OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

It sounds like this is an annual process, or that it’s linked to key performance indicators? Or simply something that someone has told you to do? If so, I’m afraid this likely isn’t going to lead to a good, actionable outcome.

Here’s why: When you treat a survey as a cumbersome task that has to be done, that’s exactly what it will be.

You need to turn your thinking on its head, and Start Over » to the drawing board. If it’s simply a data point for a board report or annual review, it’s OK to measure it, but you should know that improving trust among employee and employer won’t work if you aren’t committed to following through on the information that comes back.

Think about the insights you could gain and the positive change that could result and Start Over » to start this tool again.

Right. So, it sounds like you have a clear agenda in mind that’s based on the outcome you’re looking for, a budget you need signed off or a person you need performance managed? This may not go fully according to plan, as nobody truly loves doing a survey or sifting through survey output. So why subject yourself and the participants to it?

How about instead you challenge yourself to create new possibilities through the survey. There might be an opportunity for you to learn something new, or think outside the box. Start Over » to start this tool again to see other possibilities surveys can pose for you.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

It’s great that you’re keen to get a measurement, but know that it’s strongly recommended that you think how it could impact your people if you’re measuring data simply for the sake of it.

It takes an effort for your people to respond to surveys and also for you to follow-through on some of the actions that come out of it.

Since your intentions are to give people a voice, which is great, we recommend that you Start Over » to the first exercise and consider the main purpose for this survey. Simply “drawing a line in the sand” isn’t a strong enough reason.

Awesome, it’s clear that you care about what people think and you want to ensure that you address any issues before they get out of control. Before you move on, consider what you might do with the insight you’ll get back from your employee survey.

How will you communicate it to the company? If you want this insight for yourself, and don’t feel that you’re ready to broadcast to the masses, then you might want to reconsider. After all, if you aren’t planning on doing anything with the results, it might be more harmful in the long term.

Once you select your survey template we have lots of best practice guidance to help you with this thinking.

Ok, no need to fret. Let’s take one step back and start with the end in mind. Try asking a few of the following questions to help gain some clarity:

• Are there parts of the business that seem to be working really well in comparison to others?
• If so, what is it that those people are doing differently?
• How do people speak about their colleagues and their managers?
• Do people have what they need to do their jobs?
• Do people seem like they WANT to come to work, or are they perhaps a little checked out?



There’s no point running a survey for the sake of it, but you can leverage surveys to positively impact people if you go into it with a clear purpose. At the end of the day, if you don’t need to run a survey, then don’t try and find an excuse to!

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.

OK, great. Now that we’ve discovered why you’re conducting a survey, let’s move on to who should receive the survey.