Create great employee surveys
Free templates, expert tips & anonymous questionnaires – with easyfeedback you create DSGVO compliant employee surveys and protect your employees.
Why conduct employee surveys?
Open the dialogue with your employees. Because they are the assets of every company. They do their job every day and are therefore the driving force for business success. If the motivation of the employees decreases, their performance usually decreases as well. In some cases it is quite simple things that can increase motivation: Meals in the canteen, equipment at the workplace or communication with superiors. Create your individual employee survey with easyfeedback and use the results to create an optimal working environment.
Increase employee satisfaction
With continuous employee surveys you get a picture of the satisfaction of your employees and can act quickly if necessary.
Improve employer branding
By continuously increasing employee satisfaction, you automatically strengthen your attractiveness as an employer brand and ensure a steady flow of applicants.
As a further effect, the fluctuation in the company decreases with increasing satisfaction and talents remain with you longer.
Improve working atmosphere
Optimise workflowsThrough regular employee surveys your employees see that something is improving for them personally and are chosen to give answers even to critical topics.
Increase readiness to perform
Increasing satisfaction through employee surveys inevitably leads to greater employee commitment and thus improved performance.
Weak points are appearing everywhere and have a negative impact on economic figures. With employee surveys you can uncover them and actively optimize them.
Highlights of the easyfeedback survey software
German data protection
Start with a free template of your employee survey
Organization & Feedback
Optimization & Communication
Improvements and optimizations are a central factor in every company. By means of online surveys you offer your employees an easy way to submit suggestions for improvement at any time – anonymously or personalized. With continuous feedback from a pulse check, for internal communication or workplace stress, you can optimize work processes and strengthen the corporate culture. Use the free questionnaires as samples and give your employees a voice.
Strengthening the employer brand
Further training & support measures
To continuously employ a high proportion of professional staff means to position the company competently. This requires regular internal or external training or further education of the individual employees in the respective divisions.
According to the study, more than half of the employees are of the opinion that further and advanced training is absolutely necessary in professional life. A survey is used to precisely determine this need, which is then planned by evaluating the results. An online survey can also be used to conveniently review the measures that have been successfully implemented.
360 degree feedback
Choose the right tariff for your employee survey
The easyfeedback tariffs are ideal for small and large companies.
A one-off employee survey can be carried out as a starter or single tariff.
For all those who would like to compare the results across departments and need the anonymity function, the business tariff is ideal. And for companies that want to work with several departments, the company tariff additionally offers the possibility to work in self-sufficient teams, thus protecting sensitive data.
Tip: Involve the works council cleverly
Tips for conducting employee surveys
Employee surveys are an internal instrument that is usually used by the human resources department to obtain a partial or overall assessment of the company-related framework conditions and to allow improvements to be made on the basis of these.
Employee surveys can be roughly divided into 3-4 areas:
- Annual “great” satisfaction and mood surveys
- Short fast feedbacks –
- Pulse check
- Organizational surveys
- Evaluation surveys of colleagues and managers
Certainly the topics can be further subdivided. However, this list already shows that an employee survey on organizational topics or a pulse check is much easier to implement than a full survey of the entire workforce commissioned by the management.
You will certainly often find yourself in the situation that you are working on certain topics for the first time. Before you start from scratch, it is worthwhile to fall back on existing knowledge. On the one hand, you look internally at previous employee surveys and inquire about their success, and on the other hand, easyfeedback provides you with various templates on the subject of employee surveys, which you can adapt individually to your needs.
Even if questionnaires already exist, but they do not directly address your topic, they still provide a basis for inspiration – both in the formulation and the structure of the questions.
Depending on the type of employee survey, the works council may want or need to be involved. In the case of short organizational questions on the next topics in a meeting, the works council will probably have little interest in coordinating the questionnaire, but in the case of larger employee surveys it will be interested. And even if he only wants to be informed about the project.
In general, it is advisable to involve the works council. The works council is the main responsibility of the employees. And that is why it is always advisable to involve the works council. Under certain circumstances, the works council can even speed up the process for your project with the management.
