Employee surveys

Unleash the power of your Net Promoter Score® with time series

Net Promoter Score®, we’ve talked about it before, and you know what? We’re doing again! Why? Because NPS, when used…

Net Promoter Score®, we’ve talked about it before, and you know what? We’re doing again! Why? Because NPS, when used right, is a powerful tool for any business and organization. But first, let’s recap.

What is it? NPS is a metric developed in 1993 by Fred Reichheld as a way to measure customer loyalty.

How does it work? NPS is based on a single and simple question: “How likely is it that you would recommend this [company/product/service] to a friend or colleague?” However, we recommend you add an open answer question. This way you allow respondents to elaborate on whatever score they’ve given you and it helps you take action!

How is the score calculated? The NPS ranges from -100 to 100 and it can be seen as a report card for your company, product or service, grading the overall customer experience. Respondents are segmented into three groups according to the rating they gave:

Promoters (score 9 – 10) are loyal and will recommend you to their networks. They are your ambassadors and are therefore more likely to remain customers and increase their purchases over time.

Passives (score 7 – 8) are satisfied for now but your company, product and/or service didn’t leave a lasting or permanent impact. They won’t vouch for you but may mention you within the right context.

Detractors (score 0- 6) are not happy! They will actively spread negative word-of-mouth and tend to be louder (and scarier) than promoters.

What does the score mean?

We find that people often wonder what their score means and how to deal with it. Well, the NPS is the percentage of promoters minus the percentage of detractors, therefore a positive score means you have more promoters than detractors and vice versa. To increase your NPS, you have to boost the percentage of Promoters by reducing Passives and Detractors. This gives you a straightforward metric that you can share with your employees and use as a motivation tool to provide the best customer experience possible.

Nevertheless, if you want to turn your insights into action you should start digging deeper into your NPS. The real value of your NPS is revealed when you start tracking it over time, therefore it’s imperative that you send out NPS surveys after critical touch points, allowing you to identify trends and figuring out what works and what doesn’t.

Identify trends

The trend of your NPS is more important than the score itself. Customer attitudes change constantly and they may depend on various factors, you want to be able to understand and identify NPS trends and make strategies accordingly. For example, a healthy trend would be to see an increase in Promoters among those customers that have been with you the longest. If this is not the case, you might be running the risk of losing long-term customers, meaning that you need to pay close attention to the open-ended feedback and identify the factors that are causing this trend.

Pro tip: Send your NPS survey immediately after the customer has been in contact with your company, product or service. For example, right after customer support solves their query.

Quantify effects of changes to your product or service

By tracking your NPS over time, you can quantify whether changes you make to your product or service affect the customer experience. This enables you to figure out what works and what doesn’t and allows you to address concerns immediately. For example, if your customers are experiencing bugs related to a recent feature release, this might reflect negatively on your customer’s support NPS. Tracking your NPS will reflect this and show that the problem is not necessarily related to your support agents but to the unexpected bugs. Consequently, your strategy will be focused on improving feature releases instead of wasting resources in adding support agents.

With Enalyzer, you can use time series charts to track your NPS over time and get a clear overview of your customer segments. Enalyzer reports show real-time updated data, allowing you to act immediately to your customer’s feedback and therefore improve the customer experience you provide.

→ Start tracking!

Making better estimates: how to deal with sample uncertainty

Every measurement is subject to some uncertainty but sometimes researchers tend to forget this. A common mistake researchers usually make…

Every measurement is subject to some uncertainty but sometimes researchers tend to forget this. A common mistake researchers usually make when interpreting results is ignoring the uncertainty of samples, which leads to decisions based on wrong data interpretations. To make sure we’re all on the same page, let’s start with the basics.

What are samples and what do we use them for?

Market researchers and analysts are usually interested in obtaining knowledge from a certain population, e.g. all employees in an organization. Getting data from the entire population would be ideal, however, this might be impossible to obtain for various reasons, the most common ones being time and money. Instead, researchers use a sample of that specific population. The common approach is to run statistics on the specific sample and use the results as “estimates” for the entire population.

