Step-by-step guide to conducting effective business surveys

From assessing customer satisfaction to gauging staff morale, business surveys have become indispensable for companies looking to stay agile and data-driven.

Particularly in the UK, where market conditions can shift rapidly, systematic approaches to gathering feedback can help leaders navigate evolving consumer demands and dynamic economic landscapes. Below is a comprehensive, step-by-step guide to planning and conducting effective business surveys, ensuring you collect meaningful insights to inform smarter decision-making.

Clarify your objectives

Before drafting a single question, start by outlining the primary goal you hope to achieve with your survey. Are you keen to evaluate your newest product’s market reception? Perhaps you want to measure employee engagement following a restructuring of your organisation. Defining a clear objective not only helps you shape the questionnaire but also keeps the entire process focused and efficient.

Try to pinpoint a single overarching goal rather than multiple scattered aims. This will influence every subsequent step, from crafting relevant queries to interpreting final data. By having a sharp focus, you prevent the survey from becoming unwieldy or confusing, increasing the likelihood of high-quality, actionable feedback.

Identify your target audience

Next, consider who you plan to survey. If you are measuring employee satisfaction, the respondent pool might include all departments, or it might focus on new hires to understand their onboarding experience. Conversely, if you are assessing customer sentiment, define your demographic carefully: Are you targeting only those who purchased a specific product or service? Will you include both potential and existing customers? Narrowing down your audience ensures the data you gather directly ties back to your stated objective.

This step is also critical for determining whether you need a representative sample. For customer surveys, a diverse cross-section of your market demographic is essential. If obtaining a randomised, representative sample isn’t possible, do your best to minimise biases—perhaps by distributing the survey across various digital platforms or inviting participation through multiple channels (social media, email, in-store materials).

Choose the most effective survey method

With your audience in mind, decide how you will deliver your survey. While digital methods have surged in popularity—thanks to ease of distribution and cost-effectiveness—telephone or face-to-face surveys still have their place. The best approach depends on factors like your budget, timeline and the preferences or accessibility of your target audience.

• Online surveys: Simple to create and distribute, often with automated analytics. However, response rates can fluctuate if recipients ignore or mistrust emails.
• Telephone surveys: Offer a personal touch and higher engagement, but are more time-intensive and can be costly for large-scale projects.
• In-person interviews: Excellent for building rapport, clarifying questions and capturing nuanced responses. On the other hand, they are the most resource-heavy in terms of cost and logistics.

Balancing these factors will lead you to the method that optimally aligns with your objectives, audience and budget.

Craft clear, concise questions

The quality of the questions you ask directly influences the quality of your results. In general, simpler wording yields more honest, accurate answers. Avoid technical jargon or vague terms, and whenever possible, opt for direct phrasing.

• Start broad, then narrow: Begin with general questions that ease respondents in, then progress to more detailed or potentially sensitive queries.
• Maintain neutrality: Keep questions impartial to prevent leading your audience to a specific answer. For instance, “What did you think about our product?” is more neutral than “Don’t you love our newly launched product?”
• Use varied question types: Combine multiple-choice, Likert scales (like ‘strongly agree’ to ‘strongly disagree’) and open-ended questions. This blend offers both quantitative data for quick comparisons and qualitative insights that capture nuances.
• Mind the length: People are busy. If your survey stretches beyond 10 to 15 questions, consider whether every query is truly necessary. Short, pointed surveys often achieve better response rates and data reliability.

Finally, test your survey internally—ask colleagues or friends to check if they understand each question as intended and are able to complete it without frustration. Their feedback can help you pinpoint potential problems before the survey goes live.

Determine incentives and timeline

One of the most common challenges with surveys is motivating people to participate. Incentives such as discounts, vouchers, or prize draws can significantly boost response rates, especially if you are seeking customer feedback. For internal surveys, emphasise how the feedback will influence workplace improvements—letting employees know their voices will shape key decisions can increase buy-in without a direct financial reward.

