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The Power of Anonymity for Employee Feedback

ByJason Richmond,
business.com writer
|
Mar 06, 2017
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> Business Basics
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How to Get Honest Feedback From Your Employees

In theory, employee surveys are extremely useful in getting feedback from employees, but there is one small concern with rather large implications. It’s anonymity—or lack thereof. Let me set the stage:

Approachable managers have a more engaged workforce

A 2015 Gallup Poll evidences a higher level of employee engagement when there’s an open line of communication between employees and managers. More specifically, managers who are open and more approachable allow employees to feel more secure and comfortable asking questions or providing feedback. Of course, the more approachable manager will get more honest feedback, but even the most approachable managers lose out on the really valuable feedback.

Data from the Cornell National Social Survey shows that, of the 439 full-time respondents that aren’t self-employed, 42% withhold information when they have nothing to gain or something to lose. Furthermore, a quarter of the respondents withhold feedback—the kind that helps a business identify “routine problems” and areas of improvement—for fear of consequence. How then, in the face of these alarming statistics, are you supposed to get honest feedback from your employees?

Anonymity Drawbacks

No employee wants their own problems, or their problems with other employees, to be aired out in public. Keeping employee surveys anonymous will let employees voice all of their concerns honestly, allowing your business to resolve issues and become more cohesive.

There are a few reasonable concerns—things worth keeping in mind as you move towards this anonymous approach. Chris Cancialosi, organizational psychologist and entrepreneur, cites a few areas of concern in anonymous employee surveys:

  1. Skewed results: an inflated amount of anger and dissatisfaction coming from a small group of employees.
  2. Misinterpreted feedback: misinterpreting data for lack of context.
  3. Lack of follow up: no way to approach good or bad feedback to dig deeper for a solution.

All things considered, these three issues are definitely to be calculated into any data you receive and analyze when conducting anonymous employee surveys. To account for some of these issues, however, anonymous surveys are a great example as to which questions you should ask, and how, in order to set some context while still keeping things anonymous. For example, including questions about tenure, position, department, age, gender, and other identifying characteristics will go a long way in how to build off of the feedback you receive. It’s important to note that your survey should have a multitude of different types of questions to allow for your employees to answer freely without being trapped with a predetermined or steered answers.

It’s never been easier.

In the digital age, it’s never been easier to conduct and analyze anonymous employee surveys. Companies like Officevibe are setting the standard in digital (and anonymous) employee surveys that are a win-win for companies and their employees. Such applications provide customized questions and frequent feedback from remarkably easy-to-use surveys that can be delivered and accessed via email. These anonymous employee surveys can even be integrated into the popular cloud-based collaboration platforms like Slack and Microsoft Office 365. With all of these benefits, there’s really no reason to put off implementing your own anonymous employee survey.

What kind of company culture advocate would I be without touching on how anonymous employee surveys benefit culture? When going this route, make sure your employees know that the survey is prepared with love. In 2017, it’s all about positivity and growth, and if your efforts are perceived as constructive, the result can only be the same for your business and its culture!

Image by Brian A Jackson/Shutterstock

Jason Richmond
Jason Richmond
See Jason Richmond's Profile
My ongoing goal of continual growth started with one objective - to learn from everyone and apply those lessons to my life. My life is dedicated to understanding how I can better help others, and that’s why I’ve travelled all over the world. To take a step back, it all started with Dale Carnegie. I took the Carnegie course after three years in Australia and embraced the methods and philosophies behind it. I embraced them so much, in fact, that I dedicated my life to them. I became a partner with Dale Carnegie because I saw the impact the program had on careers around the globe. It was a genuinely enlightening moment in my professional life. In fact, it was a legitimate moment of clarity. This path led me to become a consultant for various organizations, acting as an HR partner as I developed partnerships for my clients. I had the opportunity to travel the world and work with amazing people everywhere. But why Carnegie? My passion is to learn and share what I’ve discovered. It’s to take away an experience from every situation and apply it to my life and the lives of my team members. You won’t learn if you remain stationary, and I want to learn and grow. Ultimately, my position now is a way for me to provide for people and make their lives better. I do so by uniting individuality and fostering outstanding culture. I’d rather be a leader than a pusher because people respond positively to it. After all, if I’m not energized and committed, why should my team be? I am who I am because of because I’ve had the opportunity to be a student of different cultures around the world. I don’t see myself as a CEO. I don’t see myself as an executive. I see myself as a resource for my team and my clients. If I can’t serve them, I’m not doing my job. And if I can’t serve you, I can’t say I’m doing my job, either.
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