There are two challenges involving employees when you’re trying to implement a survey. The first is getting employees to complete the survey at all. The second is making sure that the information that is gathered is as valuable as possible. These issues have to do with survey implementation and survey design. If both are done correctly, not only will you have more data, but it will be of a higher quality.

The first step is building awareness about the survey within the organization. Get the support of senior management so that the enthusiasm from the top will be communicated throughout the organization. This support should be communicated in multiple ways. The methods can include:

It is equally vital to get the support of managers who will act as direct points of contact for employees. Involve managers by letting them know what their role will be, such as that they will receive the results for their team and will be expected to develop an action plan. Managers who feel involved in the process will be more likely to motivate their teams to complete the surveys.

Receiving the message from senior management and immediate supervisors that completion of the evaluations is important will not motivate employees by itself. Employees also have to understand the value of this process for them. Clearly communicating the objectives of the process – what the evaluations are about, and what they are not about – is essential for employee buy-in.

Understandably, employees are not always eager to participate in an evaluation process. They may, for example, think that the results will harm them. Employees must be made to understand that 360 feedback is not about compensation but about their own development. Most employees appreciate efforts made by their workplaces to engage them and offer them opportunities for growth. When promoting the evaluations, keep the focus on what they can do for the employees.

Another top concern for employees when they give feedback via surveys is confidentiality. It is unfortunate that so many employees feel that they cannot give honest feedback in the workplace without the risk of penalty, but it’s a fact. Therefore, confidentiality of the survey responses must be kept front and centre in the promotion of the evaluation process.

Be prepared to answer specific questions about how that confidentiality will be maintained. For example, comments and answers to open-ended questions can be summarized so that the author’s identity is protected. Alternatively, if written answers will be reported verbatim, employees should be advised to avoid including references that will identify them.

Now that the employees are eager to participate, what remains is to gather the most useful data possible. This is a matter of survey design.

A few general rules about 360 survey questions:

Ways to avoid confusing questions include keeping the language simple and positive and only asking about one behaviour at a time.

To ensure that your survey will capture the information you need, use a vendor that provides various options.