The Pitfalls of Using Incentives for Client Surveys

In the world of professional services, gathering client feedback is crucial for improving service delivery, building stronger client relationships, and driving business growth. However, the method of soliciting feedback is as important as the feedback itself. One commonly debated approach is the use of incentives to encourage clients to complete surveys.

While it may seem like an effective strategy to increase response rates, offering incentives can actually undermine the quality and integrity of the feedback received. This blog post explores the reasons why incentives should be avoided in client surveys and suggests more effective alternatives for encouraging client participation.

The False Value Proposition of Incentives

When incentives are offered for completing a survey, it sends a message to the recipient that their time and opinions have little intrinsic value. The implication is that the feedback is not inherently valuable to the client but rather something that requires a form of bribery to be elicited. This diminishes the importance of the client’s perspective and shifts the focus from the genuine value of their feedback to the reward being offered.

Moreover, incentives can introduce bias into the responses. Clients may rush through the survey or provide superficial answers to receive the incentive rather than taking the time to provide thoughtful and meaningful feedback. This compromises the quality of the data collected and can lead to misleading conclusions that do not accurately reflect client sentiments or needs.

Ethical Considerations and Compliance Issues

For public sector clients, and even some private sector clients with strict purchasing or ethical guidelines, incentives can pose significant compliance challenges. Gifting rules often prohibit accepting anything of value in exchange for services or information, including completing a survey. Offering incentives in such cases can create a conflict of interest and may deter clients from participating altogether, thereby reducing response rates rather than increasing them..

In some instances, incentives can create uncomfortable or unintended psychological pressure. For example, a survey that promises to donate a meal to a starving child for every response can instill a sense of guilt in the recipient. This form of emotional manipulation can lead to responses driven by obligation rather than a genuine desire to provide feedback, further skewing the data.

The Value of Listening Without Incentives

The most compelling reason for clients to participate in a survey should be the assurance that their feedback will be heard and acted upon. The value proposition should be clear: "We will listen and respond." This approach centers the focus on the client and their outcomes, reinforcing the idea that their opinions are valued and that their feedback will directly influence improvements in service delivery.

Clients are more likely to engage in feedback processes when they believe that their input will lead to tangible changes. Therefore, it is essential to communicate clearly how their feedback will be used and to demonstrate through follow-up actions that their voices are being heard. This builds trust and encourages ongoing participation without the need for incentives.

Alternative Approaches to Encourage Feedback

While incentives may seem like a quick fix to boost survey response rates, there are more effective and ethical ways to encourage client participation:

1. Timing and Personalization: The timing of the survey request is crucial. Surveys should be sent at a time when the client is most likely to engage, such as immediately following a project milestone or a successful service delivery. Personalizing the survey invitation, using the project name as the subject line, and addressing the client by name can also increase the likelihood of a response.
2. Simplicity and Clarity: Surveys should be brief, focused, and easy to complete. A 2-minute survey with clear, concise questions will be less burdensome for clients and more likely to yield meaningful responses. The invitation should clearly explain the purpose of the survey and how the feedback will be used.
3. Follow-Up: Following up with clients after they complete the survey is critical. This can be in the form of a thank you note, a summary of the feedback received, or an explanation of the actions that will be taken as a result. This reinforces the value of their participation and encourages them to continue providing feedback in the future.
4. Charitable Contributions with Caution: Some firms combine client listening with charitable contributions, such as donating a fixed amount to a charity in honor of clients who provide feedback. This can be effective in warming clients up to engage, but it should be done carefully to avoid creating a sense of obligation. The key is to make it clear that the donation is not contingent on individual responses but rather a gesture of appreciation for the collective feedback received.
5. Leveraging Relationships: The most effective way to encourage survey participation is through relationships. Having the right person ask at the right time can make a significant difference. When a trusted project manager or client success manager requests feedback, clients are more likely to respond because they feel a personal connection and trust that their feedback will be taken seriously.

Conclusion

Incentives for client surveys may seem like an easy way to increase response rates, but they often undermine the quality of the feedback and can create ethical dilemmas. The best approach is to focus on the intrinsic value of client feedback and ensure that the process is simple, clear, and centered on the client’s needs. By listening actively, responding appropriately, and demonstrating the impact of client feedback, firms can build stronger relationships and improve their services without the need for incentives.