Now that we got that covered, let’s move on to an example

Pure Digital is a marketing agency and they have a customer base of 10.000 customers. They want their customers to rate their satisfaction of the marketing services Pure Digital provides. To do so, they create a one question survey and send it to a subset of 300 customers on a yearly basis.

→ Check it out 

Based on the data collected from these 300 customers, Pure Digital calculates an average satisfaction score for each year:

Here’s where the common mistake happens. Researchers and analysts tend to look at the above and conclude that customer satisfaction is deteriorating. But is it? No, it’s not.

The problem

This conclusion is based on the assumption that 3.8 in the sample represents 3.8 in the total population (and in the previous years, the same is true for the average satisfaction of 4.2). This is not correct! If a different sample had been taken, the average satisfaction might have been the same or entirely different. In the above example, Pure Digital got, entirely by chance, some more or less dissatisfied customers into the sample that influenced the average rating. Thus, concluding that the satisfaction score, based on the sample, is a good indication of how satisfied the 300 customers are. What the market researcher didn’t do, is take into account the inherent uncertainty with regard to the satisfaction scores.

The consequences

If you don’t consider this uncertainty, you might end up overreacting or under-reacting. For example, let’s assume that all 10.000 customers are satisfied on average at 4.2 (while the sample tells us 3.8). What would the conclusion then be? Well, here, we mistakenly conclude that our company is not performing successfully when in fact we are doing well. However, if all customers have an average satisfaction level of 3.6 (and the sample still says 3.8) then we might think that we’re not doing as bad as we actually are.

In short, if we assume that a statistic such as an average from a sample is the same in the total population, we make mistakes. Mistakes that can potentially be costly and time-consuming.

The solution

In statistics, the average of a sample would be referred to as a point estimate. A point estimate by itself might be a good start but it doesn’t provide any information about how “good” this estimate is – it doesn’t take into account the uncertainty.

To get an idea of the error that we might have because we have a sample and not the total population, we can use confidence intervals, aka, range estimates. Contrary to point estimates, a range estimate provides a whole range of potential population estimates that are likely to be true.

The correct interpretation of data

For the example above, instead of assuming that the 3.8 average of the sample can be generalized to the total population, Pure Digital should compute the confidence interval and base their decision-making on a statement that says “we can be 95% confident that the true population average ranges between 3.8 and 4.2.

We started with a simple point estimate (satisfaction of all customers is 3.8) to a range estimate (it is quite likely – 95% – that satisfaction ranges between 3.8 and 4.2). The difference here is vital because it directly affects decisions. In this case, we could conclude that the difference between 4.2 and the quite likely 4.0 of this year is not big enough for Pure Digital to engage into redesigning the marketing services they offer.

In conclusion, by taking random samples and computing range estimates instead of point estimates, we acknowledge that our estimate of the population is to some degree uncertain and we are better equipped to avoid costly under- or overreactions.

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6+ ways to enalyze

1. Improve customer relationships Whether it’s friends or customers, relationships are important and they need work and attention, but who…

1. Improve customer relationships
Whether it’s friends or customers, relationships are important and they need work and attention, but who said it has to be hard? That’s a rhetorical question since apparently everyone thinks it’s hard. Well, we don’t think so and that’s why our experts created the customer loyalty template. It’ll help you understand your customers’ experience with your organization and allow you to identify where you need to work harder and where you’re succeeding.

2. Ask customers why they left
Nobody likes rejection but it happens. We understand the urge to grab a glass of wine and sulk the day away after losing a customer. As appealing as that sounds, we have a more productive option; ask the customer why they left. Use their feedback to make improvements for your current and future customers. You can quickly get started with our customer exit template and when you’re done, reward yourself with a glass of wine.

3. Take care of employees
As employers, you want to make sure your employees are happy, motivated and engaged but let’s face it, people would rather share pictures of their recent trip to Bali with the world than their honest opinion with their bosses. So, what can you do? We already talked about this, but the gist is that we recommend anonymous surveys to gather honest employee feedback. You can use our employee engagement template, it’ll only take a few clicks!