Alongside incentives, plan a realistic timeline for data collection. Some surveys can wrap up in a week; others might need a month or longer, particularly if you must reach a broad or hard-to-access audience. Send reminders at strategic intervals to nudge those who have yet to respond, but ensure you do not bombard your potential respondents with too many follow-ups.

Gather and analyse your data

Once your survey closes, the real work begins: turning raw data into actionable insights. Start by reviewing response rates—did you gather enough participants for statistically meaningful results? If not, consider whether you can extend the deadline or re-send the survey to boost numbers.

Depending on the nature of your questions, consider grouping related responses. For example, examine overall satisfaction ratings for a product in conjunction with open-ended comments about its features. Look for patterns or anomalies, such as a particular customer segment scoring your service consistently lower than others. These patterns can highlight areas for deeper investigation or urgent reform.

Statistical software or even spreadsheet applications can help you perform basic analyses like mean scores, correlation tests, and segmentation by demographic variables. For more complex projects—such as deciphering advanced consumer behaviour trends—a professional data analyst could provide deeper insights.

Interpret findings and communicate results

Data alone offers little value unless it is effectively communicated. Craft a clear report or presentation that summarises your key findings, focusing on those that have strategic importance for your organisation. Include specific metrics and, where relevant, anonymised quotes from open-ended responses to illustrate trends.

If this is an internal staff survey, share the results—along with planned actions—at department meetings or via email updates. Transparency fosters trust and encourages future participation. For customer-facing results, consider a summary in a newsletter or blog post, highlighting how their feedback is guiding improvements.

Refine and repeat

Business surveys are not a one-and-done exercise. Whether your questions address evolving consumer preferences or shifting employee attitudes, results have a limited shelf life. Periodically re-issue surveys to track changes over time, adjusting questions to reflect new corporate goals, market conditions or emerging product lines.

A cycle of continuous feedback, analysis, and improvement ensures you remain responsive to stakeholder needs. Moreover, repeated surveys cultivate a culture where feedback is genuinely valued, positioning your organisation to adapt quickly and remain competitive.

Conducting an effective business survey may seem daunting at first, but it is an invaluable tool in today’s data-focused marketplace. By defining crystal-clear objectives, designing engaging questions and diligently analysing results, you gain reliable insights to steer critical decisions. Whether you’re refining a service, planning a product launch or nurturing a cohesive workforce, systematic, well-executed surveys help make those choices evidence-based, impactful and, ultimately, profitable.

Third of UK SME’s to raise prices as NIC increase takes toll

More than four in ten of the UK’s small and medium-sized businesses say the government’s rise in National Insurance Contributions (NIC) for employers will hurt their operations, with nearly a fifth (18%) warning that the impact will be “significant.” A new study by specialist lender Shawbrook reveals that a third (33%) of these business leaders either plan to, or have already, raised prices on goods or services in response.

The Trends Research survey carried out for Shawbrook offers insights into the outlook of SMEs entering 2025 and how they view recent policy decisions. Notably, 24% of respondents felt that the government does not place sufficient emphasis on the needs of SMEs.

Age also appears to shape perception of the NIC hike. Over three quarters (78%) of business owners aged 55 and above expect a negative impact, compared with only a fifth (20%) of their 18-34-year-old counterparts.

Beyond price hikes, three in ten (30%) SMEs plan to cut costs this year to cope with shifting government policy. A further 21% say they will freeze hiring in 2025, and 16% admit they may have to reduce headcount.

Neil Rudge, chief banking officer for Commercial at Shawbrook, noted: “Our latest research highlights some red flags following the government’s first budget in October. In addition to higher employer NICs, various other policy changes will challenge SMEs, prompting moves like price increases or staff reductions. However, if there is one thing we’ve learned, it’s that SMEs are resilient. They overcame COVID-19 and inflation pressures, and they will adapt to these new NIC costs too.

“Heading into 2025, access to flexible financing remains crucial. Lenders must respond with innovative solutions so businesses can achieve their growth ambitions despite the tougher environment.”

Client: Shawbrook Bank

How business surveys help companies make better decisions

Business owners and managers have long sought robust methods to inform their decision-making processes.

