7 golden rules for survey question writing

What is a good question? A good question, is a question that asks the right thing in the right way….

What is a good question? A good question, is a question that asks the right thing in the right way.

Last week we talked about asking the right things by transforming your objectives into survey questions. Today, we will look at how to ask the questions the right way, to ensure higher response rates and better data.

For this purpose, we have comprised a list of 7 golden rules for survey question writing:

  • Clear questions are the best questions
    If your question is not clear, your answer won’t be either. So keep it simple, to make sure that your respondents understand what you’re asking.
    A question should only include a single idea, including several questions will confuse respondents and it will be impossible for you to interpret their answers.  Let’s try this in practice:



    If a respondent answers “satisfied” to this question, how will you know what it means? Is the respondent satisfied with the teacher or the catering? Or maybe the respondent was “very satisfied” with the teacher and “unsatisfied” with the catering? See, it’s confusing!
    A simple mistake as this, creates invalid feedback on the teacher and catering during the course, making it impossible to come up with solutions. These types of double-barreled questions can often be spotted by the use of the word ‘and’, signaling the connection of two different focuses: “… the course teacher AND the catering”.  In other words, by applying the one-idea-per-question rule, you won’t confuse your respondents and collect sound data.

  • Avoid hypothetical questions
    When you ask hypothetical questions, it often results in unreliable data caused by respondents not being able to understand your hypothetical scenario. The question “Imagine that you’re buying a new car, what kind of financing will you prefer?” is virtually impossible for someone that has never considered buying a car, or doesn’t have the knowledge of the different financing options, to answer. Instead, it would be better to ask someone who has recently bought a car how they financed the purchase.
  • It’s all about the context
    In some cases, questions and their answers will only give insights if understood in a certain context established by other questions. For example, if asking about a respondent’s attitude towards Buddhism, can you adequately interpret this without finding out about their attitudes towards religion in general, or other religious groups? In such a case, contextual questions are your friend since they ensure that you’re getting the full picture and the valid information you need.
  • Your response options have to be all-inclusive
    Make sure that your response options allow respondents to answer your question. Let’s look at an example:

    7-golden-rules-2

    Here, a respondent who has worked at Enalyzer for over a year but less than 2, can’t adequately answer the question. This will inherently have an effect on your data’s validity, plus he/she is now feeling left out and no one wants that. In this case, you need to make sure that your response options fit all possible answers. For the above example, one could add an extra response option, ‘1-2 years’ or extend one of the other options to include this time span.
  • Find the balance between being too specific and too broad
    When writing survey questions, you need to keep your survey’s goals and objectives in mind at all times in order to make sure that your questions allow for the answers you need. So, it might be necessary to reflect on the correlation between being more specific or sufficiently general and the possible answers you can get.
    General questions can sometimes lead to information that is difficult to interpret. For example, let’s say that you’re a business owner that is interested in knowing what customers think about your service. To find this out you could ask “how well do you like my services?” rated on a scale ranging from “not at all” to “extremely well”, but what would a possible response to this mean? What exactly does it mean that someone likes your services? Instead, you could ask more specific questions such as “would you recommend my services to others?” or “would you use my services again?”.
    In other instances, you may need to evaluate whether your question is sufficiently general in order to make sure that the answers you are getting accurately reflects the respondent’s attitude towards the topic of choice. For example, if you ask someone how they have thrived at their workplace for the last week, you could get a very different answer than if you asked them how they have thrived there the past year. Perhaps, the respondent had a bad week, but this doesn’t necessarily reflect their sentiments at their workplace in general.
  • Keep them relevant
    When making a survey always keep in mind that you’re ‘borrowing’ time from your respondents that they could have otherwise used on something else. Therefore, it is important not to waste this time by asking irrelevant questions. Avoid this by going through all of your questions before sending your survey, making sure that you actually need to ask the question and whether you need to ask it at the level of detail you currently have. For example, if you’re asking a question about your respondents income, do you need to know the exact number, or would your reporting needs be satisfied by income ranges?
  • Make them neutral
    Survey questions and response options should be neutrally formulated so that you don’t lead respondents to a particular response. Also, respondents should be able to answer questions both positively and negatively. Here is an example:

    7-golden-rules-3
    In this example, the response poles, disagree and strongly agree, are not balanced and there are more positively loaded options than negative ones. This should be avoided as it can sway the respondents’ replies and no one likes a manipulator!

