needs of our people — but also reflect on the methods and means we use to support them,” Miklánek concludes.