However, already when planning your employee survey, consider whether you need to involve the works council or not. If you want or have to involve the works council, you should include it in your timing. Otherwise your survey project could be delayed.
We are often asked about the ideal questionnaire for an employee survey, and we have to tell you that this does not exist.
Every company and every situation is so individual that there is no standard questionnaire for every company and every situation. Nevertheless, there are certain basic rules which are identical for all employee surveys:
Questionnaire length: In general, we want to obtain as much information as possible. And one more question and one more small question and … one question still fits.
Good for the management and personnel department, but not pleasant for the employee. And this is exactly where you have to start: What is the purpose of the survey? How often is this survey conducted? And do you have to query all these details, or can you store them as master data?
The higher the bond to the author of the survey, the more I can demand from the participant. Employee surveys perse have a high level of loyalty – employer – and surveys “can” be designed longer and more complex.
However, if you carry out a long and complex survey every month, then by the third month at the latest, the participation rate will drop to such an extent that you will actually no longer be able to carry out the survey.
Therefore, pay attention to the frequency in combination with the questionnaire length. With a high frequency you keep the questionnaire short; with a low frequency the survey can be longer.
Always put yourself in the position of the employee, then you will quickly notice whether the respective length – response time – is too long or not.
An anonymous employee survey is one of the basic prerequisites for obtaining honest feedback on sensitive issues. Because only if the employee does not have to be afraid to draw personal consequences from his answers will he answer you honestly. If you do not ensure anonymity for critical issues, mistrust will increase and you will not receive the answers you need to make improvements.
However, the questions, whether anonymous or not, are not so easy to answer. Because even if the survey is to be anonymous, you need certain information to assign the answers. For example, the location or the department is an important additional piece of information in order to implement specific measures afterwards. Or in the case of 360-degree feedback, you need to know for whom the feedback is being given.
In all critical and sensitive employee surveys, anonymity should protect the employee from being identified.
As soon as you can only draw a conclusion on a mass of employees, e.g. a department with 15 people, the protection of each individual is guaranteed and you will also receive the necessary information to assign the answers to an area. If a department is too small, then combine it with another department to maintain the protection of the individual.
easyfeedback offers you special anonymity functions and mechanisms to protect each individual employee and at the same time provide you with enough information to evaluate the results in a valuable way.
The evaluation and analysis is the most exciting part of the employee survey: What results have we achieved? What is the mood in the workforce?
After you have prepared everything and the first employees have participated, the evaluation and analysis takes place. During the ongoing survey you will certainly observe the development on a daily basis. During this period you can already discover initial trends and develop a feeling for the final result. However, you should not draw too hasty conclusions here, as the employee survey is not yet complete and the results may still change.
As soon as the period for the employee survey is over, it is also advisable to stop the survey. This ensures that no further results are included in the evaluation and that your analyses are not changed.
If you now begin to evaluate and analyze the quantitative and qualitative answers, you should put yourself in the employees’ perspective. This gives you a better understanding of the answers. Because working conditions in the office are different from those in production. At the desk there is usually silence and in production noise or heat influence the perception. It is also a difference whether an employee is on a monotonous assembly line or under time pressure because he has one meeting after another in his diary.
Therefore always consider the circumstances in which the individual employee or department is located.
External circumstances can also influence the answers. If short-time work has just been announced in a works meeting, the mood of the individual employees is depressed and will probably also affect the answers.
Their first glance will probably fall on the overall result. This is usually the first thing you see, or would like to get an overview. However, this is not very meaningful, since the answers from the different departments and work areas are cumulated.
View the results separately for each area and department. This is the only way to see where there are deficits in the individual areas or where the mood is changing.
If you have asked for data on the gender of employees, length of service and age range, you can use it to perform a deeper analysis:
How does the satisfaction of young employees change in relation to older employees? Or are there differences in satisfaction among employees who have only been with the company for a short time or who have been working with you for many years? Or are there differences between the sexes? Are women generally more satisfied or rather sceptical?
