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What are the different types of reports, what does a report look like, what you should look for in a reporting tool, types of reporting for every business & purpose.
Businesses have been producing reports forever. No matter what role or industry you work in, chances are that you have been faced with the task of generating a tedious report to show your progress or performance.
While reporting has been a common practice for many decades, the business world keeps evolving, and with more competitive industries, the need to generate fast and accurate reports becomes critical. This presents a problem for many modern organizations today, as building reports can take from hours to days. In fact, a survey about management reports performed by Deloitte says that 50% of managers are unsatisfied with the speed of delivery and the quality of the reports they receive.
With this issue in mind, several BI tools, such as RIB BI+ , have been developed to assist businesses in generating interactive reports with just a few clicks, enhancing the way companies make critical decisions and service insights from their most valuable data.
But, with so many types of reports used daily, how can you know when to use them effectively? How can you push yourself ahead of the pack with the power of information? Here, we will explore the 14 most common types of reports in business and provide some examples of when to use them to your brand-boosting advantage. In addition, we will see how online dashboards have overthrown the static nature of classic reports and given way to a much faster, more interactive way of working with data.
Let’s get started with a brief report definition.
A report is a document that presents relevant business information in an organized and understandable format. Each report is aimed at a specific audience and business purpose, and it summarizes the development of different activities based on goals and objectives.
That said, there are various types of reports that can be used for different purposes. Whether you want to track the progress of your strategies or stay compliant with financial laws, there is a different report for each task. To help you identify when to use them, we will cover the top 14 most common report formats used for businesses today.
The first in our list of reporting types is informational reports. As their name suggests, this report type aims to give factual insights about a specific topic. This can include performance reports, expense reports, and justification reports, among others. A differentiating characteristic of these reports is their objectivity; they are only meant to inform but not propose solutions or hypotheses. Common informational reports examples are for performance tracking, such as annual, monthly, or weekly reports.
This report type contains a mix of useful information to facilitate the decision-making process through a mix of qualitative and quantitative insights as well as real-time and historical insights. Unlike informational reports that purely inform users about a topic, this report type also aims to provide recommendations about the next steps and help with problem-solving. With this information in hand, businesses can build strategies based on analytical evidence and not simple intuition. With the use of the right BI reporting tool, businesses can generate various types of analytical reports that include accurate forecasts via predictive analytics technologies. Let’s look at it with an analytical report example.
The example above is the perfect representation of how analytical reports can boost a business’s performance. By getting detailed information such as sales opportunities, a probability rate, as well as an accurate pipeline value forecast based on historical data, sales teams can prepare their strategies in advance, tackle any inefficiencies, and make informed decisions for increased efficiency.
These reports track every pertinent detail of the company’s operational tasks, such as its production processes. They are typically short-term reports as they aim to paint a picture of the present. Businesses use this type of report to spot any issues and define their solutions or to identify improvement opportunities to optimize their operational efficiency. Operational reports are commonly used in manufacturing, logistics, and retail as they help keep track of inventory, production, and costs, among others.
Next in our list of the most common kinds of reports, we have industry-specific reports. As its name suggests, these types of reports are used in specific industries and provide valuable information about KPIs and goals that are unique to that industry. For instance, construction reports are invaluable tools to track project progress and extract valuable conclusions to optimize processes.
The example below is a report for a construction company that has multiple active projects. The template offers a complete overview of performance with KPIs related to contract value, budget, and profit margins, among other things. That said, the most valuable part of this report is the detailed overview of finishing projects and projects in execution, where we see that industry-specific KPIs like the SPI and CPI are tracked for each project with color to understand the status at a glance. Templates like this one play a fundamental role in efficient project management in construction as they offer the necessary overview to make smart decisions with fresh data.
As its name suggests, this report type is used to monitor several aspects related to product development. Businesses often use them to track which of their products or subscriptions are selling the most within a given time period, calculate inventories, or see what kind of product the client values the most. Another common use case of these reports is to research the implementation of new products or develop existing ones. Let’s see it in more detail with a visual example.
The image above is a product report that shows valuable insights regarding usage intention, purchase intention, willingness to pay, and more. In this case, the report is based on the answers from a survey that aimed to understand how the target customer would receive a new product. Getting this level of insight through this report type is very useful for businesses as it allows them to make smart investments in new products and set realistic pricing based on their clients’ willingness to pay.
These reports are specific to each department or business function. They serve as a communication tool between managers and team members who must stay connected and work together for common goals. Whether it is the sales department, customer service, logistics, or finances, this specific report type helps track and optimize strategies on a deeper level. Let’s look at it with an example of a team performance report.
The image above is a department report created with an online data analysis tool, and it tracks the performance of a support team. This insightful report displays relevant metrics such as the top-performing agents, net promoter score, and first contact resolution rate, among others. Having this information in hand not only helps each team member to keep track of their individual progress but also allows managers to understand who needs more training and who is performing at their best.
From the branch of informational reports, progress reports provide critical information about a project’s status. Employees or managers can produce these reports daily, weekly, or monthly to track performance and fine-tune tasks for the project’s better development. Progress reports are often used as visual materials to support meetings and discussions. A good example is a KPI scorecard.
A type of report that encompasses many others on this list, internal reports refer to any type of report that is used internally in a business. They convey information between team members and departments to keep communication flowing regarding goals and business objectives.
As mentioned above, internal reports are useful communication tools to keep every relevant person in the organization informed and engaged. This healthcare report aims to do just that. By providing insights into the performance of different departments and areas of a hospital, such as in and outpatients, average waiting times, treatment costs, and more, healthcare managers can allocate resources and plan the schedule accurately, as well as monitor any changes or issues in real-time.
Although most of the report types listed here are used for internal purposes, not all reporting is meant to be used behind closed doors. External reports are created to share information with external stakeholders such as clients or investors for budget or progress accountability, as well as for governmental bodies to stay compliant with the law requirements.
The image above is the perfect example of an external client report from an IT project. This insightful report provides a visual overview of every relevant aspect of the project’s development. From deadlines, budget usage, completion stage, and task breakdown, clients can be fully informed and involved in the project.
Next, in our rundown of types of reports, we have vertical and lateral reports. This reporting type refers to the direction in which a report travels. A vertical report is meant to go upward or downward the hierarchy, for example, a management report. A lateral report assists in organization and communication between groups that are at the same level of the hierarchy, such as the financial and marketing departments.
Without a doubt, one of the most vital reporting types for any modern business is centered on research. Being able to collect, collate, and drill down into insights based on key pockets of your customer base or industry will give you the tools to drive innovation while meeting your audience’s needs head-on.
The image above is a market research analytics report example for customer demographics. It serves up a balanced blend of metrics that will empower you to boost engagement as well as retention rates. Here, you can drill down into your audience’s behaviors, interests, gender, educational levels, and tech adoption life cycles with a simple glance.
