Creating a questionnaire is not simply a matter of writing questions and pressing "send." It is a process that demands method and rigour in order to produce genuinely usable data. Gathering feedback, assessing competencies, measuring soft skills or technical knowledge: these objectives only have value if the questionnaire is well constructed. Here are the 12 steps to making it a reliable, engaging and decision-ready tool.
Laying the foundations: objectives and trust
Before writing the first question, two foundations are essential: knowing precisely what you are looking for, and ensuring employees understand why you are asking.
Step 1: Define clear objectives before building
A questionnaire is first and foremost a carefully prepared endeavour. The construction phase is where you fix the expected objectives: what information do you wish to gather? What are the key points your employees must be able to express?
Ensuring the target audience is well-matched is equally important. If the people being surveyed do not fit the profile you are looking for, the responses lose all relevance in relation to the objectives set. Building a questionnaire around a precise target, clear objectives and effective communication is the condition for a tool that makes a lasting mark on your organisation.
Step 2: Contextualise to build trust from the introduction
Putting yourself in the shoes of an employee receiving a questionnaire is not always straightforward. Contextualisation helps. Right from the introduction, whether in the covering email or on the first page of the questionnaire, answering three simple questions is sufficient: why was this questionnaire created? How long does it take? What topic does it address?
These few lines are enough to establish a clear framework, put the employee at ease and show them that this questionnaire is of benefit to them.
Structuring: giving the questionnaire a logical flow
A questionnaire without structure loses its respondent. The way in which questions follow one another directly conditions the quality of the responses obtained.
Step 3: Apply the funnel rule
On a given topic, start with the broadest questions and move progressively towards the most specific: this is the funnel rule. It moves from introductory and qualifying questions, through general and specific questions, to classificatory questions. This method creates a logical framework, guides the respondent without losing them and makes it possible to understand their thought process through their responses.
Step 4: Group questions by theme
Structure is decisive for obtaining analysable responses. Grouping questions that relate to the same theme organises the questionnaire in a legible way for the respondent. For example, in a questionnaire on social media management, questions relating to Instagram, LinkedIn and Facebook would benefit from being gathered under a single theme entitled "Social Networks." The respondent stays on track, and the analyst saves time.
Step 5: Limit open questions, without removing them
Zero open questions: too restrictive. Fifty per cent open questions: too heavy. Your employees are not expecting to write long paragraphs. They are looking for fluidity: select two or three answers, tick a box, move forward. Limiting open questions encourages a higher completion rate and more responses overall. That said, these open questions have genuine value: they capture the employee's own words, unfiltered. On a substantial sample, however, they remain difficult to analyse systematically. Balance is key.
Step 6: One question, one idea
The surest way to make a questionnaire illegible is to formulate questions that cover too many topics at once. Better to have a questionnaire with twenty precise answers than one with ten vaguely worded questions. Be concise, be precise and address each topic without mixing it with others.
Formulating carefully: rigour and neutrality
The quality of responses depends directly on how questions are asked. A few good practices make all the difference.
Step 7: Ensure that all terms used are understood by everyone
Answering a questionnaire without having internalised the company's internal vocabulary can be disorienting. Acronyms such as "TT", "SU" or "SSO" may seem obvious to some and completely opaque to others. Ensuring all terms are understood, or defining them at the start of the questionnaire via a dedicated glossary, is essential so that nothing is left to interpretation. Also avoid ambiguous connectors such as "and" or "or" in formulations, which can introduce areas of doubt.
Step 8: Avoid bias linked to examples
Biased responses represent a waste of time for everyone: the employees who respond, and the managers who analyse. To avoid them, the rule is simple: do not include examples in questions. An example unconsciously steers the response towards what the questionnaire appears to expect. Without it, feedback is more spontaneous and more reliable.
Step 9: Include a response option for all profiles
Make your questionnaire universal. Some employees are simply not concerned by certain questions. Systematically including a "none" or "not applicable" option in the answer choices allows them to progress without being blocked and guarantees usable data across all the profiles surveyed.
Step 10: Clarify response scales
Imagine a scale running from "I am not competent" to "I am an expert." Without a precise definition of each level, two employees may interpret these terms very differently: one considers themselves an expert because they can train others on a given skill, another because they have simply grasped the basic understanding of it. Clearly defining what each level means eliminates these discrepancies, makes the data more reliable and renders comparative analysis genuinely meaningful.
Finalising and deploying: the last steps not to overlook
A good questionnaire concludes carefully and is accompanied by a structured communication plan.
Step 11: Close with a word of thanks
Having devoted time and concentration to completing a questionnaire, the employee deserves simple, sincere recognition. A brief word of thanks at the end, from the manager, strengthens the relationship of trust and encourages participation in future campaigns. A small gesture, but one that counts.
Step 12: Put a communication plan in place
Before distributing your questionnaire, structure your communication plan around the campaign. A well-prepared questionnaire that is poorly communicated goes unanswered. Defining who receives what, when and in what context ensures that the targeted employees feel expected, informed and confident in responding.
These twelve steps establish a rigorous framework that facilitates employee engagement, makes the data gathered more reliable and enables informed decisions to be taken on the actions to implement. The method, applied with consistency, makes the difference between a forgotten questionnaire and a tool that lastingly structures the HR approach.