4. Listen to work newbies
Starting a new job can be scary and daunting, maybe even slightly awkward. That’s why employers should do whatever they can to ensure new employees are properly and professionally welcomed to the organization. However, have you considered the fact that we all have blind spots and you could be overlooking something? Instead of wondering what it could be, you can ask the new employees! We recommend our employee entry templates that focus on the first 30 and the first 100 days of the new job.

5. Plan your next party
All work and no play makes for a boring life, isn’t that how the line goes? It’s important to blow off some steam once in a while. With that in mind, we refuse the idea that party planning should feel like work, which led us to create two templates for you; event planning and summer party. Combine them or use them individually, they’ll cover RSVP, dietary preferences, who brings what, and loads more.

6. Put hypotheses to the test
Surveys are a great way to test hypotheses about attitudes and behaviors in regards to anything; education, markets, politics, you name it! When used correctly, online surveys can be a powerful tool for academic research. You might not need them since research is topic specific, nevertheless, our experts did the reading for you and created several survey templates based on academic articles on branding, service quality, product design and more!

+ Don’t limit yourself
The Enalyzer research team has created more templates just for you and no matter the template you choose, you can use it as is or customize it to fit your needs. We also invite you to create your own survey from scratch and believe it or not, you can share your survey as a template to your friends!

Happy enalyzing!

Employee feedback, should it be anonymous?

Well, that’s a loaded question for a Monday. But sure, let me grab some coffee and let’s get right into…

Well, that’s a loaded question for a Monday. But sure, let me grab some coffee and let’s get right into it!

Ok, so before we start, we need to recognize that employee feedback is vital for personal and professional growth. Think about it, your employees spend a lot of time on the job, according to Happiness at Work it’s about 90,000 hours… that’s a lot of hours. Understanding how they are doing and making sure to provide an environment where they can thrive ensures they grow as people and they engage in company goals and objectives.

With that settled, it is now important for you to identify what systems and solutions to use in order to collect employee feedback. There are different methods, such as suggestion boxes, feedback coaches, and surveys. You want to look for a combination of methods that are understood and accepted by your employees since this will get you as much feedback as possible, but most importantly you need a system that ensures honest feedback.

Which brings us to your original question… should employee feedback be anonymous?

We live in an age of sharing, which means people are comfortable with sharing pictures of their pets, opinions on movies and selfies upon selfies. Some people might even call this oversharing but at Enalyzer we don’t judge – you do you! Nevertheless, for some reason which most of us can relate to, being open and honest with your boss still feels risky, which is why anonymity is important.

There are many that disagree and believe that fostering a culture of honesty and openness is the best way to go since you can ask employees to expand on answers, reach solutions together and award employees for constructive feedback. This is all true, but the most popular and effective tool to gather employee feedback is surveys, and realistically speaking, you will not get honest answers (or any at all) if you can’t guarantee anonymity.

Anonymous surveys can help you get started in creating a culture of honesty and they are a powerful tool when used properly. Employees will share their true thoughts and suggestions when they don’t fear retaliation, and by constantly acting upon the feedback you receive they will feel heard. Yes, it’s one of those win-win situations we all love.

Anonymity with Enalyzer

We are big advocates of anonymous employee surveys (if you couldn’t already tell), so we’ve designed a tool that ensures complete anonymity. As with many other tools, you can make your survey anonymous which means personal information on the respondents won’t be gathered or stored, but anonymous surveys are more than that.

Your respondents need to be confident that your survey will be conducted and processed in a manner that guarantees their absolute anonymity and this can be tricky with online surveys. Why is that? Well, sharing a report based on a survey with a low level of responses can compromise your respondents’ anonymity – but we took care of that.


With Enalyzer you can apply an anonymity level to your reports and charts, which will hide data until that level is reached. So, if you set your level to 5, all those your share your charts and reports with will not be able to see the responses until more than 5 respondents have answered the survey.


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What is being enalyzed?

We have taken the temperature of our enalyzers to see what kind of templates are being used the most and…

We have taken the temperature of our enalyzers to see what kind of templates are being used the most and the results are in!

