New requirements for the psychosocial work environment: Why dialogue matters more than ever
Eirin Eriksen Horvei
October 14, 2026
There are countless variants of surveys used to map the work situation in organisations. Most are anonymous and used to map at department level, but some are non-anonymous and used to prepare follow-up at individual level. The common denominator is that they should provide greater insight into and understanding of how things stand in the organisation. This is used as a basis for work on changes or improvements. It's always useful to know something about the current situation before deciding which measures to prioritise.
But things don't always go to plan. We have found that not all use of surveys is equally well thought through, and that follow-up is often lacking. If there are too many surveys, there's a risk that employees get tired of them and stop answering, or stop answering honestly and answer on autopilot instead. With too many surveys, it's also very likely that the insight won't be used to implement measures. That weakens employees' expectation that something will be done, and the response rate for the next survey will probably be lower.
There are many surveys to choose from when following up and mapping employee well-being and the working environment. One survey doesn't necessarily rule out another, but it's important to be conscious of how you use them and what you want to get out of them. We'll look at some of the surveys and their purpose.
Read: Are anonymous surveys always the best solution?
The purpose of employee satisfaction surveys is to map and gain insight into important working environment and well-being factors in the organisation. This makes it easy to identify where we are doing well and where there is potential for development.
An anonymous satisfaction survey can work well as a mapping tool at organisation and department level – for example in cases where management wants to use the results to understand how a situation has been handled, and/or how to create a better working environment and a higher degree of satisfaction.
Risk and safety surveys are about mapping the safety culture and the knowledge employees have of areas that are important to the organisation's risk profile. The aim is not to catch anyone out, but to get an overview of where measures are needed. This could be inadequate information, a need to work on attitudes or other areas that stand out as room for improvement.
It's easy to think that mapping risk and safety only applies to companies with production, workshops or skilled trades, and not to office jobs. However, the Norwegian Labour Inspection Authority has highlighted the risk that time pressure, for example, can pose to the psychosocial environment – and that is certainly an important element of office life that we should be aware of.
Surveys that map the physical working environment aim to promote well-being and productivity and prevent strain. There can be large individual differences in what physical adjustments people need in order to perform well. If you send the survey out non-anonymously, you can follow up employees who report needs that aren't being met.
Get to know: Employee surveys at Motivati
Surveys are an effective way to prepare conversations between employees and leaders. The conversations have the same starting point, and the results can be used as a template for the conversation. We can also make use of the department's combined results after the conversations. After talking to each person individually, the combined results will have a different value than if you start from an anonymous result, because you have had the chance to clarify what the employee actually meant by their answers. Non-anonymous surveys require a tool with access control, so that only those with leader rights have access to individual responses. Otherwise it can undermine trust.
It can be useful to draw up an annual cycle setting out the minimum number of conversations between employee and leader, but don't be too ambitious. Think carefully about what your organisation needs and start with the most important things first, because leaders usually have busy days.
A preliminary survey in which the employee gives a picture of how they perceive their work situation provides a good starting point for a good, relevant conversation. The material makes it easier for you as a leader to understand, clarify expectations and set measures and goals for future work. Employee appraisals should be held at least once a year. During growth and a lot of change, there is a greater need for follow-up than during more stable operations.
Read: The employee appraisal: Creating value through dialogue
Get to know: The Motivation Analysis™ as preparation for the employee appraisal
Pulse checks map well-being and engagement in the organisation. They are short surveys that give insight into how employees are doing at work. Since they are quick to answer, they can be sent out more often than the larger surveys – for example monthly or quarterly.
Pulse checks also work well as a starting point for a short follow-up conversation between employee appraisals, but then it is an advantage if they are sent out non-anonymously, so that the leader can retrieve the individual results and the starting point is tailored to each person.
Read: How to hold an effective follow-up conversation
Surveys also work well as preparation for follow-up conversations with new employees. The surveys give a picture of whether the new employee is settling in, both in the working environment and with their tasks. The dialogue is used to clarify expectations and check whether the map matches the terrain. If the company hires several people over the course of a year, it is smart to compile the responses to see whether there is room for improvement in how new employees are welcomed and followed up.
Download: Guide: Onboarding new employees
Get to know: The Motivation Analysis™ for new employees
When an employee chooses to move on, a good exit interview can provide a lot of information. The purpose of exit interviews is to identify areas the organisation can improve, as well as what works well and should be preserved. We depend on this kind of feedback to learn and develop. In addition, both parties get a good and professional end to the employment relationship. As with following up new employees, the value of the routine can be increased if it is possible to see a combined report of the responses.
Read: Exit interviews at offboarding – a source of learning and improvement
At Motivati, we have set ourselves the goal of helping to create more sustainable workplaces. We care about how valuable dialogue is when it starts from the employees' perception of their work situation. If you have insight into and understanding of where your employees stand, it is easier to create a good and productive working environment. That is why we have developed Motivati, which makes this task easier for companies and leaders.