What’s particularly striking about this dashboard is the fact that you can explore key trends in brand innovation with ease, gaining a working insight into how your audience perceives your business. This invaluable type of report will help you get under the skin of your consumers, driving growth and loyalty in the process.
Strategy is a vital component of every business, big or small. Strategic analytics tools are perhaps the broadest and most universal of all the different types of business reports imaginable.
These particular tools exist to help you consistently understand, meet, and exceed your most pressing organizational goals by providing top-level metrics on various initiatives or functions.
By working with strategic-style tools, you will:
Projects are key to keeping a business moving in the right direction while keeping innovation and evolution at the forefront of every plan, communication, or campaign. But without the right management tools, a potentially groundbreaking project can become a resource-sapping disaster.
A project management report serves as a summary of a particular project’s status and its various components. It’s a visual tool that you can share with partners, colleagues, clients, and stakeholders to showcase your project’s progress at multiple stages. Let’s look at our example and dig a little deeper.
Our example above is a construction project management dashboard that offers a 360-degree view of a project’s development. This invaluable construction collaboration tool can help keep every relevant project stakeholder involved and informed about the latest developments to ensure maximum efficiency and transparency.
Work and budget development and cost breakdown charts can help develop efficient construction cost control strategies to ensure the project remains profitable and on schedule. On the other hand, progress metrics like the SPI and the CPI can help assess construction productivity issues that can lead to delays and costly overruns.
It may not seem exciting or glamorous, but keeping your business’s statutory affairs in order is vital to your ongoing commercial health and success.
When it comes to submitting vital financial and non-financial information to official bodies, one small error can result in serious repercussions. As such, working with statutory report formats is a watertight way of keeping track of your affairs and records while significantly reducing the risk of human error.
Armed with interactive insights and dynamic visuals, you will keep your records clean and compliant while gaining the ability to nip any potential errors or issues in the bud.
Now that we’ve covered the most relevant types of reports, we will answer the question: what does a report look like?
As mentioned at the beginning of this insightful guide, static reporting is a thing of the past. With the rise of modern technologies like self-service BI tools, the use of interactive reports in the shape of business dashboards has become more and more popular among companies.
Unlike static reports that take time to be generated and are difficult to understand, modern reporting tools are intuitive. Their visual nature makes them easy to understand for any type of user, and they provide businesses with a central view of their most important performance indicators for an improved decision-making process. Here, we will cover 20 useful dashboard examples from different industries, functions, and platforms to put the value of dashboard reporting into perspective.
Keeping finances in check is critical for success. This financial report offers an overview of the most important financial metrics that a business needs to monitor its economic activities and answer vital questions to ensure healthy finances.
With insights about liquidity, invoicing, budgeting, and general financial stability, managers can extract long and short-term conclusions to reduce inefficiencies, make accurate forecasts about future performance, and keep the overall financial efficiency of the business flowing. For instance, getting a detailed calculation of the business’s working capital can allow you to understand how liquid your company is. If it’s higher than expected, it means you have the potential to invest and grow—definitely one of the most valuable types of finance reports.
Our next example is a construction report offering the perfect overview for efficient construction bid management . In this case, the template is tracked for an enterprise that has multiple projects working simultaneously and needs a general view of how everything is performing to ensure maximum efficiency.
The key metric highlighted in this report is the net bid value, which shows the value of all submitted bids, including canceled ones. As seen in the net bid value by status chart, only a small amount is accounted for canceled bids, which means this organization’s construction bidding process is efficient. The rest of the charts displayed in the template help provide a deeper understanding of bids to make informed decisions.
Another valuable aspect of this construction report is its interactivity. The filters on top allow the user to visualize only data for a specific category, project classification, or bid status, making it possible to answer any questions that arise during meetings or discussions. This was not possible in the past as the construction industry relied heavily on static reporting. Luckily, with the rise of digital construction tools, like interactive real-time reporting, they no longer need to rely solely on intuition or outdated information. Instead, they have fresh insights at all times.
Our following example is a marketing report that ensures a healthy return on investment from your marketing efforts. This type of report offers a detailed overview of campaign performance over the last 12 weeks. Having access to this information enables you to maximize the value of your promotional actions, keeping your audience engaged by providing a targeted experience.
For instance, you can implement different campaign formats as a test and then compare which one is most successful for your business. This is possible thanks to the monitoring of important marketing metrics such as the click-through rate (CTR), cost per click (CPC), cost per acquisition (CPA), and more.
The visual nature of this report makes it easy to understand important insights at a glance. For instance, the four gauge charts at the top show the total spending from all campaigns and how much of the total budget of each campaign has been used. In just seconds, you can see if you are on target to meet your marketing budgets for every single campaign.
An intuitive sales dashboard like the one above is the perfect analytical tool to monitor and optimize sales performance. Armed with powerful high-level metrics, this report type is especially interesting for managers, executives, and sales VPs as it provides relevant data to ensure strategic and operational success.
The value of this sales report lies in the fact that it offers a complete and comprehensive overview of relevant insights needed to make smart sales decisions. For instance, at the top of an analysis tool, you get important metrics such as the number of sales, revenue, profit, and costs, all compared to a set target and to the previous time period. The use of historical data is fundamental when building successful sales strategies as they provide a picture of what could happen in the future. Being able to filter the key metrics all in one screen is a key benefit of modern reporting.
Our next report example concerns human resources analytics. The HR department needs to track various KPIs for employee performance and effectiveness. However, it must also ensure that employees are happy and working in a healthy environment since an unhappy workforce can significantly damage an organization. This intuitive dashboard makes this possible.
Providing a comprehensive mix of metrics, this employee-centric report drills down into every major element needed to ensure successful workforce management. For example, the top portion of the dashboard covers absenteeism in 3 different ways: yearly average, absenteeism rate with a target of 3.8%, and absenteeism over the last five years. Tracking absenteeism rates in detail is helpful as it can tell you if your employees are skipping workdays. If the rate is over the expected target, then you have to dig deeper into the reasons and find sustainable solutions.
On the other hand, the second part of the dashboard covers the overall labor effectiveness (OLE). This can be tracked based on specific criteria that HR predefined, and it helps them understand if workers are achieving their targets or if they need extra training or help.
Managers must monitor big amounts of data to ensure that the business is running smoothly. One of them being investor relationships. This management dashboard focuses on high-level metrics that shareholders need to look at before investing, such as the return on assets, return on equity, debt-equity ratio, and share price, among others.
By getting an overview of these important metrics, investors can easily extract the needed insights to make an informed decision regarding an investment in your business. For instance, the return on assets measures how efficiently are the company’s assets being used to generate profit. With this knowledge, investors can understand how effectively your company deploys available resources compared to others in the market. Another great indicator is the share price; the higher the increase in your share price, the more money your shareholders are making from their investment.
