To Ask or Not to Ask: How often to Conduct Employee Surveys

Surveys are a great tool for getting a pulse on how employees are feeling about their work and the company in general. They can also help employees feel engaged and listened to (as long as proper action plans are put into place post-survey). But how often is too often or maybe not enough? Here we break down cadence strategies and how you decide which frequency might work best for your organization.


Common approaches to survey frequency

Annual Survey (every 12 months)

Conducting an employee survey once a year is the most popular approach. Annual surveys often cover a broad range of topics, and all employees are invited to participate. Many organizational processes are on an annual cycle, such as budgeting or strategic planning, and conducting an annual survey ahead of those things can aid leaders in planning.

A consistent annual survey helps leaders stay organized and know what to expect as they plan for the year ahead.

Pulse Surveys (every 6 months or less)

Pulse surveys are usually shorter and more focused than annual surveys. They may address a single topic of interest related to the employee experience or organizational culture, or they may be sent to smaller segments of the employee population. Pulse surveys are popular when leaders want more up-to-date information on employee sentiment. Sometimes a year can feel like too long between measurement points.

Extended Periods (every 18 to 24 months)

Extended period surveys are often used when an organization experiences a major event or needs a significant cultural intervention. For example, if an organization is going through a merger, a year can feel like insufficient time to carry out action plans and for employees to digest and adjust to changes happening across the company.


3 questions to help determine survey frequency

  1. How much capacity do you have to act on results?

There are three steps to survey follow-up.

  1. Share the results with employees.
  2. Determine if any areas need special attention.
  3. Create and implement action plans to address problem areas.

Depending on capacity, most organizations can complete these steps in a year. However, without proper planning and attention, it could take longer and decrease the benefits of conducting a survey in the first place. If your organization doesn’t have the capacity to create and conduct a survey AND disseminate and act on results, then perhaps you should consider an extended period cadence.

Ideally, enough time passes for action plans to take effect before the next survey is conducted.

  1. How much is changing in the business?

Things like restructuring, mergers, or leadership transitions can be disruptive to culture, so it’s nice to have regular measurements on how employees are feeling about things. If you’re going through multiple changes between surveys, you might want to survey more frequently.

It is also important to measure the impact of action plans. Leaders put a lot of effort into developing a meaningful action plan and carrying it out. Shorter pulse surveys can be a useful tool in learning if action plans are on the right track, so leaders can adjust as needed.

  1. How often are you surprised by the results?

It’s a great feeling to see survey scores rise more than anticipated, but when scores decline, it can be discouraging. Perhaps the survey results were favorable overall, but one area was surprisingly low. In this case, some leaders consider reevaluating survey frequency to get a better understanding of the issue and what they can do to remedy it.


At illumyx, we believe that culture is one of the most important assets to any organization. With that in mind, it’s always better to ask questions and discover areas that need your attention. Hopefully, these survey frequency considerations have helped you decide what approach is best for you. If you need more support, please reach out!

Dan Ritter

Dan Ritter

Dan is a data geek with a passion for computational social science and its applications in the workplace. Dan has never been a fan of the left-brain vs right-brain dichotomy–he is a dedicated "all-brainer." He believes in the power of data to help us better understand human behavior at scale, and also that a healthy dose of humanity is required to accurately interpret data and apply insights with wisdom and tact. In his free time, Dan enjoys wilderness camping with his family, reading, and tinkering with anything that can be taken apart. A lifelong learner, he holds a BA in Education, is currently pursuing his Master of Science in Data Science, and enjoys adding to his collection of certificates for fun.
Dan Ritter

Dan Ritter

Dan is a data geek with a passion for computational social science and its applications in the workplace. Dan has never been a fan of the left-brain vs right-brain dichotomy–he is a dedicated "all-brainer." He believes in the power of data to help us better understand human behavior at scale, and also that a healthy dose of humanity is required to accurately interpret data and apply insights with wisdom and tact. In his free time, Dan enjoys wilderness camping with his family, reading, and tinkering with anything that can be taken apart. A lifelong learner, he holds a BA in Education, is currently pursuing his Master of Science in Data Science, and enjoys adding to his collection of certificates for fun.
Max Kresch

Max finds creative problem solving deeplyfulfilling is highly disciplined in his approach to research. He brings an advanced mathematics background to illumyx with significant experience in machine learning techniques, computer programming, and complex statistical analysis.

