Implementing Employee Surveys

STOP asking overused questions like... “What’s the culture like here?” You already know the answer. It’s vague. It’s rehearsed. It tells you nothing. Culture is NOT a mission statement. It’s how people behave when no one's watching. Ask the questions that make people pause and actually reflect. The ones that reveal what it’s really like to work there. Try these INSTEAD: 1. "What kind of behaviour gets rewarded here — and what quietly gets people sidelined?" 2. "When was the last time someone challenged leadership here — and how did that go?" 3. "If I asked someone who left recently why they did, what would they say?" 4. "What’s something people complain about internally but leadership hasn’t addressed yet?" 5. "What’s one thing you’d change about the culture — if you had a magic wand?" 6. "Tell me about a time someone failed here — how did the team respond?" 7. "How do decisions really get made around here — in meetings, or behind the scenes?" 8. "Can you name someone who’s truly thriving here — and why?" 9. "Who tends to leave, and what pattern do you see in their reasons?" 10. "How does the organisation unlearn things that no longer serve it?" 11. "How safe is it to say “I don’t know” or “I need help” around here?" 12. "What’s the biggest tension the leadership team is wrestling with right now?" 13. "Tell me a story that would never make it into your recruitment brochure. 14. "What’s an unwritten rule here that newcomers usually discover the hard way?" 15 "If the company disappeared tomorrow, what would your employees actually miss?" Bonus question: “What story best illustrates who you really are as a company?” Don’t just listen to answers. Watch how people react to the questions. And if these questions make your interviewer uncomfortable? You’ve learned a lot right there. Your interview experience is culture in action. Were they transparent? Did they show respect for your time and energy? Did they challenge you — and welcome being challenged? Culture is not what they say. It’s what they do. Especially when you’re not yet one of them. Do the work. Ask better questions. Reshare to help others raise the bar too. ♻ #culturematters #hiring #aviation

When Qualtrics published its 2025 EX Trends report, they invited me to play journalist and interview one of the authors with my own agenda. My interviewee was Qualtrics’ Chief Workplace Psychologist, Dr. Benjamin Granger, who was an excellent sparring partner on a complex topic. The report is based on a survey of 35,000 employees in 22 countries and 23 industries and highlights a few notable trends: ✅ More employees are being asked for feedback ✅ Onboarding experience outperforms other moments ❌ Younger or newer employees are more likely to quit ❌ Individual contributors are losing trust in leaders But the report also hints at deeper themes for organizations facing the future of work -- e.g., proximity bias, inefficient processes, AI-driven recruiting, and mental health challenges -- and Dr. Granger's candid insights helped us both go beneath the surface. In my latest article for Forbes, I have outlined five new rules for exceeding employee expectations to address burnout, trust, and operational complexity: (1) Improve Work Processes, Not Lunch Menus (2) Respect Employees’ Feelings About Flexible Work (3) Make The First Date Memorable (4) Use AI to Recruit With Humanity (5) Beyond Burnout: Destigmatize Disability Each topic is supported by a combination of data from the report and Dr. Granger's personal experience presenting the themes to executives. My favorite quote? "Taco Tuesday is not statistically important," when it comes to reducing daily burdens. 🌮 My favorite new term? Psychological ergonomics. "It's managing in a way that appeals to the human mind.” 🧠 Links to my article and the original report in the comments. Major thanks to Ross Lambert for the amazing opportunity. #employeeexperience #futureofwork #productivity #burnout #trust #leadership #engagement #flexiblework #recruiting #onboarding #AI #wellbeing #attrition #talent

