Using open-ended questions to gather feedback from employees should be considered one of your essential tool when working to improve employee engagement. However, knowing when to use them and what they’re best suited for takes some consideration.
One of the strongest benefits of open-ended questions is that they can deliver detailed, practical information that you can act on immediately. With qualitative data you don’t need to wait and analyse trends to learn what actions are increasing or decreasing engagement – people are often quite literally telling you, and their responses become a great source of easy wins.
There’s also something fundamentally right about offering respondents the chance to share what they care about, even if it’s a little off script – as opposed to only allowing them to choose from your predefined answers.
That being said, there’s a clear reason why many businesses shy away from open-ended questions. Making sense of potentially tens of thousands of text responses requires resources and analytics capabilities that many organisations feel are out of reach (more on this below).
The most essential difference between what makes a good subject for an open or closed question is whether the response is something you want to measure over time to view trends.
For example, autonomy – the feeling that you can use your talents as you see best – has featured heavily in theories around human motivation for decades.
Any engagement survey should be able show you whether employees feel they have more or less autonomy over time – and to do this accurately, a quantitative scale is required. For instance, employees rate out of ten how strongly they agree with the statement: “I feel like I am given enough freedom to decide how to do my work.”
Asking only an open-ended “Do you feel you have the freedom to decide how to do your work?” may throw up some interesting responses, but gauging whether you’ve improved a few months down the line, will be far less scientific. In contrast, open-ended questions are most useful when they gather input and ideas on specific or time-sensitive subjects.
Recently, several HR leaders who have made open-ended questions and integral part of their Peakon engagement surveys, shared their most effective questions with us. We’ve now added these question to Peakon’s question library for you to try in your organisation:
Reaching useful conclusions from these questions can be difficult without technology (or a lot of manual work). That’s why we’ve built text analysis into Peakon. The platform can then analyse feedback in real-time and create groups of responses based around meaningful topics.
For example, the productivity question above could bring up “office noise” “meetings” “approval process” and group all the comments around these subjects together. This way, you’ll automatically see how many people are talking about something and all the points of view on it.
Of course, questions don’t necessarily need to be exclusively open or closed. As a legacy of long annual surveys with little technology behind them, people often assumed that you should only include a few open-ended questions in each survey. The thinking went, if you’ve got 40 questions that’s a lot of writing for the participant and mountains of work to make sense of all the text.
With Peakon’s pulse surveys only taking a few minutes to complete, and all the text analysed in real-time, this no longer need be the case. We can include both a quantitative and open-ended qualitative element in each questions:
In the example above you can see the respondent answering with a score of seven, and then using the optional comment field to explain more. These comments add colour and nuance to the data. The combination can also provide deeper insights that either independently: the numerical scores can show if something is a statistically significant issue, and within this context, the comments can show us why – and provide practical pointers as to how we improve.
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