Support through your toughest HR challenges: A network of 285,000 HR professionals.
Shawn Premer shows how doing the right thing for employees leads to positive business results.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Too often, when talking about the competency of Critical Evaluation, our thinking fast-forwards to processes—interpreting information, solving problems, making decisions. Although it is wise to reflect on evaluation processes, it is also important to take a step back and consider what goes on beforehand. Think about your research methodology. How will you collect the data that is to be evaluated? Especially when using a survey, you will want to ensure that the data you collect is credible. This is true whether you are early in your career and working on your first survey or an executive overseeing the survey data collection of others.
While surveys are a great way to collect quantitative (and sometimes qualitative) information, they need to be designed so that errors in measurement are reduced. A key objective is to anticipate any cognitive issues that may arise among respondents taking the survey. Writing clear, direct questions and providing all possible answer choices is critical.
The following brief questionnaire is illustrative. Read through the five questions below and see if you can detect the cognitive issues that a respondent may have when taking this survey.
ISSUE: This double-barreled question asks the respondent about two different subjects: confidence level and motivation.
AVOID IT: Break into two separate questions. Easy fix.
ISSUE: Some respondents may not understand the meaning of “autonomy.” Provide a definition of the word somewhere in the question stem or elsewhere in the survey. If you are unable to do so, add another answer choice (e.g., “Not sure” or "Not applicable).
AVOID IT: Make sure your questions are clear by testing them with someone from the target population. Or try the cognitive interview technique if you are familiar with it.
AVOID IT: To address the first issue, make sure answer choices do not overlap (i.e., the above options can be changed to 0-4, 5-9, 10-14, etc.). As for the second issue, use a reasonable time frame when asking a respondent to recall an event. If you’re not sure about what might be considered reasonable, seek input from an expert reviewer or someone from the target population.
ISSUE: Many respondents may not find the answer they want, or may want to select more than one option.
AVOID IT: An open-ended question may be more advantageous here. If you would prefer to keep it multiple choice, enlist the help of a mini focus group before you create the survey to gather all possible answers in the correct lingo.
The issues discussed above are not all-inclusive. But following these simple tips to avoid respondent response challenges will help you create effective, high-quality surveys that collect strong, credible data. This will lead to better interpretations of information, solutions to problems and decisions made—in other words, better critical evaluations.
Lindsay Northon is HR competencies specialist in the SHRM Research Department.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Top Trends Impacting Workplace Learning in 2018
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 3,200 companies