Successful M&A integration goes beyond financial and operational considerations. It requires a keen focus on the people who drive the business — your employees. We all recognise the value of feedback, particularly during periods of change. Incorporating employee feedback surveys into the M&A integration process is an invaluable tool for fostering a positive and engaged workforce. However, when used excessively or without careful consideration, surveys can lead to fatigue and decreased participation, diminishing their effectiveness. In this article, we will explore common pitfalls that lead to "death by surveys" to help you ensure your feedback initiatives remain engaging, impactful, and meaningful.
Sending too many — or too few — surveys
Determining how often to administer employee feedback surveys is critical. This will vary hugely depending on your organization’s size and culture — some are used to completing weekly surveys; others may only provide feedback annually. Be mindful of fatigue by setting appropriate intervals between surveys: balance your desire for regular feedback with respect for employees' time and attention to maintain their engagement and enthusiasm. Avoid sending sporadic, inconsistent surveys with no follow-up.
Having unclear objectives
In our experience, companies that don’t clearly communicate their surveying goals are less likely to receive actionable suggestions. Before designing your survey, establish its purpose. What specific insights do you hope to gather? Is it to assess morale, identify concerns, or measure overall employee satisfaction? Inform your staff why you’re asking for feedback, and what you plan to do with it. Explaining how it will be used to drive positive change will build trust and motivate employees to participate actively, knowing that their opinions are valued and will lead to tangible improvements.
Responding inappropriately — or not at all
A sure-fire way to kill employee engagement is sending out surveys and never following up with your findings. This doesn’t mean you need to have all the answers — but you need to reassure staff that their input will lead to tangible improvements. In past Scion projects, this usually goes down best when feedback actions are communicated by the CEO (or an equivalent visible senior leader) to reveal trends and areas of focus to gain a holistic view of the integration's impact. Having a senior sponsor engage with staff feedback reinforces its importance and reassures employees that their feedback has been heard and is being acted upon.
Feedback surveys play a vital role in M&A integration, enabling organizations to understand employee experiences, address concerns, and foster a positive work environment. By approaching surveys strategically, optimizing frequency and acting on the results, you can avoid survey fatigue and ensure continued engagement. Successful surveys are not just about gathering data; they are about creating a culture of open communication, trust, and continuous improvement within your organization.
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