The Advantages of Hiring a Professional for Your Employee Survey

The advent of low-cost, easy-to-use measurement tools such as Zoomerang, Survey Monkey and Hosted Survey has opened the door to communicators eager to assess their employee communications efforts.  These tools offer templates, sample questions and instant reporting features, along with the ability to customize the look and feel of the survey to match the company’s branding.

I encourage my clients to take advantage of these types of online survey tools, and work with them to set up post-event surveys, as well as ongoing employee polls to gather information on employee issues and morale concerns.

But when it comes to a more complex survey, such as an annual employee opinion survey, I advise them to bring in the big guns and hire a professional research firm to conduct the assessment.

A professional survey provider brings to the table a number of advantages that communications generalists can’t offer, such as:

  • Knowledge of best practices – how to drive responses, how to report results effectively, and how your company stacks up against others of similar size and type
  • Understanding of the latest survey technology and knowledge of the best product for your circumstances
  • Survey design expertise – not just the look and feel of the survey, but also the development of the questions themselves
  • Assessment and analysis – advice on how to interpret the data and how to report it to senior management and back to the employees

Probably the biggest advantage that a professional survey provider offers is that of being an outsider.  They come to the table free of any internal bias that might slant the survey questions or even color the results.  That “outsider” status often results in more candid responses from employees, since they know their comments can’t be traced back to their user ID.  Plus, senior management will likely take less offense at critical verbatim comments when delivered by “the survey guys” instead of the employee communications manager.

Employee surveys are a valuable tool, and in the hands of an expert, can help identify the company’s core strengths, as well as areas of concern.

Susan C. Rink is principal of Rink Strategic Communications, which helps clients take their employee communications to the next level.  Email her at rinkcomms@verizon.net.

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What Communicators Can Learn from the 2010 Census

U.S. Census LogoI received my 2010 U.S. Census form yesterday, right on schedule.  I knew it was “on schedule” due to a well-planned, well-coordinated communication campaign which launched in early February.

First it was a series of rather weird TV and radio spots, then an advance notice mailed to all U.S. households to let them know when to expect the form.  Last week, news outlets all over the country ran stories about the Census:  when it would arrive, how long it would be, how to fill it out, and how to spot a Census scam.

In addition, over the past few days, a number of local news stations have aired interviews with county and municipal officers.  These segments provided local officials with an opportunity to tell their constituents why it was important to participate in the census.

But here’s where it got interesting:  instead of falling back on appeals to our civic duty (after all, we’ve seen how well that has worked with elections and jury duty), their talking points centered on how the collected data is used to determine Congressional representation and voting districts, as well as how Federal funds are allocated to local governments. 

As parents deal with cutbacks in school funding in the aftermath of the economic meltdown, as the national debate over health care and other legislation becomes more and more polarized, the decision to drive participation by focusing on these hot button issues is nothing short of brilliant.

Employee communicators generate lots of surveys and polls.  And with rare exceptions, we are frustrated by low response rates, falling back on gimmicks such as contests and rewards to drive participation.

The danger with stuffing the survey box, so to speak, is that responses rarely reflect the views of the overall employee population, so we end up working from misleading data.  And a program based on faulty data is doomed to fail.

We should take a page from the U.S. Census’s book and stress to our employees how the data will be used to implement changes (or even, improvements!) in the way the business operates.  Perhaps if we can identify the appropriate hot button, we’ll see much higher participation and gather more meaningful data in our assessments.

Susan C. Rink is principal of Rink Strategic Communications, which helps clients take their employee communications to the next level.  Email her at rinkcomms@verizon.net.