I think about Jeff Bezos's "start with the press release and work backward" approach. Here is a future headline I would like to see: "Surveys are no longer the primary tool for gathering insights." To get there, surveys will have had to evolve into precision instruments used strategically to fill gaps in data. Let's call this the "Adaptive Survey." With adaptive surveys, organizations can target key moments in the customer or employee journey where existing data falls short. Instead of overwhelming consumers and employees with endless, and meaningless, questions, surveys step in only when context is missing or deeper understanding is required. Imagine leveraging your operational data to identify a drop in engagement and deploying an adaptive survey to better understand and pinpoint the "why" behind it. Or, using transactional data to detect unusual purchasing behavior and triggering a quick, personalized survey to uncover motivations. Here's how I hope adaptive surveys will reshape insight/VoC strategies: Targeted Deployment: Adaptive surveys appear at critical decision points or after unique behaviors, ensuring relevance and avoiding redundancy. Data-First Insights: Existing operational, transactional, and behavioral data provide the foundation for understanding experiences. Surveys now act as supplements, not the main course of the meal. Contextual Relevance: Real-time customization ensures questions are tailored to the gaps identified by existing data, enhancing both response quality and user experience. Strategic Focus: Surveys are used to validate hypotheses, explore unexpected behaviors, or uncover latent needs...not to rehash what’s already known. Surveys don't have to be the blunt instrument they are today. They can be a surgical tool for extracting insights that existing data can’t reach. What are your thoughts? #surveys #customerexperience #ai #adaptiveAI #customerfeedback #innovation #technology

✅ How To Design Surveys (PDF Cheatsheet). With practical techniques to reduce bias, increase quality of surveys and drive better completion rates ↓ Survey Cheatsheet PDF (Google Drive) ↓ https://lnkd.in/dfAe848E 🚫 Most surveys are biased, misleading and not actionable. 🤔 People often don’t give true answers, or can’t answer truthfully. 🤔 What people say, think and feel are often very different things. 🤔 Average scores don’t speak to individual differences. ✅ Good questions, scale, sample avoid poor insights at scale. ✅ Industry confidence level: 95%, margin of error 4–5%. ✅ With 10.000 users, you need ≥567 answers to reduce sample bias. ✅ Randomize the order of options to minimize primacy bias. ✅ Allow testers to skip questions, or save and exit to reduce noise. 🚫 Don’t ask multiple questions at once in one single question. 🤔 For long surveys, users regress to neutral or positive answers. 🚫 The more questions, the less time users spend answering them. ✅ Shorter is better: after 7–8 mins completion rates drop by 5–20%. ✅ Pre-test your survey in a pilot run with at least 3 customers. 🚫 Avoid 1–10 scales as there is more variance in larger scales. --- Surveys aim to uncover what many people think or feel. But often it’s what many people *think* they think or feel. In practice, they aren’t very helpful to learn how users behave, what they actually do, if a product is usable or learn specific user needs. They will give you an answer, but it might not be the right one. However, they do help to learn where users struggle, what user’s expectations are, if a feature is helpful and to better understand user’s perception or view. But: designing surveys is difficult. The results are often hard to interpret and we always need to verify them by listening to and observing users. 🚫 Never ask people about their behavior: observe them. 🚫 Don’t ask what people like/dislike: it rarely matches behavior. 🚫 Asking a question directly is the worst way to get insights. 🚫 Don’t make key decisions based on survey results alone. If you must send out a survey, pre-test surveys before sending out. Check if users can answer truthfully. Review the sample size. Define what you want to know first. And, most importantly, what decisions you will and will not make based on the answers you receive. --- ✤ Useful resources: On Surveys: Why Surveys Are Problematic, by Erika Hall https://lnkd.in/eqTd-7xM A Big Guide To Survey Design (Substack), by H Locke https://lnkd.in/dVxwmx7D How to Write (Better) Survey Questions, by Nikki Anderson https://lnkd.in/eHpzr-Q6 Survey Design Guide, by Maze https://lnkd.in/e4cMp5g5 --- ✤ Books ⦿ Just Enough Research, by Erika Hall ⦿ Designing Surveys That Work, by Caroline Jarrett ⦿ Designing Quality Survey Questions, by Sheila B. Robinson #ux #surveys