In an increasingly competitive market, relying on intuition alone can prove risky, especially when margins are tight and consumer preferences shift quickly. However, one powerful tool is sometimes overlooked by time-pressed executives: the humble business survey.

From generating insights into customer behaviour to gauging workforce morale, carefully designed surveys produce data that drives clear, decisive action. When used effectively, they can save costs, pinpoint challenges and uncover exciting opportunities. Here is why business surveys matter and how UK companies can harness them to make more confident, evidence-based decisions.

Establishing a clear objective

A well-structured survey begins with a defined purpose. Instead of scattering multiple objectives into one questionnaire, it pays dividends to identify a single overarching goal. For instance, a restaurant chain might be curious about customer satisfaction with new menu items. Similarly, a manufacturing company may want to measure employee engagement levels in an attempt to reduce staff turnover. By maintaining a laser focus on the core aim, surveys become more concise and more likely to return precise, useful data.

An essential piece of the puzzle lies in phrasing. The best surveys speak plainly and avoid technical jargon. Respondents are busy, so clarity ensures their enthusiasm doesn’t wane halfway through. Ultimately, clarity in objectives not only guides how questions are asked but also how the findings will be interpreted and acted upon.

Selecting the right survey method

An important decision for organisations is choosing how they want to conduct their surveys. While digital platforms, such as email campaigns and online forms, are increasingly dominant, offline methods—telephone interviews, postal questionnaires or in-person intercepts—should not be dismissed outright. Each approach comes with its own set of advantages and limitations.

• Online surveys are cost-effective, simple to circulate and relatively quick to analyse. However, they can sometimes yield lower response rates if recipients are inundated with emails or are sceptical about data privacy.
• Telephone surveys allow for more personal interaction, thereby clarifying ambiguous questions and capturing real-time reactions. Nonetheless, they can be time-consuming and costly, particularly if a large sample size is required.
• Face-to-face surveys can deliver high-quality data because respondents can seek immediate clarification, but this format is even more expensive and logistically challenging.

UK businesses should factor in where their target audience resides and how they prefer to communicate. If your demographic leans heavily on digital platforms—think tech-savvy millennials—then an online survey is the obvious choice. Conversely, if your business caters to seniors who may be less comfortable with digital technology, telephone or postal surveys might be more appropriate.

Designing questions for maximum insight

Effective surveys hinge on the calibre of their questions. The tried-and-tested best practices apply:

1. Keep questions concise. Long-winded questions are more likely to confuse respondents and skew your results.
2. Use a logical sequence. Group related questions together and transition smoothly from one topic to the next.
3. Avoid leading questions. Phrasing must remain neutral to elicit unbiased insights. For example, replace “Don’t you think our service is excellent?” with “How would you rate our service?”
4. Consider a mix of question types. Multiple-choice, Likert scales (e.g., strongly agree to strongly disagree) and open-ended questions each have their merits. A strategic combination can provide both quantitative data and qualitative feedback that reveals the ‘why’ behind certain preferences.

Furthermore, the length of your survey can make or break its success. Respondents often abandon overly long surveys, which hampers completion rates and biases the data. Generally, aim for a short, targeted questionnaire that can be finished within a few minutes, or at least consider offering an incentive—be it a discount code or entry into a prize draw—to keep participants engaged.

Leveraging the power of sampling

The quality of insights gleaned from any survey rests largely on the survey sample. In the realm of research, bigger is not necessarily better if a random, representative sample can be attained. It is crucial that your target group reflects the makeup of your overall customer base, workforce or market segment.

When possible, consult a research expert or statistician to determine how many respondents you truly need to achieve statistically reliable results. In practice, some smaller UK businesses conduct quick polls on social media or among newsletters subscribers, which, while imperfect, can still provide valuable pointers. Larger companies might invest in professional panels or use third-party providers to reach wider audience segments. The key is to gather data from a fair cross-section of the population you wish to study.

Analysing and interpreting results

Collecting data is only half the journey. Proper analysis transforms raw feedback into concrete action. One proven strategy is to identify any recurring patterns or outliers, focusing on questions that directly link to your main research goal.

