“Garbage in, garbage out” was a phrase often used by my favorite professor in grad school. He told us that if we didn’t ask the right questions, we wouldn’t get the right data, and we wouldn’t make the right decisions. With the greater emphasis in talent management on using data to inform decisions and reinforce initiatives, survey writing skills are becoming increasingly more important (data geeks rejoice!).  

In a previous blog I presented 10 questions you should ask before you develop a survey. Below are five common mistakes to avoid when writing a survey and my proposed solutions/better ideas:

Once the survey is written, run a pilot test! Have someone else (preferably a small group of people) take the survey and give you feedback on the items and how they interpreted them.

These are just some of the common mistakes I see. What other mistakes have you seen? What are your tips for writing great surveys? How are you using surveys in your organization?

Megan Crowley is an associate consultant at FlashPoint. With a background in industrial/organizational psychology, Megan contributes a unique perspective based on some of the newest research and techniques in her field.

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Recently my coworker Tam asked me if I had heard about the clerk who got fired from Harrods, the high-end department store in London. Harrods, Tam explained, has a strict dress code that requires female clerks to wear makeup. The woman refused and was let go.

I googled to learn more and found this article  on Inc. magazine’s website. It turns out the clerk, Melanie Stark, wasn’t actually fired but instead resigned. She says that though she had worked several incident-free years at the store without lipstick, blush, or eyeliner, last year managers began pressuring her to start making herself up. She refused to apply and, she says, started paying the consequences. Managers sent her home, hid her in the stockroom, and transferred her. Finally she quit, “exhausted, stressed, and upset.”

For its part, Harrods claims that employees receive the strict dress code (all 13 pages’ worth) before they sign on, and that though managers did talk to Stark about her appearance and lack of adherence to the code, she was the one who chose to end her employment, not Harrods. Regardless, the incident has raised eyebrows worldwide.

At FlashPoint we work with clients to develop policies, many of which pertain to employee behavior and end up in the handbook. The company dress code is often one of the stickiest areas, especially when it comes to professional or service-oriented environments, where the organization needs to portray a certain image to customers. It’s often hard to define just exactly what the “image” is, and if the company keeps things too general, employees often end up confused. Go to the other extreme, and the company can run into situations like the one at Harrods.

In this case, it appears that Harrods took a sensible approach, at least from an HR perspective. The company developed a very detailed dress code policy and gave it to employees up front so they knew what they were agreeing to. When Stark didn’t follow the policy, managers discussed it with her (though it seems they didn’t do so immediately, which they should have done; it might have prevented the situation from escalating). When she continued to shun makeup, they pulled her from the floor and assigned her other duties. For the most part, it appears they consistently played things by the book.

Yet something about this still seems wrong—that Harrods was being boorish. The reason, I suppose, lies in the 13-page dress code itself, and the fact that the department store tells women that they must paint their faces in order to be attractive and presentable to customers. While many people who shop at Harrods no doubt agree, others surely find this to be offensive (and even discriminatory) in the 21st century.

It is the right and responsibility of a business to know its customers and provide them with the service they want and expect—and this includes regulating how employees dress. But as society’s standards change, companies must always reassess and update their policies to stay current. Was Harrods being reasonable in this case? Or was it trying to force an employee to fit into an old-fashioned sense of beauty?

We know you have thoughts, so please share.

George Hanlin is a consultant at FlashPoint.

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One of my roles at FlashPoint is to review and improve all the materials that we deliver to clients. Because of that, I think a lot about the messages we create and how best to shape them.

The other day I came up with a tip—“think small.” I know that seems rather unprogressive; after all, we’re supposed to have big, bold ideas aren’t we? But when it comes to communicating, sometimes we try too hard to say too much and end up muddling the message. So whether you’re developing human resource policies or procedures, creating employee communications, or sending a memo to your CEO, be sure to:

• Keep your audience in mind. Whom are you addressing, and what does that person (or group of people) need to know most? Focus on the essentials—the who, what, when, where, and why.
• Stick to your topic. Don’t get off on tangents.
• Keep your sentences and paragraphs short so they’re easily digestible. Consider using bullet points to break up information.
• Be direct. Use active voice.
• Share only what you need to. Consider other forums for providing additional information. (For example, you don’t have to put every policy in your employee handbook—put the basics in the handbook and provide more detailed statements through your intranet or via other means.)

We all know it—the world’s a busy place. We’re all flooded with all variety of messages, including reports, voice mails, text messages, and e-mails. We have so much information to wade through that we do everyone a favor when we indeed think small, keep things simple, and stick to the point.

George Hanlin is a consultant at FlashPoint.

Image: Michal Marcol

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