One of the biggest challenges in organisations: Communication It comes up as a pain point in almost every employee survey. And most organisations desperately want to fix it. So what do we do? We start: 📣 pushing more info updates. 📣 creating more teams channels 📣 holding more “status update” meetings We work so hard to communicate but 12 months later when we run the survey again there’s no improvement, despite all the ‘comms’. And here’s why: Communication isn’t one sided. It’s a dialogue, not a monologue. When teams say they want more communication they don’t want more status updates or teams channels. They want two way dialogue, with equal parts listening, speaking and understanding. Our people want conversation. They want to: 👉 Be heard 👉 Ask questions 👉Contribute to key decisions 👉 Understand the why behind the what. So if your team is struggling with communication, don’t default to pushing more info updates. Look for opportunities to create two way dialogue. Here’s how: 👉 Invite team members into conversation around key decisions and the strategy. 👉 replace info sharing meetings (that’s an email) with ‘Dialogue, Discussion, Debate’ meetings that facilitate two way communication and honest conversations about key issues. 👉Use your team meetings and one on ones to build shared understanding, ask questions like: “What areas are you lacking clarity at the moment? What’s confusing in our strategy right now? “What communication gaps do we have on our team at the moment and how can we solve them?” #leadership #communication #HR

When we ask employees for feedback, what we’re really saying is: “Your opinion matters.” 🤷♀️ But if nothing visibly happens after that, people quickly stop believing it. Many organizations collect feedback through surveys, suggestion boxes, or online tools. The intention is good. The problem is that the feedback often disappears into a system, a spreadsheet, or a meeting room...and people never see the outcome. 📉 Over time, people stop sharing ideas, stop speaking up, and engagement drops off. Preventing this requires closing the loop. And that is simply about showing people that you listened and that you acted. A “You Said / We Did” approach makes this very clear. It shows what employees raised, what the organization did in response, and sometimes even why something couldn’t be done right now. That visibility builds trust far more than another survey ever will. This doesn’t mean acting on everything. It means being honest. Some ideas are quick wins. Some need more thought or resources. Some aren’t possible at the moment. What matters is that people understand the decision and can see that their input was taken seriously. When employees see real issues being addressed, especially the everyday frustrations that make work harder, they’re far more likely to stay engaged. A few practical ideas: 💡 Run a short monthly pulse (5 questions max) and publish a simple You Said / We Did log 💡 Triage suggestions weekly: quick wins, needs more analysis, or not now and say why 💡 Link improvement time to real employee pain points so people see impact quickly Thoughts? Have you tried anything like this? Leave your comments below 🙏 Want an free Organizational Behaviour Assessment and recommendations- click here to access it via my website: https://lnkd.in/e27SkV4a Also- free info/training videos available on my YouTube channel. Click here to access and subscribe: https://lnkd.in/eC7a5uzA

My nonprofits in the community - are you planning a donor survey in the next two months? Here are some examples of how you can ensure that the data does not sit silently in your work folders but actually lets it help you take meaningful actions. Example 1: Say your survey question is: "How likely are you to continue donating to our organization in the next year?" ● Data says: If 60% of donors say they are "very likely" to continue donating, but 30% are "somewhat likely" and 10% are "unlikely," this indicates a potential drop-off in donor retention. ● Turning that data into action: Focus retention efforts on the "somewhat likely" group. Create a targeted campaign that re-engages these donors by highlighting recent successes, impact stories, or new initiatives they might care about. Additionally, reach out to the "unlikely" group to understand their concerns and see if any issues can be addressed. Example 2: Say your survey question is: "Which of the following areas do you believe your donation has the most impact?" ● Data says: 50% of respondents say their donation has the most impact on "Education Programs," while only 10% say "Healthcare Initiatives." ● Turning that data into action: Understand the why and promote the success and need for your "Healthcare Initiatives" more prominently, aiming to increase donor awareness and support in this underfunded area. Example 3: Say your survey question is: "What is your primary reason for donating to our organization?" ● Data says: If the top reason to engage is "Alignment with my values" (40%) followed by "Transparency in how funds are used" (35%). ● Turning that data into action: Emphasize your organization's values and transparency in all communications. Regularly update donors on how their funds are being used with clear, detailed reports, and align your messaging with the core values that resonate with your donor base. Example 4: Say your survey question is: "How satisfied are you with the level of communication you receive from our organization?" ● Data says: If 70% of donors are "satisfied", 20% are "neutral," and 10% are "dissatisfied," there's room for improvement in communication. ● Turning that data into action: Understand the "neutral" and "dissatisfied" groups to pinpoint where communication may be lacking. This could involve increasing the frequency of updates, personalizing communications, or providing more opportunities for donor feedback and engagement. Sit with the data you collect. Read the numbers. Read the stories. Read the hopes, barriers, and interests of those humans in your data. The best possibility of a survey is to make the humans in that data feel included and belong by listening and acting on their perspectives. Co-create change with your community in those surveys. #nonprofits #nonprofitleadership #community #inclusion

