If you asked your colleagues at all levels across your organisation, do you think they would all say they always feel listened to in the workplace? Do you think they feel they have a voice at an organisational level?

While we talk a lot about innovation, agility and inclusivity, how often do we actually pause and ask: are we truly listening to the voices within our own organisations? Not just the loudest or the most senior – but every voice, at every level.

Encouraging the employee voice isn’t just a ‘nice-to-have’ – it should be an organisation’s strategic imperative. So, what’s the rationale, what does it look like in practice and most importantly, what action is required? These questions have recently been considered by a working group at the Healthcare Communications Association with resulting practical guides for employers and employees to help embed the employee voice (the-HCA.org/voice).

Let’s start with why. The rationale for amplifying the employee voice is very compelling and multifaceted. From an organisational perspective, open dialogue can fuel better decision-making, strengthens ethical standards and, with employees feeling listened to, it can boost retention.

Employees working day to day can often see operational inefficiencies or ethical challenges before leadership does. When they feel safe to speak up, organisations gain access to real-time insights that can help deliver valuable change.

For teams, the benefits are equally powerful. Psychological safety – the belief that you can speak without fear of recrimination – is the bedrock of effective collaboration. It enables knowledge sharing, fosters inclusion and helps resolve conflict before it festers into something much more problematic. And for individuals, speaking up helps build individual confidence, visibility and a sense of purpose. Of course, it’s not just about voicing concerns – it’s about helping to shape the environment you work in.

But despite the clear benefits, barriers do persist. Hierarchical structures, generational differences and fear of negative repercussions can all stifle the employee voice. Which is why there is an important need to open this discussion and encourage that voice to be heard.

Creating a culture where people feel safe and encouraged to speak up requires more than good intentions – it needs practical, everyday behaviours that reinforce openness and trust.

For leaders, this means actively fostering environments where dialogue is welcomed. It involves recognising the value of diverse perspectives, especially across generational, gender, cultural and hierarchical lines. Leaders who embrace transparency, invite feedback and respond constructively help to set the tone for an entire organisation.

It is equally important to recognise that communication preferences vary. Some team members may thrive in open forums, while others prefer quieter, one-to-one conversations. Offering different avenues for expression such as informal chats, structured feedback sessions or anonymous surveys can help ensure that everyone has a way to contribute.

For the individual, speaking up is both a right and a responsibility. It’s about sharing ideas, raising concerns and helping shape the culture and work of an organisation from within. But it also requires tact, timing and self-awareness. Knowing how to frame feedback constructively, choosing the right moment and supporting peers in doing the same are all part of building a respectful and inclusive workplace.

Ultimately, embedding the employee voice is not just about policies or frameworks. It’s about the choices we make in meetings, in conversations and in how we respond when someone takes the risk to speak.

So, what now? If you’re a manager, the call to action is clear: lead by example. Share your own perspectives openly. Invite feedback regularly. Recognise contributions publicly. And most importantly, act on what you hear. Nothing shuts down open dialogue faster than silence in response.

You also need to ensure there are varied channels supporting the employee voice – formal and informal, anonymous and face-to-face.

If you’re an employee, your role is equally important. It’s about recognising that your perspective has value and that silence serves no one.

But let’s be honest: sometimes speaking up takes courage. That’s why psychological safety must be a shared priority. Managers need to create it and employees need to trust it.

Ultimately, encouraging the employee voice is about more than communication. It’s about building workplaces where people feel seen, heard and valued. Where ideas flow freely and feedback leads to action. Where speaking up isn’t risky, it’s expected.

When we speak up, we don’t just make noise, we make progress.