The Pulse Survey Paradox: More Frequent Feedback Doesn’t Guarantee More Action

Organizations seemingly have never-ending opportunities to listen to employees. But just because you can listen to employees constantly, doesn’t mean you always should. At OrgVitality, we follow a very straightforward principle: Only ask for feedback when you are willing and able to take action.

This is especially important when it comes to pulse surveys, which are incredibly useful measurement tools. We love employing pulse surveys as a 3 or 6 month “check-in” mark to better see how action plans are working. Pulse surveys tell leaders whether their efforts are actually having impact without having to wait a full year for the next census survey. Typically, we suggest choosing a subset of items from the census survey, which are usually the ones where action efforts have been focused.

The risk of listening without responding

Employees notice when organizations ask for feedback but fail to act on it. Over time, frequent surveys without visible follow-through create cynicism, survey fatigue, and declining trust. Done well, pulse surveys communicate to employees that leadership listened to the feedback, initiated action to improve, and care about whether their efforts are working.

As with census surveys, communication is key. Explain in survey emails that you appreciated employees’ time and feedback, share the specific areas you’ve focused on, and note that the pulse survey is shorter and focused on the areas you’ve taken action so that you can see what is working, and what isn’t.

[Read More: Driving Honest Feedback and Meaningful Action]

Pulse Survey Best Practices
Not all pulse surveys need to be action check-ins, of course. Pulse surveys are useful anytime that generate insight leaders can actually use.

Here are some guidelines to developing an impactful pulse survey:

• Ask questions connected to organizational priorities
  You should always have a clear purpose when doing any time of survey. We’ve often deployed these surveys when there is something specific to measure, from large events such as a merger or acquisition to smaller events, such as training feedback. We’ve also used pulse surveys to measure employee feedback on topics such as leadership effectiveness, workload, or retention risk. Whether it’s a census survey or a pulse survey, you always want the items to tie back to your strategic priorities. 
  
• Prioritize signals over noise
  Not every change in employee feedback requires a response. Leaders need the ability to distinguish meaningful trends from normal variation and understand where intervention will have the greatest impact.
  
• Make action part of the design
  Action planning should be considered before a pulse survey is even designed. Discuss who will review the findings, how results will be communicated throughout the organization, and what will happen after the results are shared.

[Get the eBook: Action Starvation]

Organizations build trust when they demonstrate that employee input influences decisions; this is true no matter the type of survey. Employees don’t expect every suggestion to be taken, but they do need to see that their voice matters.

As organizations becoming increasingly able to survey employees, it’s useful to take a step back and consider how your organization’s overall listening strategy is driving understanding and improvement efforts throughout the whole organization. The organizations that benefit the most from listening initiatives aren’t the ones that just ask more questions, but rather those that have built the capability to translate employee insights into meaningful action.

 There are steps every organization can take to improve their program. 

Get your custom report with our OV Listening Program Assessment. This 10-minute assessment gathers insights into how you're currently listening and provides a custom report with recommendations for your program.