The top three most used expert templates are:

  1. Customer satisfaction
  2. Course evaluation
  3. Social capital

This shows just how diverse our enalyzers’ survey needs are. Whether it’s to figure out how customers perceive you, if your course met participants’ expectations, or the level of social capital within your organization, Enalyzer’s templates can assist you in figuring out what you, or your organization, is good at and, most importantly, point out what can be improved.

You can check out our different template options and get an idea of how they can help you get the intel you need. All templates are made by the Enalyzer team and are fully customizable so you can use them as inspiration and tailor them to fit your specific needs.

Leadership Evaluation

Leadership is about results and the ability to foster engagement in employees is inherently connected to achieving desired results for…

Leadership is about results and the ability to foster engagement in employees is inherently connected to achieving desired results for any organisation or business. Therefore, evaluating leadership is crucial.

What specific qualities makes a good leader is hard to pinpoint, as there are countless opinions and schools concerning leadership and different leadership approaches are suitable for different organizational needs. Regardless of how one perceives leadership, good leadership is dependant on good leaders.

Good leaders are aware that personal development is key in efficient leadership, but it can be challenging to identify one’s weaknesses and areas of improvement. This makes survey based leadership evaluations a highly valuable tool for leadership development and can pave the way for dialogue for leaders at all levels of the organization.

Survey based leadership evaluations:

Survey based leadership evaluations entails that those working with or for the given leader answers an array of questions concerning how they assess the leader’s ability to solve management tasks. The survey is typically structured in a series of themes, relating to different leadership competences, with each theme generally consisting of 3-8 questions.

The following three distinctions are often made in regards to leadership evaluations:

  • 180° leadership evaluation: focuses on the leader’s own responses to survey questions, as well their employees responses.
  • 270° leadership evaluation: focuses on the leader’s own responses to survey questions, their employees responses, as well as responses made by the leader’s manager.
  • 360° leadership evaluation: focuses on the leader’s own responses to survey questions, as well as the responses from employees, the leader’s manager and the leader’s colleagues.

As with all other surveys, leadership evaluations will only create value if the right questions are asked. Therefore, a leadership assessment has to have the right focus in regards to the organization’s overall values, strategy and goals. In other words, a leadership evaluation will only be fruitful if aligned with the leadership competencies and profile needed for your specific organization or business.


Enalyzer Consulting has many years experience in leadership evaluation and has developed a concept based on proven methods. To hear more about the possibilities for making a custom built leadership evaluation or general guidance in this regard, you can get in touch with our consultants here.  

3 in 1 Surveys

Preparing, executing and acting on workplace assessments is a time consuming task and as an organization, optimizing efficiency and use…

Preparing, executing and acting on workplace assessments is a time consuming task and as an organization, optimizing efficiency and use of resources is crucial. Therefore, it can be beneficial to combine three surveys in one. This way you avoid squandering your own resources, as well as your respondents’ time.

A common combination of surveys is physical and psychological workplace assessments coupled with an employee engagement survey. However, surveys can be combined in many different ways, depending on your organization’s needs. This way, your employees only have to allocate time to answering surveys once and resources can be saved in terms of preparation as well as the actual carrying out of the survey.

Enalyzer’s flexible concepts ensures that you can readily choose survey combinations and tune the content based on your wishes.


If you want to know more about how to combine surveys, you can contact our consultants here.

Net Promoter Score®

Want to know what your customers really think about your brand or products? Would they recommend you to their friends…

Want to know what your customers really think about your brand or products? Would they recommend you to their friends and/or colleagues? Are they loyal? Calculating your Net Promoter® Score (NPS) will get you closer to answering these questions.

NPS  is an effective management tool used to gauge customer loyalty by asking the ultimate question:

How likely is it that you would recommend this [company/product/service] to a friend or colleague?

According to research done by Bain & Company, achieving a high NPS makes you twice as likely to have long-term, profitable growth. In addition to this, calculating your NPS is a fast and easy way to figure out how your customers think you are doing, allowing you to react to negative feedback and keeping you on track.

The most common scale used when measuring NPS, runs from 0 to 10. Based on this, those who respond 0 to 6 are labeled as Detractors, 7 or 8 as Passively satisfied, and 9 or 10 as Promoters. However, we recommend using a 7 point scale when calculating your NPS. Net promoter scores are calculated by subtracting the Detractors from the Promoters and dividing the sum by the number of respondents. In most cases, the NPS is then visually presented in a gauge chart as illustrated below.