Just like all the other departments and sections covered in this list, the IT department is one that can especially benefit from these types of reports. With so many technical issues to solve, the need for a visual tool to help IT specialists stay on track with their workload becomes critical.
As seen in the image above, this IT dashboard offers detailed information about different system indicators. For starters, we get a visual overview of the status of each server, followed by a detailed graph displaying the uptime & downtime of each week. This is complemented by the most common downtown issues and some ticket management information. Getting this level of insight helps your IT staff to know what is happening and when it is happening and find proper solutions to prevent these issues from repeating themselves. Keeping constant track of these metrics will ensure robust system performance.
The following report example was built with intuitive procurement analytics software. It gives a general view of various metrics that any procurement department needs to manage suppliers efficiently.
With the possibility to filter, drill down, and interact with KPIs, this intuitive procurement dashboard offers key information to ensure a healthy supplier relationship. With metrics such as compliance rate, the number of suppliers, or the purchase order cycle time, the procurement team can classify the different suppliers, define the relationship each of them has with the company and optimize processes to ensure it stays profitable.
One of the industries that could truly benefit from this template is construction. Managing procurement in construction projects is not easy, as suppliers must be picked carefully to ensure they meet the project’s needs. An overview like this one can help assess the abilities of each supplier to choose the ones that best meet the requirements. In construction, supplier selection is more than just about pricing, it also involves availability, certifications, quality, etc.
Following our list of examples of reports is one from the support area. Armed with powerful customer service KPIs, this dashboard is a useful tool for monitoring performance, spotting trends, identifying strengths and weaknesses, and improving the overall effectiveness of the customer support department.
Covering aspects such as revenue and costs from customer support as well as customer satisfaction, this complete analysis tool is the perfect tool for managers who have to keep an eye on every little detail from a performance and operational perspective. For example, by monitoring your customer service costs and comparing them to the revenue, you can understand if you are investing the right amount into your support processes. This can be directly related to your agent’s average time to solve issues; the longer it takes to solve a support ticket, the more money it will cost and the less revenue it will bring. If your agents take too long to solve an issue, you can think of some training instances to help them reduce this number.
This list of report types would not be complete without a market research report. Market research agencies deal with a large amount of information coming from surveys and other research sources. Considering that, reports that can be filtered for deeper interaction become more necessary for this industry than for any other.
The image above is a brand analytics dashboard that displays the survey results about how the public perceives a brand. This savvy tool contains different charts that make it easy to understand the information visually. For instance, the map chart with the different colors lets you quickly understand in which regions each age range is located. The charts can be filtered further to see the detailed answers from each group for a deeper analysis.
Last but not least, we have a social media report. This scorecard-format dashboard monitors the performance of four main social media channels: Facebook, Twitter, Instagram, and YouTube. It serves as a perfect visual overview to track the performance of different social media efforts and achievements.
Tracking relevant metrics such as followers, impressions, clicks, engagement rates, and conversions, this report type serves as a perfect progress report for managers or clients who need to see the status of their social channels. Each metric is shown in its actual value and compared to a set target. The colors green and red from the fourth column let you quickly understand if a metric is over or under its expected target.
Logistics are the cornerstone of an operationally fluent and progressive business. If you deal with large quantities of goods and tangible items, in particular, maintaining a solid logistical strategy is vital to ensuring you maintain your brand reputation while keeping things flowing in the right direction.
A prime example designed to improve logistical management, our warehouse KPI dashboard is equipped with metrics required to maintain strategic movement while eliminating any unnecessary costs or redundant processes. Here, you can dig into your shipping success rates across regions while accessing warehouse costs and perfect order rates in real-time. If you spot any potential inefficiencies, you can track them here and take the correct course of action to refine your strategy. This is an essential tool for any business with a busy or scaling warehouse.
Next, in our essential types of business reports examples, we’re looking at tools made to improve your business’s various manufacturing processes.
Our clean and concise production tool is a sight to behold and serves up key manufacturing KPIs that improve the decision-making process regarding costs, volume, and machinery.
Here, you can hone in on historical patterns and trends while connecting with priceless real-time insights that will not only enable you to make the right calls concerning your manufacturing process at the moment but will also allow you to formulate predictive strategies that will ultimately save money, boost productivity, and result in top-quality products across the board.
As a retailer with so many channels to consider and so many important choices to make, working with the right metrics and visuals is absolutely essential. Fortunately, we live in an age where there are different types of reporting designed for this very reason.
Our sales and order example, generated with retail analytics software, is a dream come true for retailers as it offers the visual insights needed to understand your product range in greater detail while keeping a firm grip on your order volumes, perfect order rates, and reasons for returns.
Gaining access to these invaluable insights in one visually presentable space will allow you to track increases or decreases in orders over a set timeframe (and understand whether you’re doing the right things to drive engagement) while plowing your promotional resources into the products that are likely to offer the best returns.
Plus, by gaining an accurate overview of why people are returning your products, you can omit problem items or processes from your retail strategy, improving your brand reputation as well as revenue in the process.
The content and communications you publish are critical to your ongoing success, regardless of your sector, niche, or specialty. Without putting out communications that speak directly to the right segments of your audience at the right times in their journey, your brand will swiftly fade into the background.
To ensure your brand remains inspiring, engaging, and thought-leading across channels, working with media types of a business report is essential. You must ensure your communications cut through the noise and scream ‘quality’ from start to finish—no ifs, no buts, no exceptions.
Our content quality control tool is designed with a logical hierarchy that will tell you if your content sparks readership, if the language you’re using is inclusive and conversational, and how much engagement-specific communications earn. You can also check your most engaging articles with a quick glance to understand what your users value most. Armed with this information, you can keep creating content that your audience loves and ultimately drives true value to the business.
In the age of sustainability and in the face of international fuel hikes, managing the energy your business uses effectively is paramount. Here, there is little room for excess or error, and as such, working with the right metrics is the only way to ensure successful energy regulation.
If your company has a big HQ or multiple sites that require power, our energy management analytics tool will help you take the stress out of managing your resources. One of the most striking features of this dashboard is the fact that it empowers you to compare your company’s energy usage against those from other sectors and set an accurate benchmark.
Here, you can also get a digestible breakdown of your various production costs regarding energy consumption and the main sources you use to keep your organization running. Regularly consulting these metrics will not only allow you to save colossal chunks of your budget, but it will also give you the intelligence to become more sustainable as an organization. This, in turn, is good for the planet and your brand reputation—a real win-win-win.
The fast-moving consuming goods (FMCG) industry can highly benefit from a powerful report containing real-time insights. This is because the products handled in this sector, which are often food and beverages, don’t last very long. Therefore, having a live overview of all the latest developments can aid decision-makers in optimizing the supply chain to ensure everything runs smoothly and no major issues happen.