With these three details, you can gain valuable insights and derive targeted measures. For example, you will find that older employees who have only been with the company for a short time are often dissatisfied. This can be an indication that the onboarding is not carried out sufficiently. Presumably, the assumption is that older people have a large pool of experience available and that onboarding can be kept shorter. However, if they are not sufficiently introduced to the goals and values of the company, they may not understand certain decisions.
Another tip is to consider the sample size. Every single opinion is and should be taken seriously, but it does not form a whole. Do not be irritated by isolated opinions. In order to make valid statements, at least 15-20 feedbacks should be used to identify tendencies.
The success of an employee survey depends on several factors. Each individual factor can be decisive for the success of the survey. You should therefore pay attention to typical mistakes:
As mentioned above, anonymity is an important part of sensitive employee surveys. However, it is not always desired or not wanted in order to be able to better evaluate the results. Do not make the mistake of pretending anonymity. You won’t believe how creative your employees can become.
If you fake anonymity, some employee will notice – consciously or unconsciously – that anonymity is not given. And once the circumstance is revealed, your credibility is no longer steady and all preparations for the employee survey are invalid.
Not sufficiently informed about the reason for the employee survey
Many employees are initially sceptical about a survey. Especially in the early stages, when you introduce a new system. However, not directly towards the system, but much more towards the reason for the employee survey. While you and your managers or the management have made the decision to optimize internal processes and improve the working atmosphere, your employees have not noticed anything.
For you the goal is clearly defined and has been known for weeks, your employees probably don’t know about it yet. Therefore, inform your employees sufficiently about the reason for the surveys. Where is the goal? What are the personal advantages for the employees from participating? How often and on which topics are employee surveys conducted?
The more you involve your employees in the project, the more successful the surveys will be.
You worked for weeks towards your first employee survey. From internal objectives to the questionnaire and the pre-test. Everything is in place and has been tested – and then you overlook one little thing: the timing.
Even with the best prepared employee survey you will not achieve the maximum if you carry it out during the peak of the holiday season. When choosing the time, pay attention to external influences, such as vacation time, imminent final phases of a project where a lot of overtime is worked, or an increased sick leave due to e.g. a wave of flu.
Do not communicate at eye level
Everyone wants to be treated with respect. Nobody likes to be bossed around. This is how you should handle it in the employee survey. Communicate with your colleagues at eye level. Put yourself in their shoes and ask questions and answers at eye level and from their perspective. If the employees have the feeling that the employee survey is only being conducted for the management, they will convey this in their answers.
No personal advantages for the employee
Participation in the employee survey is a gift of attention from the employee. There are various reasons for general participation in surveys. But almost all of them have one thing in common: everyone who takes part in a survey expects something in return. If the employee cannot derive any personal benefit from his or her participation, he or she will take part for the first time and perhaps also for the second time. After that, however, the participation rate will drop sharply. Because why should he also participate if he has nothing from it.
Simple example: If you ask your production employees about the work tools available and where there is room for improvement, then the employee will see that his participation will improve something. And at the end of the day he will gain a personal advantage.
Do not let actions follow
As described in the previous points, you have implemented all tips and carried out a good employee survey. In the end, you analyzed the results and derived further measures. Since you probably have other tasks in your day-to-day business, it can happen that the measures lose priority and take a back seat.
This last point can cost you a lot of trust among your employees. Because they have given you the necessary attention, are motivated and are already looking forward to better tasks and conditions and then no action follows.
By the second employee survey at the latest, resentment will arise and the first opponents will form. Therefore, make sure that you also implement measures from the results. The first measure can be to publish the results in front of the employees and to let them participate. At one point or another, there may be a need for follow-up discussions – also within the team – to plan the measures in more detail.
The next step would be to implement the measures with the least effort and highest impact. Or, if this is too costly, first implement only those measures that can be implemented quickly. Then the employee will see that his or her voice really does make a difference and will also pay attention to you in the following employee surveys.
In addition, the satisfaction of each individual employee will increase continuously and you will have a more efficient team.