Sometimes it can be beneficial for you to see the distribution of the Detractors, Passively satisfied and Promoters comprising your NPS. This can visually be done by you choosing to show your data in a stacked bar chart as seen in the example below.



Learn how to create your own NPS question using Enalyzer.


Employee Surveys – Follow-up

Is there a plan? The actual value of an employee survey is not the study itself. The value is found…

Is there a plan?

The actual value of an employee survey is not the study itself. The value is found when survey results are being used to launch initiatives to improve job satisfaction and the well-being of the individual departments and the organization as a whole.

It is important to have a plan for the follow-up process and that this plan is communicated to and accepted by leaders at all levels of the organization. It’s the leaders at all levels who hold the key to a successful follow-up process. It is, therefore, essential to get the leaders to step into character in terms of driving the follow-up process locally and launch new initiatives.

An employee poll alone provides only a general overview of the organization’s well-being and job satisfaction – in which departments employees are thriving and in which departments there is a deficit in job satisfaction.

A questionnaire-based employee survey can never stand alone. It must always be followed by a systematic dialogue process where both managers and employees take an active role and responsibility to improve employee engagement.

To make the follow-up process respectful and ensure a solid foundation for new initiatives, it’s important to communicate clearly and unambiguously what expectations there are to HR, managers and employees in the monitoring process.

In this context, it’s important that the top management and the working group responsible for the implementation of the employee survey asks themselves:

“What processes should we initiate to create a constructive follow-up process?”

This implies a follow-up process, which on the one hand ensures a performance-based culture, where work is geared towards the department / organization’s strategic objectives. On the other hand, it should be a process that ensures and develops well-being, commitment, and job satisfaction.

An important task in the context of an employee poll is to provide a framework for follow-up work. Having the resources and materials ready makes it easier for managers and employees to make the necessary changes. To ensure that managers and employees take advantage of the time as well as possible, the organization / HR can provide ideas and inspiration for the follow-up work.

Below you can search for inspiration for the organization and implementation of an effective monitoring process in four steps:

Step 1: Reading the report and interpretation of results

The leader reads the report. When the manager has read the report and considered the results it can often be a good idea for the leader to use his own immediate supervisor for interpretation and dissemination of the results. If it’s some of the same challenges that occur in other departments, it would be natural to discuss these challenges in the management team.

Step 2: Presentation of results and dialogue with the operation of the results

Assuming the background above, the leader presents the results to the department. The presentation of results finishes with a dialogue on the results and especially the reasons behind the results. Where are we performing well and why? Where are we performing less well and why? This dialogue is essential to ensure a common understanding of the strengths and challenges the department faces. As well as the efforts to be undertaken to create an environment in which the keywords are job satisfaction, commitment, and job satisfaction.

One of the keys to a successful dialogue is to focus on solutions rather than focusing on problems. Rather than spending energy on what is wrong, the focus should be on what promotes job satisfaction for the individual employee on a daily basis. It is always easier to point out errors than it is to tell what you really want. This is why such a process is demanding for employees and their involvement in the follow-up process.

Step 3: Preparation of plan of action: From abstract wishes to concrete actions

Based on the dialogue of the results of the department, managers and employees prepare a plan of action for what the department wants to improve and how it should be done. In this process, it’s a matter of remaining focused and prioritizing the most important areas. Select 3-5 plans of action and focus solely on them. The plan of action should develop cooperatively between management and employees. In the context of the plan of action, the golden rule is the following: Achievable targets rather than an over-ambitious, overreaching plan of action, where only half of the stated objectives can be achieved. Finally, the action plan must be drawn up so that it forms an integral part of the “daily operations” in the department. Please be specific in relation to the challenges the department faces and integrate the plan of action into daily operations. This makes it easier to implement and monitor the action plan.

No matter how inclusive and acknowledged a process is, it’s important that the process never undermines the manager and their right to lead.