Our report format example above aims to do just that by providing an overview of critical performance indicators, such as the percentage of products sold within freshness date, the out-of-stock rate, on-time in full deliveries, inventory turnover, and more. What makes this template so valuable is the fact that it provides a range of periods to get a more recent view of events but also a longer yearly view to extract deeper insights.
The FMCG dashboard also offers an overview of the main KPIs to aid users in understanding if they are on the right track to meet their goals. There, we can observe that the OTIF is far from its target of 90%. Therefore, it should be looked at in more detail to optimize it and prevent it from affecting the entire supply chain.
Regardless of your industry, if you have a website, you probably require a Google Analytics report. This powerful tool helps you understand how your audience interacts with your website while helping you reach more people through the Google search engine. The issue is that the reports the tool provides are more or less basic and don’t give you the dynamic and agile view you need to stay on top of your data and competitors.
For that reason, we generated a range of Google Analytics dashboards that take your experience one step further by allowing you to explore your most important KPIs in real-time. That way, you’ll be able to spot any potential issues or opportunities to improve as soon as they occur, allowing you to act on them on the spot.
Among some of the most valuable metrics you can find in this sample are the sessions and their daily, weekly, and monthly development, the average session duration, the bounce rate by channel and by top 5 countries, among others.
Another very important platform that companies use, no matter their size or industry, is LinkedIn. This platform is the place where companies develop and showcase their corporate image, network with other companies, and tell their clients and audience about the different initiatives they are developing to grow and be better. Some organizations also use LinkedIn to showcase their charity or sustainability initiatives.
The truth is LinkedIn has become an increasingly relevant platform, and just like we discussed with YouTube, organizations need to analyze data to ensure their strategies are on the right path to success.
The template above offers a 360-degree view of a company page’s performance. With metrics such as the followers gained, engagement rate, impressions vs unique impressions, CTR, and more. Decision-makers can dive deeper into the performance of their content and understand what their audience enjoys the most. For instance, by looking at the CTR of the last 5 company updates, you can start to get a sense of what topics and content format your audience on the platforms interact with the most. That way, you’ll avoid wasting time and resources producing content without interaction.
Moving on from platform-related examples, we have one last monthly report template from a very relevant sector, the healthcare industry. For decades now, hospitals and healthcare professionals have benefited from data to develop new treatments and analyze unknown diseases. But data can also help to ensure daily patient care is of top quality.
Our sample above is a healthcare dashboard report that tracks patient satisfaction stats for a clinic named Saint Martins Clinic. The template provides insights into various aspects of patient care that can affect their satisfaction levels to help spot any weak areas.
Just by looking at the report in a bit more detail, we can already see that the average waiting time for arrival at a bed and time to see a doctor are on the higher side. This is something that needs to be looked into immediately, as waiting times are the most important success factors for patients. Additionally, we can see those lab test turnarounds are also above target. This is another aspect that should be optimized to prevent satisfaction levels from going down.
As you learned from our extensive list of examples, different reports are widely used across industries and sectors. Now, you might wonder, how do I get my hands on one of these reports? The answer is a professional online reporting tool. With the right software in hand, you can generate stunning reports to extract the maximum potential out of your data and boost business growth in the process.
But, with so many options in the market, how do make sure you choose the best tool for your needs? Below we cover some of the most relevant features and capabilities you should look for to make the most out of the process.
To ensure successful operations, a business will most likely need to use many reports for its internal and external strategies. Manually generating these reports can become a time-consuming task that burdens the business. That is why professional reporting software should offer pre-made reporting templates. At RIB, we offer an extensive template library for the construction industry that allows users to generate reports in a matter of seconds—allowing them to use their time on actually analyzing the information and extracting powerful insights from it.
If you look for report templates on Google, you might run into multiple posts about written ones. This is not a surprise, as written reports have been the norm for decades. That being said, a modern approach to reporting has developed in the past years where visuals have taken over text. The value of visuals lies in the fact that they make the information easier to understand, especially for users who have no technical knowledge. But most importantly, they make the information easier to explore by telling a compelling story. For that reason, the tool you choose to invest in should provide you with multiple visualization options to have the flexibility to tell your data story in the most successful way possible.
While pre-made templates are fundamental to generating agile reports, being able to customize them to meet your needs is also of utmost importance. At RIB Software, we offer our users the possibility to customize their construction reports to fit their most important KPIs, as well as their logo, business colors, and font. This is an especially valuable feature for external reports that must be shown to clients or other relevant stakeholders, giving your reports a more professional look. Customization can also help from an internal perspective to provide employees who are uncomfortable with data with a familiar environment to work in.
In the fast-paced world we live in today, having static reports is not enough. Businesses need to have real-time access to the latest developments in their data to spot any issues or opportunities as soon as they occur and act on them to ensure their resources are spent smartly and their strategies are running as expected. Doing so will allow for agile and efficient decision-making, giving the company a huge competitive advantage.
Communication and collaboration are the basis of a successful reporting process. Today, team members and departments need to be connected to ensure everyone is on the right path to achieve general company goals. That is why the tool you invest in should offer flexible sharing capabilities to ensure every user can access the reports. For instance, we offer our users the possibility to share reports through automated emails or password-protected URLs with viewing or editing rights depending on what data the specific user can see and manipulate. A great way to keep everyone connected and boost collaboration.
As we’ve seen throughout our journey, businesses use different report formats for diverse purposes in their everyday activities. Whether you’re talking about types of reports in research, types of reports in management, or anything in between, these dynamic tools will get you where you need to be (and beyond).
In this post, we covered the top 14 most common ones and explored key examples of how different report types are changing the way businesses are leveraging their most critical insights for internal efficiency and, ultimately, external success.
With modern tools and solutions, reporting doesn’t have to be a tedious task. Anyone in your organization can rely on data for their decision-making process without needing technical skills. Rather, you want to keep your team connected or show progress to investors or clients. There is a report type for the job. To keep your mind fresh, here are the top 14 types of data reports covered in this post:
At RIB Software , we provide multiple solutions to make construction companies’ lives easier. Our construction data analytics software, RIB BI+, offers powerful business intelligence and reporting capabilities to help businesses in the building sector manage their data and make data-driven decisions to boost the quality of their projects. If you are ready to benefit from automated, interactive analytics, get a demo of RIB BI+ today!
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Blog Beginner Guides 17 Types of Reports for Reporting and Decision Making
Written by: Danesh Ramuthi Dec 22, 2023
Reports are indispensable tools for communication and analysis, providing structured and clear presentations of data, findings, and insights.
The spectrum of report types is as diverse as their applications, ranging from analytical reports that offer deep insights into data, to informational reports that present facts in a straightforward manner. Other common types include feasibility reports, research reports, and progress reports, each designed to fulfill specific objectives in different professional contexts.
