In just the last two weeks, I’ve received 17 marketing surveys through email and/or text messages. More than one a day from companies large and small— my electric utility, a golf course, my insurance company, multiple online vendors, a coffeeshop, SaaS providers, etc. It’s like they are being piled on until I finally buckle under the load. Two in particular became my last straws.
The first was from my dentist. She’s a fabulous dentist. An accomplished DMD, educator, former head of our state’s dental association. The perfect dentist. Except, she recently purchased a marketing package that facilitates (promotes) the use of digital surveys. They go out whenever you make, change or go to an appointment.
The second straw was from a roadside vendor who sells raw, local, and wild honey. So now the raw honey dude, selling off his truck’s tailgate, is push-marketing in my phone with SMS surveys?
Just because you can, should you?
This question should be the first hurdle any digital communication feature needs to clear before adoption. There are countless companies inventing new ways to push, pull, track, fence, compile and report endless streams of user/consumer/employee data.
With more and more digital solutions coming online every year, we must think critically about these technologies. How are they received and perceived by the actual humans engaging with them? And how does this communication product/feature help us achieve our goals?
Today’s survey explosion is facilitated by platforms like Shopify, Facebook and Workday. What used to be a discrete function of a company like Survey Monkey, has been integrated into most major social media, online sales and human capital management platforms. These tools make creating and distributing surveys easy. Technically easy, that is. Creating and conducting surveys that yield valuable data still requires strategic thinking and implementation.
Take my two surveys as examples. Does my dentist think I’m going to be more loyal or get more “dental care” because she asks about my wait or if the office is “nicely appointed?” The office is comfy, fully staffed and I never have to wait more than five minutes. She knows these answers before she asks them. She likely believes she’s increasing appreciation between her office and me. When, in fact, she is annoying me.
What about the honey dude? He definitely prefers cash, but begrudgingly takes credit cards with a swiping device on his phone. His survey is likely generated by the credit card vendor, for their own purposes. There wasn’t a single question about the honeycomb/honey ratio (the only important question) or the wait times at the tailgate. I doubt he even reads the survey results.
Why are these two sending a survey after every interaction? Just because they can.
Combatting Survey Fatigue
Unlike the honey dude, our clients create employee engagement surveys that are both important and well thought out. Unfortunately, empty marketing surveys are diluting the effectiveness of these important information-gathering tools.
When employee surveys suffer from reduced participation, disengaged responses and false data points, the culprit is likely survey fatigue rather than the quality of the survey architecture.
All effective communication adapts to the environment. To be heard in a loud room, you raise your voice or lean in closer. Signs on 70 mph roads need to be larger than those on 30 mph roads. And surveys conducted in an environment overrun with surveys need special attention to resonate.
You can elevate your engagement surveys in the minds of your employees, even when they are barraged with useless surveys.
Limit the frequency of your engagement surveys.
An annual survey can be framed as highly important to the direction of the company. Quarterly surveys monitor employee attitudes and progress toward goals. Monthly surveys are not typically effective. It is very hard to institute meaningful change on a month-to-month basis and you dilute participation.
Acknowledge survey fatigue.
Establish a limited survey schedule and let employees know that schedule in advance. Frame your surveys as important to the direction of the company. Let employees know that you are aware of the potential for survey fatigue and that you will not waste their time on activities that are not important. Employees are the only source for certain feedback. Tell them why they’re important and they’ll participate.
Make your survey relevant.
Surveys not only gather data they also communicate your organization’s values and business interests. Be certain your survey isn’t merely an exercise in polling employees. Make it a thoughtful process, transmitting important information between management and your workforce.
Employees want to be relevant to their company. Show them how their survey responses inform decision. Take the time to promote engagement surveys as vital to the ongoing success of your organization and employees will understand that these surveys aren’t the same as the throw-away versions they experience every day.
If you want help designing and implementing employee engagement campaigns, we can help. We’d love to hear from you.More Ideas