Meet the new Enalyzer brand

What is Enalyzer? A noun. So, what is Enalyzing? It’s a verb that describes the process of knowing better by connecting,…

What is Enalyzer? A noun. So, what is Enalyzing? It’s a verb that describes the process of knowing better by connecting, collecting, analyzing, reporting and conveying information through a simple and intuitive application that makes advanced reporting feel like play and look like business.

enalyzer-the-verb

The new Enalyzer brand is made up of various elements coming together to tell the story of Enalyzing.

Logo

The essence of Enalyzing is depicted by our new logo. The logo takes on the form of the Greek letter sigma, which in our profession is used as a symbol for calculations and statistics.
A dot, representing focus, is a clear reference to the idea of connecting processes. The dot is the connecting point which creates a visually interesting combination of lines emphasizing the visual reference to connections and connecting.

enalyzer-logo-story-1

It’s flexibility as an icon enables it to morph into numerous other symbols that, in different contexts, can symbolize almost everything but still be recognized as an Enalyzer graphic.

The font and colors

Just as our logo, we needed fonts and colors that depicted our new brand. Stemming from our Nordic roots, we were inspired by our weather and the Aurora Borealis. There is nothing like a Danish summer, however most of the time we are met with a grey and cloudy sky, and it might not sound appealing but we found the beauty in the cold neutral tones. We combined that with the captivating and enticing colors of the Aurora Borealis, and we got a stylish, yet neutral color palette.

enalyzer-color-display-1

Now that we had the colors, we needed the font to match. We chose Gotham, not only for its visual appeal but also for its personality, which goes hand in hand with our own. Gotham is described as having an inherited honest tone that’s assertive but never imposing, friendly but never folksy, confident but never aloof.

enalyzer-font-display-1

Our new brand represents who we are and lays the foundation for the road ahead. We’re glad to have you on board.

Introducing the new way to Enalyze

We were born in 2000, and since then we have grown and developed, therefore we decided to create an application…

We were born in 2000, and since then we have grown and developed, therefore we decided to create an application that matched who we are and who we want to be, but most importantly an application that understood our users.

Our developer team set out on a mission to create a tool that was intuitive, versatile, professional, and stylish in order to create a user-friendly experience. We can proudly say that they exceeded all expectations.

We could tell you the ooh’s and aah’s of Enalyzer until your eyes bleed, but instead we have decided to highlight the following key features:

Responsive and adaptive design
We understand that you and your respondents want to work and communicate all the time and anywhere. That’s why, without downloading an app, Enalyzer is 100% responsive, so you can access your surveys and reports anytime, anywhere and on any device! Now, you, your respondents and your report readers will have the same experience regardless of the device.

User-friendly experience
We wanted to go beyond a user-friendly tool and create a user-friendly experience. Therefore, the Enalyzer user experience is based on Danish design principles; simplicity, minimalism, and aesthetics merged with high functionality and quality to make your work feel like play. This unique experience is not only for you, but also for your respondents and report readers.

Branding
The neutral design of the Enalyzer interface is meant to enhance your surveys and reports and give you complete control over your brand’s identity. You can easily style your surveys and reports with your company’s colors, fonts, logos, and more. Plus, the modern and interactive design will give your users a professional experience that they will attach to your brand.

We’re happy to finally introduce Enalyzer and we hope you enjoy using it as much as we enjoyed building it.

Enalyze for free

Transform objectives into survey questions

To get relevant insights from your survey, your questions need to directly address your survey’s goals and objectives. But how…

To get relevant insights from your survey, your questions need to directly address your survey’s goals and objectives. But how do we turn survey objectives into survey questions?