Recognizing the myriad types of reports and their applications is essential for effective communication and decision-making. While it’s challenging to pinpoint an exact number, the variety of reports is vast and continuously evolving to meet the dynamic needs of different industries and technological advancements.
For professionals seeking to master the art of report writing, Venngage offers report maker and customizable report templates . These tools are tailored to facilitate the creation of professional, visually compelling reports, suitable for a wide range of report types.
Table of content:
External reports, annual reports, monthly reports, weekly reports, daily reports, financial reports, incident reports, marketing reports, sales reports, progress reports, project status reports, survey reports, informational reports, analytical reports, final thoughts.
Formal reports are comprehensive documents often used in business and academic settings to convey detailed information, research findings, or recommendations. These reports are characterized by a structured format, including elements like a title page, table of contents, executive summary, and bibliography.
Precision and clarity in language are essential, as formal reports are typically intended for stakeholders who make key decisions based on the data presented. They often include charts, graphs, and other visual aids to support the text, providing a thorough analysis of the topic at hand.
Informal reports are typically shorter and less structured than formal reports. They are used for routine communication within an organization, such as updates, brief summaries, or informal proposals .
These reports are usually more conversational in tone, making them more accessible and easier to read. Informal reports may not require extensive data or research and often bypass elements like the title page or table of contents. They are an effective tool for quick and efficient communication of essential information within teams or departments.
Internal reports are documents used within an organization to share information, analyze operations, or make recommendations. They are intended for an internal audience, such as management, employees, or departments, and are not typically shared outside the organization.
These reports can be formal or informal, depending on their purpose and audience. Internal reports play a crucial role in decision-making, problem-solving, and strategy development, providing valuable insights into various aspects of the organization’s functioning.
External reports are prepared with the intent of sharing information with parties outside of the organization, such as investors, clients, regulatory bodies, or the general public. These reports must be meticulously crafted, as they reflect the organization’s professionalism and credibility.
They often include annual reports, financial statements, compliance reports, and research findings. External reports require accuracy and transparency, often following specific guidelines or standards set by external entities.
The language and presentation of these reports are tailored to meet the expectations and requirements of the external audience.
Annual reports are comprehensive reflections of a year’s accomplishments, challenges, and financial health for businesses and organizations. These reports, often crafted with a blend of informational and analytical insights, provide a detailed overview of the year’s activities, including achievements, financial performance, and future projections.
Key components like an executive summary, financial statements, and marketing strategies are presented in a formal report format, offering stakeholders an in-depth look at the organization’s progress. Annual reports not only serve as statutory documents but also as tools for strategic planning and investor relations, often accompanied by engaging graphics and narratives to highlight the year’s milestones.
Monthly reports offer a regular pulse check on a business’s operations, giving insights into ongoing projects, sales performance, and financial health. These reports typically combine data analysis and narrative to present a clear picture of the month’s activities.
Key performance indicators (KPIs) are often highlighted to track progress against goals. Whether it’s a monthly end-close sales report, financial overview, or inventory status, these reports provide essential feedback to management, allowing for timely adjustments in strategies or operations.
In businesses where rapid changes occur, such as sales or marketing departments, monthly reports and dashboards are invaluable tools for staying aligned with short-term objectives and long-term goals.
Weekly reports serve as a compass for short-term progress and immediate action in various business contexts. These brief yet insightful documents focus on key developments, challenges, and accomplishments over a week.
They often include updates on project milestones, team performance, and any immediate issues needing attention. In fast-paced environments, weekly reports are crucial for maintaining momentum and ensuring team alignment.
Typically informal in nature, these reports are designed for quick consumption and prompt decision-making, often utilized by teams to stay connected and informed about ongoing activities and impending deadlines.
Daily reports are snapshots of day-to-day operations, crucial for industries and roles where real-time information is pivotal. These reports , often succinct and to-the-point, cover essential activities, key metrics, and immediate concerns.
From a daily sales report in a bustling retail environment to a project status update in a dynamic construction site, these reports provide a continuous stream of information for timely decision-making. They are instrumental in managing daily workflows, addressing urgent issues, and keeping all stakeholders in the loop.
Daily reports, usually brief and focused, play a significant role in ensuring smooth daily operations and immediate response to any arising challenges.
In business, numbers tell a compelling story, particularly through financial reports . These documents are crucial in painting a detailed picture of a company’s financial health. They encompass various statements, including income, cash flow, and balance sheets, offering a window into profitability, liquidity, and financial stability.
Key for stakeholders, from investors to managers, these reports inform critical decisions, shape financial strategies, and ensure regulatory compliance. The precision and detail in these reports are paramount, as they not only reflect current fiscal standing but also guide future financial planning.
When unexpected events occur, the clarity and detail provided in incident reports become invaluable. These documents meticulously record incidents, outlining the specifics of when, where, and how they unfolded, and the immediate response enacted.
Essential in risk management, these reports aid in identifying causes, enhancing safety protocols, and preventing recurrence.
Their factual and objective nature ensures a clear understanding of each incident, making them integral in maintaining safety standards and complying with legal and regulatory requirements.
The pulse of a company’s marketing efforts is captured in marketing reports . These analytical tools evaluate the effectiveness of marketing strategies, from consumer engagement to campaign returns.
By tracking key metrics such as web traffic, lead generation, and social media activity, these reports offer a comprehensive view of marketing successes and areas for improvement. Regular analysis through these reports is crucial for adapting to market dynamics, optimizing marketing strategies, and ensuring effective allocation of marketing resources.
Within the world of commerce, sales reports serve as a navigator, guiding through the complex seas of sales data. These reports offer a panoramic view of sales performance, highlighting trends, customer preferences, and revenue streams.
Businesses rely on these reports to gauge product performance, identify market opportunities, and strategize for future sales growth. The insights gained from sales reports are instrumental in target setting, forecasting, and formulating tactics to enhance sales effectiveness.
The journey of a project, with its triumphs and challenges, is chronicled in progress reports . These documents offer a periodic snapshot of ongoing projects, detailing accomplishments, pending tasks, and hurdles encountered along the way. They serve as a communication bridge between project teams and stakeholders, ensuring transparency and alignment on project objectives and timelines.
Effective progress reports are key in steering projects towards their successful completion, keeping all parties informed and engaged in the project’s journey.
When navigating the complexities of project management, project status reports act as essential beacons, illuminating the current state of affairs. These documents offer a snapshot of progress, detailing milestones achieved, upcoming tasks, and any roadblocks encountered.
Vital for keeping stakeholders informed, they enable proactive decision-making and ensure that everyone involved has a clear understanding of the project’s trajectory.
Survey reports are invaluable tools, translating responses into meaningful insights. These reports compile and analyze survey data, providing a clear picture of public opinions, customer satisfaction, or market trends. The findings in these reports guide strategic planning, product development, and customer engagement strategies, making them crucial for informed decision-making in various sectors.