Step 4: Follow up – Stay focused – Follow up – Keep the focus

Once the plan of action has been prepared, you have to stay focused. One way is to hang up the plan of action of the department or put it on the agenda at the monthly departmental meeting. In a hectic schedule where the daily operational tasks take up a significant amount of space, it requires efforts to maintain focus on job satisfaction, commitment and the general well-being of the employees.

Good luck with the follow-up!

Employee Engagement Survey

Employee engagement surveys can give your organization valuable insight into how happy and engaged your employees are, as well as…

Employee engagement surveys can give your organization valuable insight into how happy and engaged your employees are, as well as how they thrive in the workplace. Understanding and actively working to improve employee engagement is key, as engagement is a vital driving force for the innovative ability of a company. In other words, employees’ well-being and engagement simply reflect in their work.

Employee engagement surveys looks into different aspects such as, motivation, satisfaction, leadership, loyalty and engagement, depending on the specific organization’s needs. Information gained through employee engagement surveys is crucial, as numerous studies have shown that there is a direct relationship between employee satisfaction/engagement and the financial success of the given company. This is amongst other reasons due to follow up initiatives made by the organizations, decreasing sick leave and increasing employee motivation and engagement.

Furthermore, Enalyzer’s Employee Engagement (E3) study, a benchmark study we conduct every year, has shown that there is a positive correlation between employee engagement and organizations that perform employee surveys.


In for a penny, in for a pound

However, this improvement in employee satisfaction is not exclusively achieved by performing employee engagement surveys. Instead, these surveys have to be followed up by concrete plans of action in an attempt to create better working conditions. If this is not done, the organization risks a negative effect in employee satisfaction. By participating in the study, the individual employee shows trust and interest in improving their workplace. If this interest is not met by the organization in the form of follow up initiatives, the employees will inherently feel a sense of indifference, which can ultimately result in a deteriorated impression of their employer and work satisfaction overall. The logic is simple: employee engagement can be seen as important tools providing insight needed for action. However, without this following action, the full potential of the tool is not obtained, which is also evident in the findings from the E3 study.  


Our consultants offer employee engagement surveys tailor made for your needs. Get in touch with them here.


About the study

The study is based on a representative sample in regards to gender, age, region and industry and includes responses from more than 5.000 Danish employees.


The study is based on a scale from 1-7, where 1=”Strongly disagree” and 7=”Strongly agree”. The respondents have also had the option of answering “do not know”.

Employee exit poll: why does an employee quit their job?

It’s important for an organization to understand why an employee leaves their job and by that gain knowledge of how…

It’s important for an organization to understand why an employee leaves their job and by that gain knowledge of how the organization can avoid future loss of valuable employees. Employees often leave their jobs due to a lack of job satisfaction, lack of appreciation, mismanagement, limited career opportunities or conflicts with colleagues or managers.

Exit polls can be a positive contribution to understanding the changes an organization needs to make to increase employee satisfaction and keep talent in the organization. Employee exit polls should be a natural part of the organization’s efforts to create a work environment characterized by job satisfaction, desire and willingness to further their career in the organization.

Efficient employee exit polls are a useful tool to identify reasons that would make employees leave the organization. Here are a few benefits:

  • To elucidate the connection between employee turnover and overall employee satisfaction in the organization.
  • Identify which areas should be focused on, in order to reduce employee turnover and by extension highlight the factors that have the most impact on why an employee chooses to resign.
  • Putting a monetary value on the level of employee turnover, in terms of lost manpower and thus the economic impact of a reduction in the number of terminations.

How to increase participation?

Only about a third of employees who leave an organization complete an exit poll. Therefore, it is a great idea to be open to how the organization operates with regards to a termination and in this context to emphasize that the exit poll is a natural part of the process.

Furthermore, it may be a good idea to tell respondents that their comments and evaluations are so important that the organization’s HR director will subsequently evaluate the received feedback, in order to implement initiatives that focus on employee satisfaction in the organization.

The extended model

It can also be considered to send out a comparative poll approximately three months after the end of the employee’s exit poll. This poll includes issues related to the current employment situation and a comparison between their job and their former job in your organization.

Are you interested in doing exit polls with Enalyzer? Create a free account.