Today, we are going to break down survey objectives into themes and sub-themes that will make up our survey questions. Interested? Keep reading.

 

The Goal

  1. “Assess the Enalyzer’s staff attitudes towards this year’s summer party”

The Objectives:

  1. “Assess the employees’ satisfaction with this year’s summer party”
  2. “Explore employees’ opinions on the different aspects of the party to see if there is room for improvement”

 

Let’s start by identifying the themes and sub-themes each objective contains. Themes and sub-themes are the specific things you wish to learn and they will make up your survey questions.

Objectives, themes and sub-themes

Once you got your themes and sub-themes in order, start writing your questions. The table below is a simple example of how themes and sub-themes can be converted into questions:

Sub-themes and survey questions

But this is just the beginning! Survey question writing is a science in and of itself. Questions should be clear, unique, neutral, balanced, and more.

Start by identifying themes and sub-themes and come back next week! We will be going through the art of writing good survey questions.

Fun fact: The summer party was a success!

Preparation is key

There are two  types of people in this world, those who start a survey by writing down the survey questions,…

There are two  types of people in this world, those who start a survey by writing down the survey questions, and those who start by setting survey goals and objectives.

If you fall under the former – Stop. That’s a mistake. Don’t do it. If you start a survey by writing questions down you will lose focus and your survey will become a fishing expedition leading nowhere!

That’s why today, I want to talk to you about the most important step in survey design – the preparation process.

So, what is the preparation process? It begins with writing down the goals and objectives of your survey. As the process continues, the goals become more clearly defined and the objectives become narrower. Only then can you start thinking about survey questions.

GOALS

A goal is a written general and unmeasurable statement that dictates the purpose of the survey. A survey with no purpose is unfocused and will often be unsuccessful. So start by asking yourself the following:

  • Why are you creating this survey?
  • What are you trying to prove/learn?
  • What question are you trying to answer?
  • What insights do you want to gain?
  • What will you do with the newly gained insights?

Let’s say I want to know what the Enalyzer staff thinks of our head office in Copenhagen. But why do I want to know that? Is it because we are considering moving to a new location? Or is it because we want to change the design of the office?

Disclaimer: We are not going anywhere or re-designing the office (at least not for now…)

OBJECTIVES

The objectives are the actions you need to take to achieve your goal and they should follow the specific, measurable, achievable, relevant and time-bound (SMART) rule. There can be more than one objective but we recommend a maximum of 3.

For example if our goal is:

“To assess the Enalyzer staff’s attitudes towards the proposed office relocation.”

Then our objectives would be:

“Determine how the relocation will affect employee transport arrangements.”

“Explore employees’ opinions about the new location and its surroundings (shops, restaurants, parks, etc.)”

Objectives will serve as guidelines for your questions, they will affect the questions you ask, the wording you use and even the survey’s visual design. If your survey questions do not align with your objectives, they will not provide you with relevant insight.

What now? Make yourself a cup of coffee, and get cracking on your survey.

See you next time!

General considerations

Surveys seem simple, you ask a question, get an answer, and make a decision based on the data collected. What…

Surveys seem simple, you ask a question, get an answer, and make a decision based on the data collected. What if I told you it’s not as easy as it looks? Asking the wrong questions can lead to bad decisions.

That’s why it is important to know the basics of survey science. During the following weeks, we’ll bring you a series of articles on everything you need to know about survey design.

Where to start?

Preparation is crucial. Before you start writing questions down, you have to think about the purpose of the survey, its objectives and goals.

If possible involve the study’s stakeholders in the preparation stage. They can provide the study with greater insight and make it more relevant to your audience, which will lead to a high response rate.

One size does not always fit all

One-size-fits-all surveys are rarely the optimal solution, especially for surveys that are targeting large audiences. For example, an employee satisfaction survey should be tailored to the whole organization and to its respective departments, since there might be notable differences between their frameworks and conditions.

General Tips

  • 15 minutes

Take it from us, people start leaving the survey without completing it, so make it easier for your respondents and yourself and stick to the 15 minute mark.