 

Max has experience working on complex Department of Defense projects and he recently transitioned his career into social science research. An erstwhile lecturer on data science at the University of Wisconsin, Max is gifted at communicating complex topics in easy-to-understand ways. Max assists the team in survey analysis and reporting and provides oversight on research design and analysis.


A father of two with a passion for music. In his free time, you’ll find him at a local park with his kids, cruising on his rollerblades, or jamming on his guitar with one of several bands he plays in. 

Max Kresch, PhD

Senior Data Scientist

Andrew Fleck

Andrew (Drew) Fleck, PhD, is a results-oriented organizational leader, certified executive coach, behavioral scientist, consultant, and entrepreneur. Drew is driven to add value to peoples’ lives by helping them become more self-sufficient. No matter what role he plays, he focuses on helping clients build strategic foresight into their organizations. He is a natural collaborator who looks for opportunities to partner and build-up others’ skill, knowledge, and confidence.

 

Drew is highly pragmatic and objective with a unique ability to think clearly under pressure. We can thank the US Air Force for that trait.  His studies and practical experience make him an expert in leadership, learning, organization design, organization development, innovation, and entrepreneurship. Over his career, he performed a number of strategic roles that aligned him with his love for travel and learning about different people and cultures.  He has a reputation for transforming organizational systems from a reactionary transactional approach to a proactive strategic approach.

 

Drew started his career in High Tech, but has since worked across a variety of industry and government sectors. Drew holds Master’s and Doctoral degrees in Human and Organizational Systems from Fielding Graduate University and a Master’s in Management and Organizational Behavior from Silver Lake College.

Andrew Fleck, Ph.D.

Chief Behavioral Scientist

Kristy Krautkramer

Kristy is a highly organized, strategic thinker and planner. She helps bring focus and levity to the nerd kingdom at illumyx. Committed and caring are two words that describe her best and she has endless energy to support projects and causes she believes in. Her background in music, teaching, and finance brings greater efficiency and harmony to illumyx’ processes and team interactions.

 

Kristy leads operations for the illumyx team, specializing in administrative functions that include finance, HR, and employee onboarding. Her love for order and accuracy frequently find her leading qualitative analysis projects for illumyx.  A former educator, Kristy has a Master’s degree in Education from St.Norbert College.  


Kristy is the mother of four boys. She often unwinds by hosting large gatherings for family and friends, having a good laugh, enjoying a glass of wine (or a swig of tequila), and diving into niche romance novels.

Kristy Krautkramer, M.A.​

Business Specialist & Qualitative Research Analyst

Dan Ritter

Dan is a data geek with a passion for computational social science and its applications in the workplace. Dan has never been a fan of the left-brain vs right-brain dichotomy–he is a dedicated all-brainer. He believes in the power of data to help us better understand human behavior at scale, and also that a healthy dose of humanity is required to accurately interpret data and apply insights with wisdom and tact.

 

Two of his favorite quotes sum up his approach to work:

 

“Without data, you’re just another person with an opinion,” W. Edwards Demming

 

“...people will forget what you said, people will forget what you did, but people will never forget how you made them feel,” Maya Angelou.


In his free time, Dan enjoys wilderness camping with his family, reading, and tinkering with anything that can be taken apart. A lifelong learner, he holds a BA in Education, is currently pursuing his MS in Data Science, and has amassed a growing collection of certificates from fine institutions around the country.

Dan Ritter

Director of People Analytics

Steve Utech

Steve’s life mission is to unlock the mysteries of complex human interactions to make people’s work and personal relationships more meaningful, productive, and satisfying. All things niche and complex are food for his ADHD brain. He’s a geek at heart with irreverent humor, but also has a deep love of people. An experienced leader in the areas of culture optimization, organizational effectiveness, and team development, Steve is the visionary and founder of illumyx.

 

His background in both the hard sciences and the art of family dynamics allows him to take a behavioral and systematic approach to organizational change and transformation. He has worked with Fortune 1000 organizations and executives in a variety of sectors to help them optimize their culture and achieve results. Steve holds a Master of Social Work from the University of Denver in Colorado and a Bachelor’s degree from the University of Minnesota.

 

An adventurer at heart, Steve spends his free time exploring nature with his 4 kids and anyone up for testing their limits. He enjoys rock climbing, backpacking, and finding brief moments of rhythm out on the dance floor.

 

Above all, he enjoys seeing people grow and develop by giving them the freedom to explore and try new things. As someone once put it, “Steve makes it safe to be dangerous”.

Steve Utech, MSW

Founder, CEO, and Director of Consulting​

Scroll to Top