Survey response rates: the most common challenge I hear in demos. But honestly, it’s not the customer’s fault. It’s yours. Let me explain. Example 1: You want to survey people who took a test drive but didn’t buy. You send them an email or SMS. Response rate? Zero. Of course, they’re not your customers yet. Why would they bother? Try this: Don’t send a survey. Call them. Have a real conversation. Example 2: You’re a new bank. Your customers are retired professionals aged 60+. You send them a feedback email. Will they reply? Unlikely. Try this: Use WhatsApp. Then call. (We’ve seen surprising response rates on WhatsApp in this segment.) Example 3: You’re an NBFC, and your customers are in Tier 3/Tier 4 cities. And you send… an email? Try this: WhatsApp. Then call. Example 4: You’re an airline, and you send a survey 2 weeks after the flight. Do you think they even remember the experience? If you want better response rates: --Be in your customer’s shoes --Choose the right channel for your audience --Ask at the right time --Most importantly, don’t let feedback sit in a dashboard. Act on it. And let the customer know. That’s how you earn feedback. Not with reminders, but with respect. #VoiceOfCustomer #ResponseRates #CustomerFeedback #CustomerExperience

Stakeholders often focus on “how many” when presented qualitative research. Which is the wrong question to ask. Qualitative is about understanding the H (human) in HCI. The goal is to understand why they behave like that. When presenting research results: focus on showing clear patterns, supporting findings with evidence like quotes or observations, and connecting everything back to user behaviors and business goals, not sample sizes. Also, combine qualitative with quantitative to explain the what and the why. For example: - Quantitative shows what's happening: 72% abandon the goal-setting flow at account connection. - Qualitative reveals why: Users worry about security, are confused about account selection, and fear they can't reverse connections. - The powerful combination: "Our drop-off problem stems from specific trust concerns and mental model mismatches. By redesigning to address these specific issues, we can reduce the 72% abandonment rate." Beyond Numbers: How to Properly Evaluate Qualitative UX Research (9min) By Dr Maria Panagiotidi https://lnkd.in/gbqRneY4

Engagement survey results are in.  Nobody's celebrating. Picture this: → 150 questions about everything from career development to office temperature.  → Mandatory participation.  → Results that disappear into a management black hole for six months. Then a company-wide email promising "action plans" that never materialise. Meanwhile, employees are thinking: "I told you the workload was unsustainable 8 months ago. You did nothing. Why should I bother again?" Annual engagement surveys treat employee sentiment like a yearly health check-up, gather data once, ignore it for twelve months, then act surprised when problems have gotten worse. The surveys that actually work are shorter, more frequent, and tied to immediate action. Pulse surveys that focus on specific, changeable factors rather than abstract "satisfaction" ratings. Most importantly, they close the feedback loop.  When employees raise concerns about workload, they see management response within weeks, not next year's survey cycle. The best engagement measurement feels like ongoing conversation rather than annual interrogation. For HR teams, this means engagement data that actually drives positive change rather than just satisfying leadership's need for metrics. When employees see their feedback leading to real improvements, they stay engaged with the process instead of checking out mentally.