For instance, if your survey is geared towards improving staff retention, pay close attention to aspects such as workplace culture, perceived management support and opportunities for professional development. By spotting trends, such as higher dissatisfaction in a specific office or department, leaders can concentrate effort where it is most needed.

It is crucial that results are shared with relevant stakeholders, ensuring that those who will implement changes have the insights they need. This increases the likelihood that findings are taken seriously and turned into practical solutions.

Using data to inform strategy

The primary advantage of a well-designed survey is the insight it provides to guide strategic decisions. When business leaders are equipped with accurate, up-to-date data, they can target resources effectively, improve customer experiences and future proof their operations against market shifts.

Regularly integrating survey results into board discussions, departmental meetings and performance reviews is a smart way to keep companies agile. With the UK’s economic outlook often changing, data-driven decisions reduce the risk of misguided initiatives and wasted investments.

Adopting a continuous improvement mindset

Business landscapes shift rapidly, and what resonated with your audience six months ago may have little relevance today. To stay a step ahead, a regular cadence of surveys—quarterly or annually—can help companies track changes in consumer preferences, market challenges or employee sentiment. Each completed survey should be a stepping stone, not the final destination.

By comparing the responses from previous surveys, businesses can recognise patterns, track progress towards key performance indicators and identify emerging concerns before they morph into major hurdles. With robust data points in hand, companies are better able to adapt and pivot strategies, meeting the expectations of customers and staff alike.

Ultimately, surveys act as a compass for decision-makers. In the dynamic world of commerce, especially here in the UK, leaders who listen carefully to diverse stakeholder voices enjoy a distinct advantage. With clear objectives, well-crafted questions, thorough analysis and a commitment to continuous improvement, business surveys become invaluable allies—enabling companies to make smarter, more informed decisions for long-term success.

New research shows Scottish businesses crippled by soaring energy costs

A recent report found that zonal pricing could save the UK £55 billion on energy bills, benefiting businesses and households alike

Scottish businesses are feeling the squeeze from rising energy costs, with nearly nine in ten (88%) saying it has impacted them – and 62% reporting a significant impact.

New research conducted by Trends Research commissioned by Octopus Energy reveals the stark reality for businesses across Scotland.

Higher energy prices are affecting jobs, investment and customer prices, with two thirds (66%) of businesses saying it has influenced hiring decisions and more than three quarters (77%) saying it has contributed to price hikes for customers.

While pessimistic about the current situation, businesses are positive regarding the way forward.

The research shows overwhelming support for a shift to zonal pricing – a system where energy costs reflect the amount of energy produced in a region.

Two thirds (64%) support energy pricing reform over just 14% opposition. The highest levels of support came from manufacturing and IT sectors, which could stand to benefit the most from zonal pricing.

With masses of wind farms in Scotland, such a move would give Scottish businesses and households some of the lowest prices in Europe.

If energy prices were to drop significantly, businesses report they would increase staffing levels (64%), invest more in their business (74%) and even bring benefits outside of industry by lowering prices for customers (70%).

This research comes off the back of a landmark report by FTI Consulting commissioned by Octopus Energy**, which found that introducing zonal pricing across the UK could save households and businesses £55 billion on energy bills over the coming decades.

Greg Jackson, Founder of Octopus Energy Group, said: “Under our current system hard-up Scottish households and businesses are exposed to some of the highest energy prices in Europe, while wind farm owners are paid nearly £2 billion annually to turn off cheap green energy in Scotland that could be helping out local consumers.

“This research shows the status quo is indefensible given its impact on jobs and investment. It’s hurting households and businesses and has got to change if we want to grow.

“Under zonal pricing, the whole country would save £55bn on bills, prices in Scotland would be amongst the cheapest in Europe and Scottish businesses would thrive.”

A Scottish business owner who responded to the survey said “[high energy prices] have affected pay increases and the number of new positions we hire.”

Another added: “Scottish businesses must benefit directly from renewable energy generated onshore and offshore in Scotland.”

As the UK looks for ways to tackle high energy costs, Scottish businesses are making it clear: a fairer, greener system that rewards renewables could be the key.

