How to prepare and make the most out of the Deep Dive

There are some segments to keep in mind for as successful as possible onboarding and results. Here is the list!

Deep Dive announcement

It is very important to announce Deep Dive in advance. We recommend that an announcement happens in person on the organization’s or team’s All Hands – a meeting where the entire organization is present.

If not, announce it through your internal communication channels (e-mail, slack, intranet…). However, do not skip this step and have it published within a week of conducting the survey.

In the announcement, in the email invitation, as well as in the Deep Dive intro (yes, in all three places), it is important to highlight:

  • Significance of the survey
    Deep Dive is a great way to increase employee satisfaction. Even if you are an organization with higher employee satisfaction, every organization has its pain points that must be identified and worked on. Now, it is important for employees to understand that they must first tell us what bothers them and what they are not satisfied with so that the company can even address it and, finally, fix it. This step has a high impact on the response rate.
  • Anonymity
    It s essential for employees to fully understand that everything is 100% incognito. If they feel safe, they will be much more candid, and the results will be more high quality (i.e., you will gather more specific details from which you can later extract useful information for further work). Also, in this step, it is crucial to communicate how the data will be processed exclusively at the group level.
  • What happens after filling out the survey
    Tell employees what your plan is and how you will work with data. If employees understand the reason and what can later be done with the collected information, they will be more willing to participate. This should also increase the response rate, but only if you are transparent about your future plans since clear communication leads to understanding the benefits of conducting this survey.
  • Technical details
    • Time consumption: let employees know Deep Dive takes approximately 20 minutes to complete, while Pulse takes around 3 minutes.
      If they understand the time needed, they will be better organized and more focused, leading to better results and a better response rate.
    • Access: explain how they can access Deep Dive – via the link received in the mail.
    • Call for honesty: ask employees to be as honest as possible. It is excellent to get the best grades, but it is even more valuable to learn more about your pain points and improvement needs.

Deep Dive Anonymity

Employees usually have questions concerning their anonymity. It is the most important segment to explain well if you want to get as many responses as possible as well as the most accurate results. Employees need to be sure their answers cannot be linked to their personal information and can, therefore, be completely honest. We recommend directing them to our blog post or using our descriptions to explain how their anonymity is ensured.


It is normal that all employees do not participate in the survey. Sometimes, only 20-30% participate at the beginning of conducting employee satisfaction surveys. That is why you must be active and continuously encourage employees to complete the survey

You can do that through:

  • Organization’s communication channels (email, slack, intranet, etc.) – remind them every once in a while (also, try not to be too formal, try to be fun and motivating in your communication);
  • Deep Dive reminders – you can remind employees directly from the tool, and they will receive notifications on their emails. These reminders won’t bother employees who have already filled out the survey;
  • Leads as Deep Dive advocates – encourage employees to fill out the survey, direct them to whom to contact if they have any questions, let them point out the benefits of conducting this survey, and have them share some success stories from earlier when a change was implemented based on employees’ feedback (if applicable), etc.

All of this combined should work with most employees. But, as you probably know, there is always someone more challenging, so we would recommend that (if you know who these people are) you talk to them one-on-one and, through an individual approach, try to explain the arguments and positive aspects of Deep Dive with them. HR or their leader could approach them and encourage them to write all their ideas or concerns honestly as feedback in Deep Dive.

Deep Dive duration

From our experience, the best is to keep Deep Dive survey active for two weeks, while reminders should start after the first week. If you are conducting the survey during the vacation period, we recommend increasing the duration but not more than four weeks.

Deep Dive texts

We offer drafts for all the messages we believe are necessary and address all the important information. Nevertheless, every organization is different, and has a different tone of voice, culture, and expectations; therefore, it is required to adapt the entire communication to the nature and culture of your company.

Employee database

To get the most of the results, we also recommend the following:

  • Consider not having owners, CEOs, and board members filling out the survey since they can be subjective or have different views than the rest of the organization (your main goal here is to hear your employees’ voice);
  • Do not include new hires in the survey. Luppa gives an option to filter new hires automatically. We recommend setting this period to a minimum of 3-6 months of work experience in the organization. This is suggested because a new hire is still learning about the company and might not have an accurate picture (keep in mind, the honeymoon phase for newcomers may last up to 6 months, and getting a new job can be a huge thrill for some people; hence their answers may not be objective);
  • You are probably wondering, what about people who are on notice period? This decision varies significantly from organization to organization. On the one hand, employees who leave the company can be very honest (they do not feel like they need to embellish the truth for any reason) about what is good in the company, but also about things that have room for improvement. On the other hand, especially if the person leaves after a particularly unpleasant situation, that employee may be inclined to give more negative evaluations, which, again, may not be objective and can harm the results. However, you can learn a lot from such people, so this is something we suggest you consider. After all, you know your people and your company best.