  • Relevant, easy and inviting

Irrelevant and complicated surveys cause frustration and irritation. Respondents should use their time answering the survey, not trying to understand it.

  • Pilot test

What are friends for, if not to pilot test your surveys? Exactly! So, before launching your survey, show it to a friend and ask for feedback.

 

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.  

Ongoing Customer Management Feedback

Understanding your customers’ experiences is crucial to how your company thrives. Though they can provide valuable feedback, annual customer satisfaction…

Understanding your customers’ experiences is crucial to how your company thrives. Though they can provide valuable feedback, annual customer satisfaction surveys are not always sufficient. Instead, ongoing real time feedback from customers is needed. This is due to multiple reasons:

  • The closer to the transaction, the better the feedback. Customers will be able to give you more detailed and accurate feedback, if their interaction with you is recent.
  • You signal that your customers’ experience and opinion is valuable to you, while giving them a way to vent their feelings, should it be needed.
  • Customer experiences are subjective. If you want to understand them you need to make ongoing customer feedback supports your company’s quality assurance.
  • Lastly, your organization or business cannot react on possible shortcomings until they have received feedback from their customers. Therefore, the sooner this happens, the sooner you can make the necessary changes.

Essentially, the actual purchase made by your customer can be seen as the culmination of a journey that stretches beyond this single event. If you think of your customer transaction in the terms of a customer journey comprising of all customer touch points, it allows you to examine your customers’ entire experience of doing business with you. These touch points range from the first time your customer was exposed to your brand, to the purchase itself, as well as the time following. By taking the temperature of your customers at all relevant levels of your interaction, you will be able to isolate and address weak points throughout your value chain.      

In order to get continuous feedback from customers, it is imperative to have real time systems in place that ensures swift interaction with the customers through services such as,  automatic survey launches, reminders, and alerts to allow for quick response.

To hear how Enalyzer can assist you in ensuring ongoing customer feedback, get in touch with one of our consultants here.

Net Promoter Score® and transaction based surveys with Close Loop

As a business, insight is only valuable if coupled with action. Therefore, only measuring NPS and getting feedback from customers…

As a business, insight is only valuable if coupled with action. Therefore, only measuring NPS and getting feedback from customers will not result in beneficial business outcomes. These outcomes will first be obtained when a connection between listening to customers, acting on the feedback, communicating back to the customer with the intended actions, and validating these actions through improved NPS scores is achieved, hereby effectively closing the loop.

Closing the loop begins with ensuring that the customers’ feedback is communicated back to the relevant employees who have been most influential in the customer’s experience. The next step is then to get back in contact with the customers whose feedback needs elaboration, in order to find the root causes of the customer’s negative experience. The ultimate goal in this regard is to fix the given problem and ensure that it does not reoccur, but this follow-up process can also give businesses valuable insight into more systemic issues which for example can lead to product improvements.

Time is of the essence in regards to closing the loop. From the moment a customer has provided feedback, they will be waiting for the organization to respond. Therefore, establishing real-time systems is an important tool allowing for the business to react as quickly as possible.  Real-time systems can be developed and implemented in different ways. This can for example be done through automated notification systems letting you know when certain scores or feedback levels have been observed, allowing for you to respond immediately. Such systems can be further supported by tools, making sure that all the valuable information from the follow up, is fed back into the loop.

Get in touch with one of our consultants to find the right solution for you.

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.

NPS

 

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.

NPS

 

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!

Remember to remind

You sent your email survey invitation a week ago and you have a decent amount of responses, but you think…

You sent your email survey invitation a week ago and you have a decent amount of responses, but you think you can do better and you’re absolutely right. Some people, when they are first invited to take a survey, have the intention to answer it, but are unable to do it right away. So, your survey gets lost in an endless list of things to do. That’s why reminders are a great way to boost your response rate. Reminders give those tho have yet to answer your survey a second chance to participate.