Client: Octopus Energy

UK SMEs risk losing out on over £47bn in R&D tax relief

New Research has found that UK SMEs are failing to claim up to £47 billion in Research and Development (R&D) tax relief.

While 36% of small and medium-sized enterprises across the country engage in innovative activities, fewer than 6% of them actually submit R&D tax claims. This leaves potentially 38,000 businesses each missing an average saving of £70,000.

The research also highlights considerable regional variations. Buckinghamshire stands out as the area with the highest potential tax savings—companies there typically save £138,000 on average. Yet more than 18,000 eligible businesses in the county may be missing out by not making a claim.

Berkshire ranks second in terms of potential savings, yet fewer than 5% of its businesses involved in innovation take advantage of R&D relief. Oxfordshire, a renowned innovation hub, similarly sees low claim rates: just 893 (6%) of its innovative businesses file a claim.

Greater Manchester tops the country for unclaimed R&D tax relief, with the study indicating that despite saving a collective £225 million, regional SMEs are still forgoing a further £2.7 billion. Claire Oakley, Lead research analyst at business research company Trends Research, comments: “Our analysis shows a clear opportunity for UK SMEs to reduce their tax liabilities. These reliefs are crucial for supporting scaling businesses and driving innovation, especially when the Autumn Budget has brought fresh challenges.”

With so many SMEs overlooking R&D tax claims, experts say more support and awareness are needed to spur innovation and underpin growth. “We believe that with the right help, small businesses across the UK can continue to thrive,” Biggs adds.

Client: Department for Business & Trade

Are UK businesses prepared for the new procurement act?

A recent survey conducted by Trends Research for client Constructionline, the pre-qualification and compliance services provider for the construction sector, reveals that many businesses remain underprepared for the upcoming Procurement Act, despite its enforcement date of 24 February 2025.

Lack of awareness and mixed sentiment

• 37% of construction industry leaders are unaware of the Act’s start date

• 69% do not reference the Act in either current or new tenders

• 73% of respondents say they are either ‘on the fence’ or ‘concerned’ about the Act’s potential effects

While awareness around the Act’s timing appears low, 53% of respondents believe the legislation will help ensure a fairer process, and 27% think it could reduce the time spent on tendering.

Perceived benefits and readiness gap

When asked what they consider the most significant potential benefits of the Procurement Act:

• 51% cite greater transparency and accountability

• 16% see better value for money

• 13% view it as an opportunity to facilitate business growth

• 10% expect cost reductions

• 10% forecast increased innovation

Despite this optimism, the survey indicates that the vast majority of firms are not integrating the Act’s requirements into their tendering processes.

In response to the findings, Trends Research worked with Constructionline to publish a guide called ‘Three Golden Rules for the Procurement Act’, designed to help companies understand key obligations and capitalise on potential advantages:

“This research makes it clear that while our industry understands the purpose of the new Act, many are still unsure about how to embed it within their own organisations,” says Nick Smith, Head of Sustainability and Regulation at Constructionline. “The time to act is right now.”

About the survey

Trends Research surveyed nearly 1500 construction leaders across both private and public sectors. Of those:

• 69% were small businesses (1–50 employees)

• 14% were medium-sized businesses (51–250 employees)

• 17% were large enterprises (251–500+ employees)

The new Procurement Act is slated to take effect on Monday, 24 February 2025, requiring contracting authorities to abide by the updated National Procurement Policy Statement (NPPS), published on 13 February 2025.

Our survey of Waitrose shoppers finds fish heads and spam on the menu as belts tighten

Fish heads and Spam are flying off the shelves at Waitrose as even its affluent shoppers feel the cost of living squeeze.

Research we carried out for Waitrose amongst the retailers My Waitrose members found that sales of fish heads — used in curries and stocks — increased by 34 per cent, while 36 per cent more shoppers put Spam in their trolley.

James Bailey, the supermarket’s executive director, said that events of the past year have created “a difficult backdrop for many people”. Consumers face the highest rate of grocery price inflation on record, with the average household facing a £643 jump in their annual bill to £5,265 if they continue to buy the same items.

