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A survey can be broadly defined as a detailed investigation of a topic. Although interviews and focus groups are often included under this broad umbrella, the term survey has become synonymous with a questionnaire approach to research. Surveys are arguably the most common approach to data collection in organizations, primarily because of their broad applicability. They can be used to gather information both inside and outside the organization. Surveys can be used to assess employee attitudes, gauge readiness for organizational change efforts, gather performance feedback, or measure customer satisfaction. To gather accurate information for any of these purposes, certain steps need to be followed; however, users often underestimate the time necessary to do a survey properly. The critical steps of planning, designing, communicating, administering, analyzing, and addressing the results of a survey are a serious undertaking for any organization.

Defining the Purpose and Goals of the Survey

Before any survey project can begin in earnest, the goals and expected outcomes of the project must be clearly defined. The goals will drive the content to cover, the questions to ask, the people to ask, and the format to use. Therefore, the researcher needs to determine whether the survey is intended to take the pulse of the organization, identify necessary action to take, or explore new products, policies, or other changes. The researcher also needs to include key stakeholders in the planning process. Organization members who will be asked to address the results of the survey must be included at the earliest stages of the process. This is also a good time to gather the support of senior management, not to mention union officers, if applicable. Without the buy-in of the people at the top of the organization, a survey project can easily be subverted.

Once support from key players has been obtained, the process of identifying the information to be gathered can begin. This process is driven by how the information will be used. If retention of key talent is the goal, for example, employee satisfaction surveys need to address topics that influence employee engagement (supervision, the work itself, coworkers, growth opportunities). Customer satisfaction surveys must address key products and services and how they are delivered. The goal of any survey is to gather information that will help to improve the organization.

Designing the Survey

Designing the Instrument

Some initial decisions need to be made about the type of questions that will be asked. First, the balance of open-ended (i.e., write-in) versus closed-ended (Likert-type) questions must be considered. Openended questions provide a wealth of information but also take significantly longer to code and interpret. Open-ended questions also provide an opportunity for respondents to ramble, so the questions need to be very specific to prevent unintended or uninterpretable responses. Closed-ended questions are much easier to summarize but don't provide respondents with any real opportunity for elaboration. Closed-ended questions present different problems, though, in terms of their construction. In an attempt to gather more information, survey designers often create unintentionally double-barreled questions that ask for two separate pieces of information (e.g., asking respondents in one question to rate their pay and benefits). Post hoc interpretation is impossible because the focus of the respondents is not clear (e.g., did they rate pay or benefits or both?). Questions need to address issues that respondents know about, avoid jargon or acronyms that respondents may not know, and use the simplest language possible. Always put the most sensitive questions toward the end of the survey to avoid losing potential respondents before they really begin.

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