Serving as the foundation of effective communication in organizations, informational reports present facts and data in a straightforward manner. They are designed to inform, rather than persuade, providing clear and concise information on a specific topic, event, or situation.
These reports are essential for keeping team members, management, and stakeholders updated on various aspects of business operations, without the inclusion of analysis or recommendations.
Analytical reports stand at the crossroads of data and decision-making. These documents delve deep into data, examining patterns, trends, and correlations to provide a comprehensive analysis. They play a pivotal role in guiding business, HR strategies , policy-making, and problem-solving.
By offering insights and recommendations based on thorough analysis, these reports are instrumental in enabling organizations to make well-informed decisions.
Related: 50+ Essential Business Report Examples with Templates
There are many types of reports, encompassing everything from formal to informal, internal to external, and from financial to marketing reports. Each type serves a unique purpose, catering to different needs within a business or educational context. Understanding these differences is key to creating reports that are not just informative but also impactful.
Financial reports require meticulous detail, while marketing reports thrive on creativity and analytics. Similarly, progress and project status reports are essential in keeping stakeholders informed and projects on track.
Creating these reports doesn’t have to be a daunting task. Venngage offers a versatile report maker and a variety of report templates , making it easier to design reports that are both professional and visually appealing. With Venngage’s tools at your disposal, you can transform data and information into compelling narratives that resonate with your audience.
Remember, the right report can not only convey essential information but also inspire action, guide decision-making, and reflect the health and progress of your endeavors. So, take advantage of the resources available to you and elevate your reporting to the next level with Venngage.
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Methodology
Research methods are specific procedures for collecting and analyzing data. Developing your research methods is an integral part of your research design . When planning your methods, there are two key decisions you will make.
First, decide how you will collect data . Your methods depend on what type of data you need to answer your research question :
Second, decide how you will analyze the data .
Methods for collecting data, examples of data collection methods, methods for analyzing data, examples of data analysis methods, other interesting articles, frequently asked questions about research methods.
Data is the information that you collect for the purposes of answering your research question . The type of data you need depends on the aims of your research.
Your choice of qualitative or quantitative data collection depends on the type of knowledge you want to develop.
For questions about ideas, experiences and meanings, or to study something that can’t be described numerically, collect qualitative data .
If you want to develop a more mechanistic understanding of a topic, or your research involves hypothesis testing , collect quantitative data .
Qualitative | to broader populations. . | |
---|---|---|
Quantitative | . |
You can also take a mixed methods approach , where you use both qualitative and quantitative research methods.
Primary research is any original data that you collect yourself for the purposes of answering your research question (e.g. through surveys , observations and experiments ). Secondary research is data that has already been collected by other researchers (e.g. in a government census or previous scientific studies).
If you are exploring a novel research question, you’ll probably need to collect primary data . But if you want to synthesize existing knowledge, analyze historical trends, or identify patterns on a large scale, secondary data might be a better choice.
Primary | . | methods. |
---|---|---|
Secondary |
In descriptive research , you collect data about your study subject without intervening. The validity of your research will depend on your sampling method .
In experimental research , you systematically intervene in a process and measure the outcome. The validity of your research will depend on your experimental design .
To conduct an experiment, you need to be able to vary your independent variable , precisely measure your dependent variable, and control for confounding variables . If it’s practically and ethically possible, this method is the best choice for answering questions about cause and effect.
Descriptive | . . | |
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Experimental |
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Research method | Primary or secondary? | Qualitative or quantitative? | When to use |
---|---|---|---|
Primary | Quantitative | To test cause-and-effect relationships. | |
Primary | Quantitative | To understand general characteristics of a population. | |
Interview/focus group | Primary | Qualitative | To gain more in-depth understanding of a topic. |
Observation | Primary | Either | To understand how something occurs in its natural setting. |
Secondary | Either | To situate your research in an existing body of work, or to evaluate trends within a research topic. | |
Either | Either | To gain an in-depth understanding of a specific group or context, or when you don’t have the resources for a large study. |
Your data analysis methods will depend on the type of data you collect and how you prepare it for analysis.
Data can often be analyzed both quantitatively and qualitatively. For example, survey responses could be analyzed qualitatively by studying the meanings of responses or quantitatively by studying the frequencies of responses.
Qualitative analysis is used to understand words, ideas, and experiences. You can use it to interpret data that was collected:
Qualitative analysis tends to be quite flexible and relies on the researcher’s judgement, so you have to reflect carefully on your choices and assumptions and be careful to avoid research bias .
Quantitative analysis uses numbers and statistics to understand frequencies, averages and correlations (in descriptive studies) or cause-and-effect relationships (in experiments).
You can use quantitative analysis to interpret data that was collected either:
Because the data is collected and analyzed in a statistically valid way, the results of quantitative analysis can be easily standardized and shared among researchers.
Research method | Qualitative or quantitative? | When to use |
---|---|---|
Quantitative | To analyze data collected in a statistically valid manner (e.g. from experiments, surveys, and observations). | |
Meta-analysis | Quantitative | To statistically analyze the results of a large collection of studies. Can only be applied to studies that collected data in a statistically valid manner. |
Qualitative | To analyze data collected from interviews, , or textual sources. To understand general themes in the data and how they are communicated. | |
Either | To analyze large volumes of textual or visual data collected from surveys, literature reviews, or other sources. Can be quantitative (i.e. frequencies of words) or qualitative (i.e. meanings of words). |
If you want to know more about statistics , methodology , or research bias , make sure to check out some of our other articles with explanations and examples.
Research bias
Quantitative research deals with numbers and statistics, while qualitative research deals with words and meanings.
Quantitative methods allow you to systematically measure variables and test hypotheses . Qualitative methods allow you to explore concepts and experiences in more detail.
In mixed methods research , you use both qualitative and quantitative data collection and analysis methods to answer your research question .
A sample is a subset of individuals from a larger population . Sampling means selecting the group that you will actually collect data from in your research. For example, if you are researching the opinions of students in your university, you could survey a sample of 100 students.
In statistics, sampling allows you to test a hypothesis about the characteristics of a population.
The research methods you use depend on the type of data you need to answer your research question .
Methodology refers to the overarching strategy and rationale of your research project . It involves studying the methods used in your field and the theories or principles behind them, in order to develop an approach that matches your objectives.
Methods are the specific tools and procedures you use to collect and analyze data (for example, experiments, surveys , and statistical tests ).
In shorter scientific papers, where the aim is to report the findings of a specific study, you might simply describe what you did in a methods section .
In a longer or more complex research project, such as a thesis or dissertation , you will probably include a methodology section , where you explain your approach to answering the research questions and cite relevant sources to support your choice of methods.
Other students also liked, writing strong research questions | criteria & examples.
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Written by: Raja Mandal
Reporting is an essential part of business. In order to provide sophisticated and innovative reporting and analysis for your business or organization, you need to understand the various types of reports and when you'll need to use them.