The rising cost of living is affecting food shopping for the overwhelming majority of households, with 72 per cent of survey respondents saying that they were “more mindful” of their grocery budget. More than a third told Waitrose that they were “very concerned” about how rising costs would affect them as winter approached.

Sales of air fryers jumped by 56 per cent in August to households searching for methods of cooking that involve less energy use.

One in five consumers switched from packaged to loose vegetables to save money and 23 per cent switched to own brand products.

The popularity of so-called “yellow-sticker’’ items has risen this year, with one in four shoppers saying they keep an eye out for discounted goods. A measure used by a quarter of respondents was making a shopping list and sticking to it, the survey showed.

Although most shoppers had tightened their belt, 30 per cent of people surveyed said they were buying more treats this year, with custard tarts, éclairs and cappuccino mousse topping the list of bestselling desserts.

Reducing the amount of food waste is also a priority for many people, with nearly two thirds of those surveyed stating that they “feel guilty about food wastage”. In an effort to reduce costs and cut food waste, 39 per cent of people increased the use of their freezer this year.

“As customers’ budgets are squeezed, making sure you don’t waste the food you do buy will become more important,” Bailey said.

Households are also becoming more aware of the impact of what they eat on the climate, with 36 per cent of survey respondents stating that they are “extremely concerned” about climate change. Although price is still the driving force behind consumers’ choice of groceries, many are prepared to make changes to their shopping basket on environmental grounds.

Thirty-five per cent of people surveyed said that they were prepared to put products back if there was too much packaging. Bailey said creating sustainable partnerships would become important for food businesses as “consumers learn more about the cost of cheap food and its impact on the environment”.

Animal welfare and fair pay are also growing as ethical considerations.

Consumers have also been making changes to their tipple of choice. Sales of rum increased 107 per cent year-on-year, making the UK the third largest rum market in the world.

However, 30 per cent of the survey respondents said they had bought low- and no-alcohol drinks in the past 12 months.

Cutting costs
23% are switching to supermarket-own brands
25% buy “yellow-sticker’’ products
25% write and stick to shopping list
39% increased the use of their freezer this year
21% switching from packaged to loose vegetables
27% are planning meals in advance to cut down on cost and waste

Britons will take out loans to pay bills, survey finds

Millions of adults in the UK would have to borrow money to afford an unexpected bill of £300, research has found.

The survey of 2,000 adults, which was conducted by PwC and TotallyMoney, the credit advice company, found that 16 million adults across the country would struggle with a one-off payment at a time when household income is being squeezed by consumer prices at a 30-year-high.

Inflation reached 7 per cent in March and is expected to hit double digits by autumn, according to the Bank of England’s latest projections. The main driver of the price rises is the surge in global energy prices during the pandemic, which have been compounded by the war in Ukraine.

About one in three adults may struggle to access credit from high street lenders, representing a 50 per cent rise in the last six years, according to the research. Those who are least likely to be able to borrow are typically younger adults on lower incomes. About 8.9 million adults are at risk of falling into this category and are more likely to use their bank account overdrafts for spending on essentials such as groceries and household utilities.

Households will face one of the most significant hits to their take-home pay since records began in 1964, according to forecasts in the Bank’s latest monetary policy report. Real income, the value of earnings after adjusting for the impact of inflation, will fall by 1.75 percentage points this year, according to the Bank’s latest projections, which include the impact of government support for households. The only other time it contracted as much was in 2011 during austerity measures imposed by the former chancellor George Osborne.

Simon Westcott, strategy and UK financial services lead at PwC UK, said: “There is no doubt that the long tail of the pandemic combined with the rising cost of living has put a significant strain on people’s financial health . . . So much so that our survey shows that an estimated 16 million adults in the UK would need to take out some form of credit to afford an unexpected bill of £300.”

He added: “This plus the fact that just over 20 million consumers may then struggle to access high street lending — according to our research — demonstrates the current pressure on budgets. Given the growth and significance of those struggling to make ends meet, action will need to be taken quickly to avoid more people facing challenging financial circumstances.”

