Surveys are a powerful means of gathering employee feedback, but their effectiveness depends on thoughtful design. One of the most common challenges organizations face is finding the right balance when it comes to survey length: too long and employees disengage, too short and critical insights may be missed. Research on how people form memories, particularly the Peak-End Rule, provides useful guidance: people tend to judge an experience based on its most intense moment (positive or negative) and how it ends. This has significant implications for survey design.
The Case for Cutting the Fat
Several years ago, a customer insisted they couldn’t modify their 160-question survey. When I asked whether they were willing and able to act on a specific question — “Parking at my facility is adequate” — the response was telling: it had been relevant when planning a facility relocation but had since become obsolete. This opened the door to reviewing the entire survey, ultimately eliminating unnecessary questions that no longer served a purpose.
This story underscores a key principle: if you can’t or won’t act on the data, don’t ask the question (this is why the A in Perceptyx’s ABCs of Survey Design is “Actionable”). Long surveys often contain legacy questions that persist out of habit, not necessity. Trimming these not only makes surveys more engaging but also ensures that the data collected is actionable.
On the other end of the spectrum, some organizations take minimalism to an extreme — reducing their surveys to a single scaled question and one open-ended comment box. While comment analytics can extract insights from open text, this approach often leaves employees feeling unheard. A more balanced approach includes a mix of structured questions and opportunities for employees to share their perspectives in their own words.
Beyond engagement, there are also tangible financial implications. One customer, a company with more than 300,000 employees, realized over a million dollars in cost savings by optimizing their survey length. By reducing the average time spent completing surveys, they freed up payroll hours while maintaining the depth of insights needed for decision-making.
Applying the Peak-End Rule to Survey Design
When employees complete a survey, their perception of the experience shapes their willingness to participate in the future. The Peak-End Rule suggests that the overall memory of taking a survey isn’t drastically different if it takes four minutes versus eleven, but a frustratingly long or poorly designed survey can leave a negative impression that lingers.
A well-structured survey:
- Has a clear purpose. Every question should serve a specific, actionable goal.
- Ends on a high note. Consider ending with an engaging or appreciative message rather than a tedious final question.
- Respects employees’ time. Shorter, more focused surveys demonstrate that the company values employees’ input and time.
As leaders, we have a responsibility not to overburden employees with excessive surveys while ensuring they have a meaningful opportunity to share their thoughts. Optimizing survey length isn’t just about data collection — it’s about designing an experience that reflects the company’s commitment to listening, acting, and improving the workplace.
Key Takeaways
- If you aren’t prepared to act on the answer, don’t ask the question.
- Balance structure and open-ended responses to ensure meaningful feedback.
- Well-designed shorter surveys save time and money without sacrificing insights.
- The survey experience matters. Apply the Peak-End Rule to design an engaging process for all employees.
By finding the right balance, organizations can collect valuable feedback efficiently while reinforcing their commitment to a listening culture.
Optimize Your Survey Strategy with Expert Guidance
Ready to design more efficient, engaging surveys that deliver actionable insights while respecting employee time? Schedule a demo with Perceptyx to learn how our survey expertise and People Insights Platform can help you find the perfect balance for your organization.
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