Ethical listening to employees during a pandemic: new approaches, barriers and lessons

Neill, M. S.; Bowen, S. A.

PurposeThe purpose of this study was to identify new challenges to organizational listening posed by a global pandemic and how organizations are overcoming those barriers.Design/methodology/approachThe researchers conducted 30 in-depth interviews with US communication management professionals.FindingsCommunication management professionals value listening, but do not always make it the priority that it merits. They listed lack of desire of senior management, time, and trust of employees as barriers to effective organizational listening. The global COVID pandemic has made it more challenging to connect to employees working remotely and to observe nonverbal cues that are essential in communication. Organizations are adapting by using more frequent pulse surveys, video conferencing technology and mobile applications. Most importantly, this pandemic has enhanced moral sensitivity and empathy leading organizations to make decisions based on ethical considerations.Research limitations/implicationsThe researchers examined organizational listening applying employee-organization relationships (EOR) theory and found that trust is essential. Trust can be enhanced through building relationships with employees, ethical listening and closing the feedback loop by communicating how employers are using the feedback received by employees to make a positive change.Practical implicationsCommunication managers need to place a higher priority on listening to employees. Their listening efforts need to be authentic, morally autonomous or open-minded, and empathetic to respect the genuine concerns of employees and how organizational decisions will affect them. Listening is essential to serving as an ethical and effective strategic counselor.Originality/valueThe study examines organizational listening in the context of a global pandemic.