The increase in the cost of living will vastly outstrip growth in wages this year, which are expected to go up by an average of 5.75 per cent. The governor of the central bank told reporters today: “I recognise the hardship this will cause for many people in the UK, particularly for those on the lowest incomes, often with little or no savings, who are hit hardest by the increases in basic necessities like food and energy.”

Workers going into office 1.5 days a week, survey suggests

UK workers are going into the office an average of 1.5 days a week, with only 13% coming in on a Friday, our work for Advanced Workplace Associates finds.

It suggests average attendance was 29%, with a peak of 39% mid-week.

During the pandemic, offices shifted to home-working but many have continued with a hybrid model since then.

Pre-Covid, UK workers were going into the office an average of 3.8 days a week, according to the research which covered sectors including banking, energy, engineering, healthcare, insurance and tech.

However, according to the Office for National Statistics (ONS) the majority of people do not work from home.

Its survey in spring 2022, when guidance to work from home was no longer in place in Great Britain, suggested 38% of working adults reported having worked from home at some point over the past seven days.

Advanced Workplace Associates, which advises organisations including the Cabinet Office, NatWest and Network Rail, found the UK was broadly in line with other countries.

It also surveyed 36 offices in 12 other countries, representing more than 27,000 people.

The consultancy’s findings suggested people were coming into the office an average of 1.4 days a week, compared to 3.8 days a week pre-pandemic.

Average attendance was 26%, with a peak of 35% mid-week.

North America and Latin America had the lowest average attendance.

Banking had the highest average attendance of the sectors surveyed and tech had the lowest.

The survey suggested organisations with hybrid working policies – where they specify employees should be in the office for a certain number of days – had higher attendance than those that did not.

However, employees still appeared to be going into the office less than the policy mandated.

If an employer trusts its teams to set their own policies, attendance is 41% – almost the same as where a three-day week is imposed.

The UK government first asked people to work from home if they could in March 2020.

Guidance and legal restrictions have varied between different parts of the UK since then but in England and Scotland advice to work from home was lifted most recently in January. Other parts of the UK kept the guidance in place for longer but eventually dropped it.

Over 90% of UK employees want to stay working at home

Only 7 per cent of British workers want to return to the office full-time after Covid-19 restrictions are lifted, a survey has indicated.

Half of those surveyed said that they would choose to work from home either every day or most days. The remainder would choose to work from home some of the time.

The research found that men were on the whole keener to return than women, with 49 per cent willing to go back to the office to some extent, compared with 44 per cent of women.

It found that people with three or more children were the most likely to want to return to the office, making up 11 per cent of those who wished to do so. However, only 13 per cent of the respondents said that they could manage and train teams as effectively as in an office environment. Only 26 per cent felt that their creativity and ability to brainstorm were unaffected.

Andy Haldane, chief economist at the Bank of England, suggested last month that working from home could stifle creativity and hamper productivity if it continued in the longer term.

The Trends Research survey of UK SME workers found that a cash incentive of £10 or less a day would be enough to persuade 31 per cent to return.

Business owner Richard Alvin, whose company adopted a hybrid working from home model in 2011, said: “The research shows us there’s a clear appetite for UK office workers to retain the option of remote working. We introduced it nearly a decade again and people told me that I was mad, but we have seen clear benefits in terms of productivity growth as well as a reduction in our fixed costs.”

When asked for the key reasons for wanting to work from home, 72 per cent said “comfort” and 50 per cent said that they felt more productive. Fear of contracting coronavirus in the office remains a concern, cited by 32 per cent. Half said that they spent too much time commuting; a quarter said that they enjoyed time away from colleagues.

Almost half of the 5,000 adults interviewed between October 22 and 25 felt that being based at home affected the standard of their work. Only 57 thought the quality of their work was at least as good as when they were in an office. A quarter were adamant that no incentive would persuade them to work more frequently from the office.

Published by Business Matters – https://bmmagazine.co.uk/news/over-90-of-uk-employees-want-to-stay-working-at-home/