When leaders are skeptical about engagement surveys

Engagement surveys are more than just an HR metric; they reflect the core health and potential of an organization. However, when leaders are skeptical about these surveys, it can undermine their effectiveness and the broader goal of improving the employee experience. This article will help you understand why some leaders are skeptical of engagement surveys and develop strategies to overcome that skepticism - so you can turn engagement surveys into powerful tools for organizational growth.

This article gives you insights into:

• Skepticism affects follow-up
• Identifying explicit and implicit skepticism
• Common reasons why leaders show skepticism about engagement surveys
• 3 proven strategies to overcome survey skepticism
• Turning survey skepticism into a catalyst for growth

Skepticism affects follow-up

It's not always easy to predict which leaders might be skeptical about surveys. They may not even be aware of it themselves. But the result is usually the same: Leaders who don't follow up. When asked why, they have many good explanations:

There wasn't enough time, too much has happened since the survey, or it's impossible to get everyone together because one of my team members is on vacation/maternity leave/sick... These reasons are usually superficial challenges. The underlying reasons are more complex.

Identifying explicit and implicit skepticism

Firstly, let’s have a look at the two general expressions of survey skepticism: Skepticism about engagement surveys can manifest in both explicit and implicit ways among executives. Understanding these different forms of skepticism and resistance is critical to effectively addressing and mitigating them.

• Explicit skepticism: This is when leaders openly express a lack of motivation or belief in the value of engagement surveys. While less common, explicit skepticism is easy to identify and address because the concerns are voiced.
  
  
• Implicit skepticism: More common is silent resistance, where leaders avoid using survey results for a variety of reasons. They do not engage in dialogue about the results or take actionable steps based on the data. This type of skepticism can be difficult to address because it is not immediately apparent. It often correlates with leaders who have received lower ratings, as they may have a stronger psychological defense mechanism.

As an HR professional, you often have an intuitive sense of which leaders may be exhibiting this silent skepticism. By being aware of both explicit and implicit forms of resistance, you can develop more targeted strategies to engage all leaders in the survey process.

Common reasons why leaders show skepticism

The first step in reducing skepticism about engagement surveys is to understand the why. It is important to note that leadership resistance to engagement surveys is often nuanced and multifaceted.

At first glance, a leader may quickly dismiss these tools with a "We already know what the problem is," or criticize the effectiveness of the survey itself by saying, "It's a flawed tool.". However, this resistance may stem from several deeper issues.

Here are some of the most common deeper issues we've seen in working with organizations that have dealt with this situation:

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3 proven strategies to overcome survey skepticism

Skepticism about engagement surveys from leaders is a common challenge for HR professionals, but it's not insurmountable. To effectively mitigate this resistance, you can take a strategic approach that addresses the underlying concerns and barriers leaders face.

This includes not only changing perceptions, but also providing practical support that empowers leaders to participate meaningfully in the survey process. Here are three proven strategies you can use to turn survey skepticism into enthusiastic participation:

1. Strengthen the link between the survey and business goal

A key strategy for overcoming resistance is to emphasize the strategic value of engagement surveys. It's critical to clearly demonstrate how these tools are directly tied to key business objectives and can drive significant improvements in organizational performance. Making this connection helps shift the perception of surveys from mere administrative tasks to vital tools for strategic insight, enabling leaders to more fully appreciate their importance.

Our experience is that leaders are concerned with what is important to their managers. Therefore, it is most effective when the message comes from the top. The way top managers themselves use the survey shows the organization's leaders how the survey and business goals are connected.

In addition, making this connection effectively addresses the common "time constraint" issue that leaders face. By demonstrating how engagement surveys provide critical data that can streamline decision-making and improve efficiency, leaders can see that investing time in these surveys is not just another task, but a strategic move that saves time and resources in the long run.

This realization can greatly motivate leaders to integrate survey activities into their regular business operations and view them as integral to achieving their goals and driving the organization forward.
 

2. Reevaluate survey design and level of support

It's important to assess whether the current approach to conducting and tracking surveys is truly supporting leaders. Is the HR team adequately equipping leaders? Is there a clear and effective process for handling the data collected? These questions can lead to significant improvements in how surveys are perceived and used.

Empowering leaders with tools and training

Proper training and resources are critical to empowering leaders to confidently handle survey data. This empowerment transforms surveys from a perceived administrative burden to an opportunity for leadership development and organizational growth. By enhancing leaders' data skills, you can ensure that they are active participants in the process, able to use insights to drive meaningful change within their teams and across the organization.

This training also includes strategies for receiving and responding constructively to feedback, regardless of its nature. When leaders are prepared to handle feedback, including potentially negative feedback, it reduces their fear of being evaluated and supports a more open, feedback-oriented culture within the organization.

Strengthening organizational support

Ensuring consistency in how engagement is measured and addressed across the organization is critical. This consistency helps maintain the structural and cultural integrity of the organization. HR plays a key role in ensuring that all parts of the organization are aligned and committed to the engagement survey process.

Having a strong structure or follow-up format, such as a "one size fits all" plan, is very helpful, especially for leaders who find the process challenging. Our feedback from leaders shows that when they're worried about responses, especially negative feedback, it's reassuring to have a ready-made follow-up format.

That way, they don't have to spend time and energy creating one themselves. By providing this clear structure and expectations for follow-up, HR can support leaders who might otherwise avoid engagement due to discomfort.

This holistic support not only improves the perception and usefulness of surveys, but also reinforces the organization's commitment to true employee engagement. By maintaining a supportive environment, leaders are encouraged to view feedback as a constructive tool for personal and organizational growth. This approach helps reduce the fear of feedback and fosters a culture of continuous improvement.

By ensuring consistency and clarity in follow-up expectations, HR can help leaders, even those who are uncomfortable with the process, engage more confidently and effectively with survey results.

3. Apply positive reinforcement

Positive reinforcement plays an important role in changing the discourse around engagement surveys. HR has an important responsibility to maintain an optimistic and constructive conversation about these tools. By recognizing and acknowledging the positive intentions behind leaders' expressed concerns, resistance can be turned into constructive dialogue.

This approach includes encouraging leaders to engage in the process, which can be accomplished by HR asking action-oriented questions that encourage deeper understanding and participation.

HR must also be vigilant in upholding the value of engagement surveys, especially in public settings where dismissive remarks could undermine their importance. By reinforcing the importance of each leader's role in this collective effort, HR helps foster a culture where engagement surveys are viewed as essential tools for organizational improvement and success.

This positive discourse not only helps leaders see the value of these surveys, but also increases the overall effectiveness of the engagement strategies being implemented.

You may also find this article interesting: 3 HR strategies for excellent customer experience.

Turning survey skepticism into a catalyst for growth

Leaders play a crucial role in the success of engagement surveys. By understanding and addressing their concerns, HR can help leaders see these tools as essential to both personal and organizational growth and success. Engagement surveys are not just about measuring metrics; they are about building responsive, engaged leadership that drives the organization forward.

Read more about our engagement survey setup.