When you ask people for their input and insights, you aren’t just learning from them. Surveys are a vehicle for changing behavior.
As a fun way to reward participation, some of our leaders have come to work dressed in a costume of their teams’ choice when they reached a 100% response rate!ģ. And knowing that they won’t adopt every idea, leaders go out of their way to show that they still value the input. It’s clear that people take the survey seriously and want to be heard. When we send out a survey, we get a surprising volume of write-in comments: on average, 61% of our people submit their own feedback and suggestions, and each person touches on (on average) five distinct topics. And it turns out that employees value having a say even if they don’t get their way. Passive monitoring loses that employee feeling of active ownership.ĭifferential participation rates tell us what issues matter most to our people: 95% complete the engagement survey, more than two-thirds fill out our annual diversity survey, and more than half do our benefits survey. At Facebook, even though we can often gain the insights we need from a sample, we often invite the whole company to participate so they have a chance to contribute to the conversation. The act of filling out a survey gives them a specific channel for expressing voice. Not having a regular survey sends a clear message: you don’t care about people’s opinions. Surveys give employees the chance to feel heard. People who don’t fill out either of our two annual surveys are 2.6 times more likely to leave in the next six months.Ģ. We learn a lot from surveys even when people don’t participate. Surveys are still great predictors of behavior.Īt Facebook, we’ve found that simply asking our people how long they intend to stay is more than twice as accurate at foretelling their future turnover than machine-learning forecasts by an industry leader in predictive analytics. Our internal research at Facebook suggests that for three reasons, it would be a big mistake to abandon them today.ġ. Who needs a clunky, time-consuming survey where some employees only tell you what you want to hear, and others don’t bother to respond at all?įor decades, having regular employee opinion surveys has been on evidence-based lists of high-performance HR practices. Companies are using cool new machine-learning algorithms that crunch big data to measure employee engagement through email response times and network connections outside one’s core team, and forecast turnover risk by tracking signals like how often employees update their resumes.
But now, surveys are starting to look like diesel trucks collecting dust in the age of electric cars. Once upon a time, surveys were a staple for every leader to solicit feedback and every company to assess engagement.
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