Simply knowing how to write a report isn't enough. The right types of reports significantly impact an organization, fundamentally changing the way people perform their activities and make decisions.
However, deciding on a report is still a daunting task for many organizations. In this guide, we've put together a list of 14 types of reports and when you should use them.
Since you're here reading this, we're assuming you likely need to write a report. So, before we dive into the various types of reports, you can check out our handy guide on the proper report writing format to get started with your report writing process.
Here’s a short selection of 8 easy-to-edit report templates you can edit, share and download with Visme. View more templates below:
An annual report is an in-depth, comprehensive report on a business's achievements and financial statements from the preceding year. The first few pages of the report contain an eye-catching design and an overview of the organization's past year's activities and include future schemes.
Organizations use this report to give shareholders and other interested people information about the company's activities and financial performance.
Sometimes, jurisdictions require organizations to create and disclose annual reports, making it the most important one in this list.
You can use this type of report to:
A weekly report reviews a workweek that includes the works you have completed and ones that are still in progress to help you outline your workflow for the upcoming week.
So, a weekly report is similar to an annual report. But while annual reports give an overview of a year, weekly reports provide a snapshot of a week.
It allows the management team to take a quick look at what the employees are doing, including their challenges, strengths and weaknesses. On the flip side, the report can give the employees an idea of their role in the organization.
Use this report when you want to:
As the name suggests, sales reports are submitted by salespeople to the team to inform them about the on-field scenarios. In other words, a sales report is a document that summarizes the sales performance of a company over a specific period.
The report includes data on leads generated, new accounts, revenue, sales volume, KPIs and many other crucial ones. Furthermore, it helps you take out the guesswork from your business decisions, giving you a clear view of the sales process of your business.
One of the crucial benefits these types of reports provide is that you can set them to various frequencies and key performance indicators. Here are some examples:
Track KPIs such as daily sales calls, leads generated and many others. Here is an example template:
A monthly sales report helps you share the highlights, metrics and insights about your customer base with your stakeholders.
With a quarterly sales report , you can summarize your weekly and monthly sales report on a quarterly basis.
A yearly sales report is a lengthy, detailed version of your quarterly sales report. Use this to summarize your business' yearly sales performance, just like an annual report.
Over the past few decades, data analysis has become a vital part of business intelligence and standard industry practice. Statistics show that the annual revenue from the global big data analytics industry is expected to reach $68 billion by 2025 . This is because the majority of businesses are adjusting their strategies based on data-driven insights.
So, in this digital era, one can not imagine business growth without data analytics. This is where analytical reports come into the picture. An analytical report helps you evaluate business performance based on data insights.
The best thing about these types of reports is that they provide you with recommendations instead of playing with numbers.
Use this report when you need:
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If you're a marketer, you know that no matter how extraordinary your marketing campaign performed, you need to monitor every single aspect of your campaign. It will not only help you shape your marketing strategy but give the upper management all the relevant information they are looking for.
Thus, making a marketing report is one of the key elements of every marketing strategy. A marketing report includes data from the marketing channels to visualize the overall performance of your campaign.
In simple words, these types of reports help you understand whether the marketing strategies you currently use are doing well or not.
Use marketing reports when you need to:
Trends report, also known as trend analysis report, allows you to report on the standard up-to-the-minute state of business. Also, it helps you analyze day-to-day forecasts, cases and opportunities in your business process.
It can tell you where your brand message is being heard, who is listening and how it affects your marketing efforts. These types of reports rely on statistics, surveys and sometimes electronic analytics.
Trends reports can help you:
As the name suggests, an informal report doesn't have any specific structure. They include a brief and unstructured description that can be crucial for a business. The primary purpose of these types of reports is to convey critical information quickly.
Therefore, neglecting any formal structure in favor of efficient and effective communication motivates writing an informal report. These types of reports may include letters, emails, digital postings and many others.
Use an informal report when you need to:
Annual budget reports, monthly financial reports, scientific research and employee appraisals are some of the examples of informal reports.
Formal reports also have a similar purpose, but they can not sacrifice the structural format of business reports. They focus on objectivity, organization and contain detailed information, making them more time-consuming to prepare than the informal reports.
Due to their precise nature often includes sections like a table of contents, executive summary, an overview of key findings, and others for easier reference. Also, unlike informal reports, these types of reports include conveying information to external parties.
A budget report compares the actual spending and the pre-established budget. It helps businesses greatly in making accurate and informed financial decisions. Creating a budget report is typically creating financial goals for the organization.
Once businesses hit a specific accounting period, they can use a budget report to compare these milestones. However, the budget reports are only estimations and differ from the financial results.
Use these types of reports to:
An event report is one of the essential tools to measure whether an event was successful by comparing the results with the objectives. If you are an event manager or event planner, an event report should be in your toolbox.
Though an event report may have many forms, the primary purpose is to make the event successful. Moreover, you can think of it as a follow-up to an event proposal to know about the event goals, purpose, budget and many more.
You can use this report to:
Project reports contain information about the proposed project and all the relevant information. It provides a project's feasibility by detailing all the necessary information.
It includes information about the project like introduction, executive summary, organization summary, project description, marketing plan, management plan, budget and many more.
These types of reports are most useful when you want to show project stakeholders all the information relevant to your project to help them understand the benefits and drawbacks of the project.
Use this report to:
A research report is a document prepared by experts to share their research findings. The primary purpose of a research report is to convey to the interested people the total result of the study. It's an effective way to document the research processes and find any gaps needing attention.
Research reports include a summary of the research process, findings, recommendations and conclusions. A research report will help you quickly understand the market needs and peculiarities in marketing.
Use this report when you want to:
Meeting minutes reports are the notes of actions taken during a business and organizational meeting. They are created by a person from the organization, such as a secretary or a manager and become a crucial meeting document.
In some cases, meeting minutes reports are considered a legal document by the legal authorities. The primary purpose of these types of reports is to describe the actions taken by the meeting attendees.
You can provide structure, offer legal protection, measure progress, determine ownership and many others with the help of these reports.
Additionally, you can use these documents to:
An evaluation report is a document that summarizes the effectiveness of a product, service, or process according to a set of standards. An evaluation report helps you share key findings and recommendations with all the stakeholders in a business.
Due to the complicated nature of these types of reports, they include an executive summary, background information, criterion definitions and overall results, giving your stakeholders the transparency they need to make informed decisions.
Use an evaluation report to:
Designing a report from scratch can seem intimidating, especially if you don't have any graphic design experience. Fortunately, with Visme, you can still design various types of reports using the free online report maker .
The friendly interface of the Visme report maker gives you a stress-free experience for designing your reports. Choose a report template, customize it according to your taste, download it and you are all set to go. You can create and customize Dynamic Fields to easily update information throughout your reports and other projects.
