How to Create an Effective Employee Survey Communication Plan

The success of your employee surveys depends not only on the quality of the questions but also on how effectively you communicate throughout the process. A well-thought-out communication plan boosts participation, builds trust, and demonstrates your organisation’s commitment to acting on employee feedback. This post outlines a comprehensive approach to crafting an effective employee survey communication plan.

Step 1: Establish the Foundations

Objective: Define clear goals for your survey and ensure alignment across the organisation.

Start by identifying the purpose of your survey. Are you measuring overall engagement, gathering feedback on a specific initiative, or evaluating workplace culture? Clear objectives guide survey design and ensure you collect actionable data.

Responsibilities: Internal communications to create the strategy; leadership to approve and champion the goals.Dos:

Internal Comms Teams: Develop a purpose statement and ensure it’s clearly articulated in all materials. Share this with stakeholders, including managers, through briefing packs or presentations.

Timeframe: Begin 6–8 weeks before survey launch.

• Align the survey’s purpose with organisational goals.
• Use concise, clear language to explain the “why” behind the survey.

Don’ts:

• Don’t promise outcomes you can’t deliver—it’s essential to manage expectations.

Step 2: Brand Your Survey

Objective: Make your survey engaging and recognisable.

Branding your survey gives it a distinct identity and helps employees connect with the initiative. Create a name, logo, or visual theme that aligns with your company culture and values. Involving employees in naming the survey can boost engagement from the outset. For example, Fuller’s Brewery named their survey “Your Shout,” reflecting their brand ethos.

• Internal Comms Teams: Lead the creation of survey branding, ensuring it’s inclusive and appealing.
• Timeframe: Develop branding 6 weeks before launch.
• Responsibilities: Internal communications to design and implement; leadership to provide input and feedback.

Dos:

• Choose a name that resonates with employees and reflects their voices.
• Ensure branding is consistent across all communication channels.

Don’ts:

• Avoid complex designs or overly corporate messaging that could alienate employees.

Step 3: Prepare Managers

Objective: Equip managers to advocate for the survey.

Managers are instrumental in driving participation. They have direct relationships with employees and can encourage them to take part while addressing any concerns.

• For Managers: Provide managers with briefing materials, including FAQs, key messages, and guidelines for promoting the survey in team meetings and one-on-one conversations.
• Timeframe: Begin manager engagement 4–5 weeks before launch.
• Responsibilities: HR to prepare resources; managers to actively promote the survey.

Dos:

• Emphasise the critical role managers play in boosting survey participation.
• Encourage managers to share examples of how previous feedback has led to improvements.

Don’ts:

• Don’t leave managers uninformed or unprepared—this undermines their credibility.

Step 4: Build Anticipation for Launch

Objective: Create awareness and excitement.

Generate interest in the survey through a multi-channel approach. Tailor communication to different groups, such as desk-based, remote, and frontline employees.

• Internal Comms Teams: Use emails, intranet announcements, posters, and videos to build anticipation. Consider a personal message from senior leadership to underscore the importance of the survey.
• Timeframe: 2–3 weeks before launch.
• Responsibilities: Internal communications to execute campaigns; leadership to contribute top-level messaging.

Dos:

• Highlight past survey successes to build trust and excitement.
• Clearly communicate how and when employees can participate.

Don’ts:

• Don’t rely solely on email; use diverse communication methods to reach everyone.

Step 5: Launch the Survey

Objective: Ensure smooth execution and high participation rates.

On launch day, make it easy for employees to access the survey. Provide links, QR codes, or even physical kiosks for those without regular computer access. Monitor participation rates and send reminders to teams or departments with lower engagement.

• Everyone: Ensure all employees know where to go and what to do.
• Timeframe: Launch day and the following 1–2 weeks.
• Responsibilities: Internal comms to oversee rollout; managers to encourage participation within their teams.

Dos:

• Use real-time updates to drive healthy competition between teams.
• Offer IT support for employees encountering technical issues.

Don’ts:

• Don’t send excessive reminders—this can lead to survey fatigue.

Step 6: Communicate Results Transparently

Dos:

• Highlight actionable insights and plans for addressing feedback.
• Use accessible language and visuals to communicate key points.

Don’ts:

Don’t withhold or sugarcoat negative findings—employees value honesty.

Step 7: Implement and Communicate Action Plans

Objective: Show employees their feedback drives meaningful change.

Develop clear action plans based on the survey results. Assign responsibilities and timelines to ensure follow-through. Communicate progress regularly to maintain trust.

• Leadership and Managers: Take ownership of implementing changes.
• Timeframe: Begin planning 4–6 weeks after survey close.
• Responsibilities: Leadership to create plans; managers to implement at team levels.

Dos:

• Share quick wins to demonstrate immediate responsiveness.
• Involve employees in shaping solutions where appropriate.

Don’ts:

• Don’t delay—employees need to see momentum.

Step 8: Reflect and Improve

Objective: Ensure continuous improvement in future surveys.

After completing the survey process, review what worked and what didn’t. Gather feedback from employees and managers about the communication strategy.

• For Everyone: Use insights to refine your approach for the next survey cycle.
• Timeframe: Ongoing after survey completion.
• Responsibilities: HR and internal comms to lead reviews; leadership to approve changes.

Dos:

• Celebrate successes, such as high participation rates or impactful changes.
• Document lessons learned to improve future processes.

Don’ts:

• Don’t treat the survey as a one-off activity—make it part of a continuous dialogue.

In conclusion

A robust communication plan ensures your employee survey achieves more than just data collection. It becomes a powerful tool for fostering engagement, trust, and continuous improvement. By clearly defining responsibilities, setting realistic timescales, and empowering internal comms teams, managers, and leadership, you can create a communication plan that delivers results and strengthens your organisation’s culture.