We know that some employee survey suppliers offer the ability to interact with employees directly, either whilst the survey is live, or afterwards. In this article, we’ll explore the methods, practicalities, and pros and cons of this approach.
In this post:
What is two-way communication in employee surveys?
Many organisations often find they need more information on certain topics based on their employee survey feedback. One way they can deepen their understanding of employee sentiment is to adopt a two-way communication approach. This approach allows organisations to directly message survey respondents to request more detailed feedback and could strengthen your employee listening strategy.
Approaches to two-way communication
There are various approaches organisations can take when incorporating two-way communication into their employee survey strategy:
Follow-up questions for specific feedback
After an employee completes a survey, the system can prompt them with follow-up questions to further explore a specific topic. For example, if an employee rates job satisfaction poorly, the system could direct them to free text questions asking them for more information. This can help HR professionals identify key issues that may not have been obvious from the initial survey response.
We utilise logic in our surveys to make this possible.
Open-ended dialogue
Some platforms allow employees to open a channel of communication where they can engage in a conversation with HR or management. It might simply be a case of signposting how employees can provide more information or who to talk to. For example, at the end of the survey you might provide instructions containing an email address people can contact.
This gives employees an opportunity to provide more detailed insights or raise concerns that may not be captured through structured survey questions. These interactions can help build trust and foster transparency within the organisation.
Targeted messaging
With advanced survey tools, organisations can segment employees based on their responses and send targeted messages to specific groups. For example, if a particular team expresses dissatisfaction with management, you might send a message to employees in that team, inviting them to share more detailed feedback about their experiences with leadership.
In practice, this could be done using a dedicated pulse survey, but it might also be via other communication methods.
Real-time feedback requests
Some survey platforms offer real-time feedback features that allow organisations to ask employees for immediate clarification after a survey is completed.
This can be useful for time-sensitive issues or in situations where the survey results need to be acted upon quickly.
The practicalities of implementing two-way communication
While the concept of two-way communication may seem simple, its successful implementation requires careful planning and attention to detail. Here are some practical considerations organisations need to take into account:
Data security and privacy
When engaging in two-way communication, it’s essential that organisations respect employee privacy. Confidentiality must be maintained, and employees should feel secure in the knowledge that their feedback will not be used against them. Ensuring that communication is anonymous, where possible, is critical to building trust.
Just imagine you receive a communication after you have just rated your manager negatively!
Clear communication protocols
Establishing clear communication protocols is crucial for maintaining a positive relationship with employees. This includes defining how responses will be used, who will be responding to the messages, and how long employees can expect to wait for a reply. Responding in a timely manner is important to ensure employees feel heard and valued.
Training HR teams
HR teams need to be well-equipped to manage two-way communication effectively. This includes training in how to craft meaningful follow-up questions, handle sensitive feedback, and respond in a way that encourages further engagement without making employees feel uncomfortable.
Timing and frequency
Organisations must also manage expectations and not bombard employees with too many follow-up questions. Too much communication could result in survey fatigue, making employees feel overwhelmed or sceptical about the process.
The benefits of two-way communication in employee surveys
Implementing a two-way communication approach can bring a number of benefits to both the organisation and its employees:
Deeper insights
Probably the most significant advantages of two-way communication is the ability to collect more nuanced, qualitative data.
By asking employees to elaborate on their answers, organisations can gain deeper insights into the underlying causes of satisfaction or dissatisfaction, rather than relying on surface-level ratings.
Increased employee engagement
When employees see that their feedback is being actively sought and valued, they are more likely to feel engaged with the organisation.
Two-way communication shows employees that their voices matter, which can foster a sense of ownership and commitment to improving the workplace.
Improved employee trust
Direct communication from the organisation can help build trust, especially if employees feel their concerns are being addressed promptly and transparently.
This kind of engagement can help strengthen relationships between employees and management, which is crucial for fostering a positive organisational culture.
Actionable feedback
Follow-up questions allow HR teams to collect actionable feedback that can be directly used to make improvements in areas such as leadership, communication, and work processes.
With clear, targeted insights, organisations are better positioned to implement effective changes.
Identifying emerging issues
By asking employees for additional feedback, organisations can identify emerging issues before they become widespread problems.
Proactively addressing these issues can prevent disengagement, reduce turnover, and improve overall morale.
Psychological safety
In organisations employees often feel reluctant to provide fully open and honest feedback for fear of retribution.
Having a system-driven approach to feedback can improve a sense of psychological safety, thereby increasing the likelihood that employees will provide frank feedback.
The downsides of two-way communication in employee surveys
While there are many benefits, the two-way communication approach also has some potential drawbacks:
Time and resource
One of the main benefits of a survey is that it allows for the quick collection of data in a consistent format. Engaging in two-way communication can be time-consuming, especially if a large number of employees participate in the survey.
Responding to follow-up messages and analysing qualitative feedback takes significant additional resources, which could be a challenge for smaller HR teams or organisations with limited capacity.
Survey fatigue
Overloading employees with follow-up questions or constant communication can lead to survey fatigue, diminishing the effectiveness of future surveys.
Employees may start to feel like their time is being wasted if they are frequently asked to provide additional feedback. Especially, if there is a perception that feedback is not being acted on by the company.
Risk of in appropriate feedback
With increased communication, there is a greater chance of encountering negative, sensitive or inappropriate feedback.
While this can be valuable, organisations need to ensure they are prepared to handle difficult conversations and act on the feedback in a constructive manner. For example, it would be difficult to act on feedback such as “my manager is useless!!”.
If not handled appropriately, it could lead to dissatisfaction or mistrust.
Unclear expectations
If the purpose of the two-way communication is not clearly explained to employees, they may become frustrated or confused.
It’s crucial that organisations set clear expectations from the outset, explaining why follow-up questions are being asked and how the responses will be used.
The role of the manager
Although one of the benefits of two-way communication is to create additional psychological safety leading employees to say things they might not otherwise, it does bypass the role of the manager.
Being a good manager involves engaging with your team, understanding how they are feeling and supporting them as needed.
There is a danger that relying on covert feedback mechanisms might reduce the level of accountability managers feel around engaging with their teams.
In conclusion
Incorporating two-way communication into employee surveys can be an interesting way to gain deeper insights, improve employee engagement, and drive meaningful change within an organisation. However, it requires careful planning, adequate resources, and a thoughtful approach to communication.