Insights
- Why do employees “Prefer not to say”?
- The implications of “Prefer not to say” responses
- How to encourage openness from survey respondents
The effectiveness of employee and volunteer surveys depends largely on the honesty and transparency of the responses they collect.
A common response option that often presents challenges for organisations is “Prefer not to say” – particularly in response to personal demographic questions such as ethnicity or sexual orientation.
This option is a legal requirement designed to enable individuals to keep certain information private. It helps to ensure respondents feel comfortable and respected when answering sensitive questions.
Out of over 5400 UK charity employees surveyed, 11% chose the “Prefer not to say” option for questions on gender, sexual orientation, and religion.
However, there was considerable variation between organisations, with the percentage ranging from as low as 6% to as high as 19%. This variation suggests that organisations can influence these scores.
This chart shows the average across the sample of organisations that selected ‘Prefer not to say’.
If your results are particularly negative for the “Prefer not to say” group, or you receive a higher-than-average number of “Prefer not to say” responses, it can be difficult to draw meaningful conclusions from the data. Therefore, you’ll want to do everything you can to reduce the number of “Prefer not to say” responses in your survey results.
Why do employees “Prefer not to say”?
Understanding why employees opt for “Prefer not to say” is the first step in addressing this challenge. Here are some of the main reasons:
“I’m worried that the responses aren’t confidential”
Some employees are hesitant to share personal information due to concerns about privacy and the confidentiality of their responses. They may worry that their data could be traced back to them, especially if they intend to provide negative feedback about the organisation, leading to fears of retaliation.
“If I share details about my identity, will it affect how I’m treated at work?”
Employees may worry that revealing certain aspects of their identity, such as their religion, or sexual orientation, could expose them to discrimination or bias.
“Can I trust the organisation to act on this information?”
If employees lack trust in their organisation’s commitment to addressing issues like diversity and inclusion, they might be less inclined to share personal details. This can be particularly true if there is a history of negative experiences or if past survey feedback has been ignored.
“Why are they asking me these questions?”
Without a clear understanding of why certain personal questions are being asked and how the information will be used, employees may choose the “Prefer not to say” option for demographic questions as a precautionary measure.
The implications of “Prefer not to say” responses
Incomplete Data
Incomplete DataWhen employees choose “Prefer not to say,” it can result in incomplete data, making it difficult to gain an accurate understanding of the workforce’s demographics and different groups’ unique experiences within the organisation.
Hidden Issues
A higher percentage of “Prefer not to say” responses might indicate underlying issues, such as a lack of trust or fear of retaliation.
Negative Perceptions
In our experience, when analysing client survey results, the “prefer not to say” group tends to express more negative sentiments across various topics.
How to encourage openness from survey respondents
To reduce the number of “Prefer not to say” responses and improve the quality of your survey data, consider implementing the following strategies:
Ensure Confidentiality
Clearly communicate the measures in place to protect the confidentiality of survey responses. Assure employees that their data will be kept private. Consider using third-party survey platforms to enhance anonymity and reassure employees of impartial handling of their responses.
For example, when reporting on our clients’ surveys, we implement a minimum response number to ensure no individual respondent’s data can be singled out, safeguarding confidentiality. This practice helps build trust and encourages more open and honest participation in surveys
Communicate the Purpose and Benefits of the Survey
Clearly explain to your people why demographic questions are being asked and how this information will be used.
Communicate how these questions provide valuable insights into the diversity of the workforce helps organisations identify and address any gaps in inclusion and equity.
It can help to highlight how previous survey results have led to positive changes, building trust and encouraging more open and honest responses. For more guidance, download our free survey communications guide.
Address “Prefer Not to Say” Responses in Reports
When analysing survey data, it’s important to recognise that “Prefer not to say” responses may have lower overall scores compared to other demographics. To address this, consider the following:
- Focus on Actionable Groups: Instead of solely concentrating on the “Prefer not to say” responses, focus on groups where you can make an impact. Look for patterns or trends among demographic groups that have provided complete responses and identify areas where interventions can lead to meaningful improvements. This then in-turn may demonstrate to those who preferred not to say that full data does lead to more impactful actions which aim to improve their experience in the organisation.
- Use Qualitative Feedback: Consider using qualitative feedback from other parts of the survey to gain insights into potential reasons behind “Prefer not to say” responses. Open-ended questions can provide valuable context and help identify specific areas of concern.
While these responses shouldn’t be the focus of survey reporting, if there is a significant number, it may be worth investigating the reasons behind them.
Efforts should be made to reduce ‘prefer not to say’ answers by fostering good communications, providing reassurances of confidentiality, and building a culture of trust.
Want to speak to an expert about your organisation’s survey strategy? Get in touch
Author
Georgia-Lee Slater, Research Consultant
