Let’s be real—most surveys used in learning and development need a serious overhaul. They’re long, they’re dull, and they often ask questions employees don’t care about or have no way to answer meaningfully. Instead of inspiring genuine feedback, traditional surveys send a clear message: “We’re just going through the motions here.” And often, the responses will reflect the same message.
Here are some questions from typical surveys:
- Overall, how would you rate the length & structure of this training? (1=Poor, 5=Excellent)
- Overall, how would you rate its content selection (depth, quality, variety, etc.)? (1=Poor, 5=Excellent)
- How satisfied were you with each of the following lessons? (1=Unsatisfied, 5=Very Satisfied)
Each of these is an example of a survey question that a) is hard to answer, b) is arguably too subjective for the answer to be valuable, and c) is hard to act on responses.
For example, if a person says the “length & structure” of a training is a “2,” what does that mean–too long? Too short? Too structured? Not structured enough?
Asking trainees to assess the depth/quality/variety of training content is odd: how does a trainee know enough to answer that question?
Rating “satisfaction” is strange–what does it mean to be “satisfied” with a lesson? And what information do you have to act on if everyone says they are unsatisfied?
We can go through examples like this all day long. The real question is, how can we fix this? The answer: By rethinking survey design for the modern employee. If you’re in learning and development, these tips will help you make your surveys engaging, useful, and (gasp!) maybe even fun.
What’s Wrong with Old-School Surveys?
The traditional survey experience: click through endless questions, try to remember what happened in that training session from last month, and finally, wonder if anyone’s actually reading your responses. Sound familiar?
Surveys, especially those used in L&D, tend to be way too long, ask generic questions, and make people feel like they’re just another data point. The result? Low engagement, low quality data, and—ironically—the survey itself becomes just another box to check.
Check out some sample questions, taken from real surveys, and decide for yourself if they would get the job done.
Why Bother Changing? The Payoff for Modern Surveys
A little bit of work on your end can make a huge difference in the responses you get. Thoughtfully designed surveys that respect people’s time and intelligence actually get responses that mean something.
Modernizing surveys leads to:
Better Engagement: Research shows that survey fatigue is a significant barrier to obtaining quality data. The highest engagement tends to occur with surveys of about 10 questions, taking roughly 5 minutes to complete,1 suggesting that shorter, focused surveys yield more reliable data
Real, Actionable Data: When surveys are seen as repetitive or irrelevant, respondents tend to check out, resulting in low engagement and unreliable responses. Research shows anywhere from 52% to 71% of employees experience survey fatigue,2 and this can significantly lower response rates and quality. By limiting survey frequency and tailoring questions to the relevant audience, organizations can avoid this fatigue and maintain high engagement
Improved Trust and Perceived Impact: Many respondents feel unmotivated to respond when they believe their input won’t lead to any meaningful action. A study found that nearly 9% of respondents drop out because they’re unsure how their feedback will be used.3 Communicating how survey results will impact the organization—such as improvements in L&D programs—can encourage more thoughtful, honest responses.
In other words, when it comes to strategic survey design: keeping them short, relevant, and aligned with actionable outcomes can prevent fatigue, increase engagement, and result in more valuable feedback.
1 https://blog.surveyplanet.com/how-long-should-your-survey-be
2 https://www.culturemonkey.io/employee-engagement/survey-fatigue/
3 https://blog.hubspot.com/service/survey-fatigue
The Secret Sauce: Tips for Designing Surveys People Actually Want to Take
These aren’t complicated rules, but they can make a world of difference. Here’s how to ditch the “blah” and get responses that tell you something real.
1. Skip the Pointless Questions.
Keep it short and focused. If you can’t actually act on the feedback, don’t ask for it. Want to avoid frustrating people? Don’t collect data for the sake of data. Only ask what you need to know to make things better—everything else? Chuck it.
2. Sound Like a Human.
Use direct language that sounds like it’s coming from a real person. Think: “What was the most useful part of the training?” rather than, “Evaluate the effectiveness of the facilitation.”
3. Help People Take Ownership.
Ask questions that get employees thinking about their growth. Let them reflect on what they learned or how confident they feel applying it. Try: “Do you feel more ready to take on XYZ after this training?” This question puts the power in the hands of the learner and reminds them there are real stakes.
Example Questions that Feel Fresh
Here are a few survey questions reimagined to make people pause, think, and actually respond thoughtfully:
– Participation and Confidence: “Rate your participation in this training”; “How confident are you in your knowledge of ABC?”
– Job Readiness: “If you had to start doing this tomorrow, how ready would you be?”
– Follow-Up Needs: “What types of resources do you need to help you apply these skills at your job?”
Notice how these questions shift the focus from basic “satisfaction” to engagement and future readiness—data that can actually guide improvements.
Build a Culture of Honest Feedback.
One-off surveys are fine, but real feedback comes from a culture that values it. In L&D, this means turning surveys into part of an ongoing conversation with employees, not just an annual exercise. Every survey is a chance to build trust, and that trust pays off in better, more honest data.
Next time you’re designing a survey, think less “corporate” and more “conversation.” By making surveys shorter, smarter, and more meaningful, you’re more likely to get responses that make a difference. Because in the end, good surveys aren’t just about gathering data—they’re about understanding what your people need to succeed.
