How to avoid survey fatigue
Survey fatigue. We have probably all heard of it, and some of us have experienced it, but with a bit of thought, it can be easily avoided.
Survey fatigue is usually caused by one or a combination of the following:
- too many surveys in a short space of time
- long surveys
- surveys without a clear purpose
- questions participants find difficult to relate to
- no evidence that action has been taken on prior survey findings.
This last point is particularly influential as participants might think, "What's the point in participating and sharing what I think when nothing changes?"
Tips for avoiding survey fatigue
Good preparation
Ensure the survey content is relevant, targeted and meaningful to staff. If people feel they can relate to the questions and understand how their response will feed into the bigger picture, they will want to participate and contribute.
Timing
This is as crucial as frequency. Mapping out a calendar of organisation-wide surveys together with targeted surveys and pulse checks will ensure you are not overloading staff all at once or, worse, not seeking their views for an extended period of the year.
Clear and strategic communication
Make sure these is plenty of clear and strategic communication before, during and after the survey. Tell participants a survey is coming up and why their views are important. Keep an eye on participation during the survey and ensure your people leaders are encouraging their teams to take part. Be brave and think outside the square in terms of the tools and techniques you use e.g. videos, competitions between departments, chocolate, we even had a CEO promise home baking he would personally make if an 80% participation rate was reached! It sounds obvious but it is also important to thank staff for participating and taking the time to give their feedback.
Transparency
Be transparent about the results. Transparency builds trust. Participants are usually curious to know what the results are, so it is important to share results as soon as possible after the survey closes with (at least) some high-level data and insights. Follow this up with more communication around next steps in terms of turning results and insights into action.
Take action
When participants see positive actions resulting from their feedback then they are motivated to participate in future surveys. No action after a survey simply says “your view is not valued” and motivation to take part in future surveys reduces.
Involvement
Leadership teams who lead by example and get on board are crucial as they can drive participation through their own enthusiasm by reinforcing across their teams the value of participation. Leaders who apply the “We asked; You said and We acted” approach win by harnessing the collective insights of arguably their most critical business asset, their people.
Use these tips when planning your survey activity for the year and in approaching each individual survey to give your organisation the best chance at avoiding survey fatigue.