The Satisfaction Survey Struggle

Have you ever been tasked with collecting employee satisfaction data with the best intentions of initiating programs and policies to increase employee engagement, only to find yourself doomed from the start because the employees you need to hear from are reluctant to participate in your surveys? Here are 3 reasons they might be holding out on you and what you can do to encourage better participation.

The survey is too long and tedious

Looking at a 20-page survey that asks multiple variations of the same question is immediately daunting for the busy employee already working against pressing deadlines. Take time to review both the length and depth of your surveys. Sometimes employees won't complete them if they don't understand the questions or if they appear to be answering the same question multiple times. I've found a quick "flash feedback" questionnaire with no more than 5 questions is less intimidating. ?They can get it done quickly and can think more deeply about their responses.? Be clear about what you really want to know and only ask those questions.

Your employees have forgotten previous positive outcomes

Look back at what the organization has already done in response to the previous survey results. If no action has been taken historically, or if this is your first survey, take a step back and outline a simple plan to show employees what you will do with their feedback.? I suggest something straight forward like the following:

1. Review the feedback and identify 5-10 common trends and frequent suggestions.

2. Propose 3-5 actions the organization can take in response to those suggestions.

3. Summit the initiatives to senior leadership for approval.?

4. Communicate the survey results and next steps to the workforce.

Often, employees forget what has been given shortly after they receive it. If you did a salary survey and then gave increases in pay, or if there was an expressed desire for flexible work scheduling that resulted in alternate work option policies, remind your employees that their feedback has already led to positive outcomes that they might have forgotten. If employees can connect their participation with perceived value, they will be encouraged to participate again.

They have unrealistic expectations about future outcomes

I can’t stress enough how important it is to be transparent about what you can and cannot do or cannot do right now in response to surveys. While you want to hear their concerns and suggestions, some of the feedback will be outside of budgetary, ethical and practical limits. It's okay to tell employees that. It doesn't mean they aren't being heard. It just means it might take a couple of extra budget cycles, or it might mean forfeiting a less utilized benefit to make it happen. Some suggestions might be out of alignment with the organization’s core values or directly opposed to their mission.? Communicate this rationale so employees have a better understanding of what is feasible even if they don’t agree with the decision. Whether or not you can do everything requested, always provide a response to the participants summarizing the feedback and letting them know what you're planning to do next and when they can expect to see it. Employees just want to know that the time they’ve spent answering your questions was not wasted and that they are truly being heard.

Have you struggled with getting your workforce to respond to surveys?? What solutions have you discovered to improve response rates?

Let’s talk about it.? I welcome your comments and feedback!