With Enalyzer, you can choose to only remind those respondents who haven’t participated without spamming those that have. Plus, if you send an anonymous survey, the system hides your respondents’ background data from you while still allowing you to send reminders! We recommend you send two reminders, one halfway through the survey process and another one a couple of days before the closure of your survey.

→ Create a free account and try it yourself!

 

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.

Note

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”.

Norwegian Airlines takes customer satisfaction survey to new heights with Enalyzer

Under the vision of “everyone should afford to fly”, Norwegian takes pride in delivering a cost efficient and high-quality travel…

Under the vision of “everyone should afford to fly”, Norwegian takes pride in delivering a cost efficient and high-quality travel experience to their customers. Norwegian previously used third parties to conduct their customer satisfaction surveys, but as a fast growing company with an increasing number of passengers, they saw numerous benefits in internalizing the survey and make use of Enalyzer’s functionality. More specifically the advantages were:

norwegian-airlines-info-box

  • An automated set-up integrated with CRM, allowing instant survey distribution and real time reporting
  • Improved surveys for respondents
  • Control of their own data cost reduction

Plus, they got a powerful and user-friendly tool that they can use for other surveys in the organization.

 

 

 


“It was really a no brainer. By internalizing and automating our customer satisfaction survey we gained full control, reduced cost significantly and gave our passengers a better experience while answering our satisfaction survey.”

Julius Støback – Head of Consumer Insight and Research at Norwegian Air Shuttle


With Enalyzer, Norwegian has full control over their survey and its visual design. It offers the best options for Norwegian to depict their brand identity, as they wish, with no compromises. To top it off, thanks to Enalyzer’s built-in responsive design, Norwegian’s survey can adapt to all platforms, big or small, so it can be navigated identically in desktops, tablets and/or smart phones.

 

The Solution: Automization with trigger based surveys and real time reporting

Enalyzer delivered a unique solution to the third party problem – by an internalized solution with a customizable link that creates a bridge between Enalyzer and Norwegian’s CRM.

How does it work? Norwegian’s CRM triggers their mailing system, sending an email containing the Enalyzer link to their customers, once they have finished their trip. The link automatically merges the different CRM values, into the survey for later analysis. Now, Norwegian has full control, they can administrate and manage their data in Enalyzers reporting, where a customized dashboard has been created to provide at top level view on overall satisfaction and how it differs in each market.

Data is updated in real time and just like the survey, the report adapts to all platforms, desktops, tablets and/or smartphones. This makes viewing reports on-the-go possible, quick and easy.


“The data is now on our dashboard, we can set up our own surveys and there is no more need for third parties.”

Julius Støback – Head of Consumer Insight and Research at Norwegian Air Shuttle


Norwegian employees quickly adopted Enalyzer, making it an essential tool in relation to customer service and customer satisfaction, however according to Julius Stoback “there is now a possibility to create surveys for internal use or other purposes.

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Results and Future Plans: Enalyzer playing an increasingly important role

Norwegian launched the new customer satisfaction survey set-up in August 2014 and it has already received more than 40.000 respondenses – and answers are still ticking in.

Enalyzer is also able to keep up with Norwegian’s continuous growth and need for more surveys in other part of the organization. Norwegian employees quickly adopted Enalyzer, making it an essential tool in relation to customer service and customer satisfaction, however, according to Julius Støback, there is now a possibility to create surveys for internal use or other purposes.

One of the many advantages is that Enalyzer is not only a user-friendly system, it’s a user-friendly experience. It is easy to implement, use and understand, plus its unique built-in features offer Norwegian the opportunity to create professional looking, and functioning surveys and reports.

With Enalyzer, Norwegian has full control over their survey and its visual design. It offers the best options for Norwegian to depict their brand identity, as they wish, with no compromises. To top it off, thanks to Enalyzer’s built-in responsive design, Norwegian’s surveys can adapt to all platforms, big or small, so it can be navigated identically in desktops, tablets and/or smart phones.

 

 

Would you also like a fully automized customer satisfaction survey like Norwegian?

Contact us to learn more. It’s probably easier and more cost efficient than you think.

You can also sign up for a free test account here and check out Enalyzer.