Employees in Focus: The Role of Employee Surveys in Times of Employer Branding

Transform your employees into brand ambassadors with authentic employee surveys — strengthen your employer branding and foster lasting changes in your company.

Particularly in times of demographic change and increased competition for highly skilled employees, employer attractiveness is at the center of strategic corporate decisions.  


Here, employee surveys play a particularly valuable role in the development of a positive and credible employer brand and are worth protecting. 

Employee surveys – More than just an employer branding tool

Employee surveys are not merely an employer branding tool. They serve primarily as an established means of gaining insights into the working atmosphere and creating a sustainably positive working environment. 

Through good employee surveys, companies of all sizes gain valuable knowledge about strengths and potential areas of action and the opportunity to proactively influence engagement — understood as the targeted investment of energy by employees in corporate goals — and the effective implementation of tasks as a unit. 

The employee survey tool not only amplifies the voices of employees within the company, but it also ensures that their needs, concerns, and ideas are taken seriously. 

This promotes commitment and implementation as well as individual employee satisfaction and the recommendation of the company as an employer. 

In other words, also the goals of employer branding. 


Focus on authenticity and objectivity – positive effects also for employer branding

Central to the success of employee surveys is the emphasis on authenticity and objectivity. 

By emphasizing honest dialogue and transparent processes, the focus is on the employees and thus on the sustainable development of the company. Good employee surveys can have positive effects on the internal and external perception of the employer brand, but the interests and well-being of employees should always take center stage. 




While companies tend to emphasize strengths in external communication, the consistent handling of areas of action plays an important role, especially in internal communication. Managers and HR-experts have a responsibility to find suitable measures and to conduct appropriate and targeted dialogues with employees. 

In any case, the results on which actions and dialogues are based must be grounded on the most objective foundation possible. 

It is precisely here that HR-managers and leaders often find themselves in an inner conflict regarding the positive external effect: 

  • on the one hand, the employee survey should reflect reality so that measures can be created for a better working environment, 
  • on the other hand, a good performance in the employee survey is important for a good external image and talent acquisition in challenging times. 

This conflict can influence the objective basis of an employee survey in many ways. Examples range from the formulation of leading questions to the concrete communication from leadership of expectations to obtain the best possible results to the “dual-survey-approach”. 

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We have expertise in conducting authentic employee surveys that can deliver real insights and sustainable change in your organization. Contact us for a non-binding consultation on how we can work together to strengthen your employer attractiveness from the inside We look forward to hearing from you. 

One authentic approach – The dual survey-approach is twice the cost

By dual-survey-approach we mean the approach of conducting two separate employee surveys: one survey is conducted for internal reasons with the intention of driving true change and one survey is conducted for external branding purposes with the intention of receiving best possible results. This approach is not advisable in many ways, as it not only involves double the time commitment and at least twice the cost, but it can also lead to disappointment in the long run for new talent recruited due to an inauthentic representation of the company.  

To avoid this, one authentic, scientifically-based, objective employee survey should be conducted from the very beginning. Companies need to ensure that the results of employee surveys feed into an honest and constructive discourse, are based on real data, and lead to real change. 

An employee survey should be intended to promote transparency and identify areas for action so that not only engagement and implementation are improved but also the company as an authentic employer is strengthened from within. 


Employer Branding – The result of a sustainable work environment

Primarily, employee surveys do not serve to improve the employer brand but above all provide a basis for developing measures for employee satisfaction and retention. 

Satisfied employees who identify with the company automatically become authentic brand ambassadors. Through honest and transparent communication and the implementation of real change, employer branding becomes a sustainable result of an employee-centered corporate policy, not its main driver. 


Ferdinand Wintermantel

Social Scientist ( M.A.) | Sociology, Politics & Economics (B.A.)


Xact By Rambøll

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