Visme lets you publish your reports online, share them using an URL or embed them on your website from the application itself.
Sign up for a free Visme account and start creating your reports now!
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Raja Antony Mandal is a Content Writer at Visme. He can quickly adapt to different writing styles, possess strong research skills, and know SEO fundamentals. Raja wants to share valuable information with his audience by telling captivating stories in his articles. He wants to travel and party a lot on the weekends, but his guitar, drum set, and volleyball court don’t let him.
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This paper outlines the development and psychometric evaluation of the Fears and Worries at Nighttime—Young Children (FAWN-YC) scale; a parent-rated measure for children aged 3–5 years. Based on previous literature, it was hypothesised that the measure would be represented by a six-factor solution, with four clusters of fear types and two behavioural manifestations of fears. Exploratory factor analysis (EFA; N = 436) and confirmatory factor analysis (CFA; N = 383), resulted in a final 17 items that loaded onto 3 factors: Nighttime Fear Focus (8 items, α = 0.92), Bedtime/Sleep Avoidance and Interference (5 items, α = 0.90), and Dark Fear (4 items, α = 0.88). Evidence of convergent validity was found through strong associations between the total score and subscales of the FAWN-YC with measures of child anxiety, fear, sleep, externalizing and conduct problems. Furthermore, there was support for divergent validity (through a very weak to no relationship with a measure of prosocial behaviours), and evidence for temporal stability was also established with 2-week test–retest reliability. Overall, the results provide strong preliminary evidence for the reliability and validity of the FAWN-YC total score and subscales. Implications for the use of the measure in research and clinical practice are discussed.
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Nighttime fears are a heterogenous group of fears that include separation fears, personal safety fears, imagination-based fears, and darkness fears [ 1 , 2 , 3 , 4 ]. Nighttime fears are particularly prevalent in young children and are often considered developmentally normal, with almost 60% of 4- to 6-year-olds experiencing difficulties with fear at night [ 4 ]. Although nighttime fears are transient for many children, approximately 10 to 30% experience fear at night that is severe, persistent, interferes substantially with sleep, and requires significant family accommodation [ 4 , 5 , 6 , 7 ]. Cross-sectional literature indicates that compared to controls, preschool aged children with severe nighttime fears demonstrate increased general fears, internalising and externalising behaviours, and lower effortful control [ 8 ]. Similarly, El Rafihi-Ferreira et al. [ 9 ] found that internalising behaviours were positively associated with parent-reported child nighttime fear in a sample of preschool aged children whose parents attended a nighttime fear treatment program.
Indeed, severe nighttime fears are impairing, reaching diagnostic thresholds for an anxiety disorder (i.e., specific phobia and/or separation anxiety), and/or a sleep disorder (most commonly insomnia [ 10 , 11 ]. Anxiety and behavioural sleep disorders in the preschool developmental period can lead to numerous problematic consequences in both the short- and long-term. Anxiety in the preschool years frequently endures into later childhood and beyond, and predicts lower school engagement, poorer peer relations and functional impairment during the school-age years, as well as sleep difficulties and psychopathology into adulthood [ 4 , 12 , 13 ]. Similarly, behavioural sleep problems in the preschool period have been shown to persist into adolescence if untreated, with numerous deleterious social, emotional and educational consequences [ 14 , 15 , 16 , 17 , 18 , 19 , 20 ].
Nighttime fears have recently gained renewed attention in the paediatric sleep literature as an important contributor to behavioural insomnia symptoms during the preschool developmental period [ 12 , 21 ]. In a recently published 25-year review of nighttime fears in children, Lewis et al. [ 21 ] analysed studies employing behavioural, and cognitive-behavioural interventions. It was concluded that treating nighttime fears resulted not only in significant reductions in nighttime fears and dark phobias, but also significantly improved sleep and reduced general fears, anxiety, internalising and externalising behaviour problems in children aged 3–12 years. Thus, for many young children, nighttime fears are at the root of difficulties with sleep and problems at bedtime. Given the high prevalence and deleterious consequences associated with nighttime fears, it is crucial that we comprehensively understand them and have a measure to screen for them early in life.
Nighttime fears vary both in terms of their focus and the behavioural difficulties resulting from them. With respect to focus, some children experience one specific fear, while others experience multiple fears, with nighttime fears generally clustering into presentations of separation fears (being away from parents), darkness-related fears (sounds, shadows), personal safety fears (being harmed by an intruder) and fears of the imagination (e.g., ghosts; [ 1 , 2 , 3 , 4 ]). With respect to behavioural difficulties manifesting as a result of nighttime fears, children may demonstrate resistance and refusal to participate in activities leading up to bedtime, they may cry and call out at bedtime, they may be unable to stay in a darkened bedroom or leave their room for other reasons [ 9 , 22 , 23 , 24 , 25 ].
In order to effectively treat nighttime fears, clinicians must consider both the type of nighttime fear and the behavioural outcomes they produce. For example, a child who cries and repeatedly comes out of their room because they are afraid of the dark and therefore cannot remain alone in their darkened bedroom, will require a specific intervention. The treatment plan would include an exposure hierarchy which gradually exposes the child to being comfortable in the dark. This intervention would also include parenting strategies such as parent-mediated child relaxation skills, and effective praise. Alternatively, a young child who tantrums and refuses to take part in the bedtime routine because they are worried about being separated from their family at bedtime will require an alternative intervention. This treatment plan would likely begin with parenting strategies such as behaviour management skills (i.e., a bedtime routine reward chart, effective praise, how to negotiate with a young child, etc.) followed by an exposure hierarchy focused on gradually separating from their caregiver at night [ 6 ]. A comprehensive measure of nighttime fears and the behavioural outcomes they lead to, may assist in the development of an individual case formulation and evidence-based treatment plan. However, to date, such a measure has not been developed.
Despite nighttime fears being an important factor in the development and maintenance of sleep problems in young children, their assessment is notably absent from the vast majority of both paediatric anxiety and sleep measures developed to date. In fact, a validated measure for this vulnerable, preschool aged developmental period (i.e., ages 3–5 years) is yet to be developed. Within the paediatric anxiety literature, there are a few psychometrically validated measures assessing dark or night fears, however there is currently no measure for use in preschool aged populations. For instance, the self-report Fear of the Dark Scale [ 26 ], was designed for use with adults and adolescents. The child self-report Nighttime Fears Scale [ 27 ] and the child self-report and parent-report Children’s Nighttime Fear Survey [ 3 ] were developed for children over 7 and 8 years of age respectively. Turning to the paediatric sleep literature there exists only two measures that have been validated with a population which includes preschool aged children that include aspects of nighttime fears: the parent-report Children’s Sleep Habits Questionnaire [ 28 ] and the parent-report Manifestations and Vulnerabilities of Behavioural Insomnia in Childhood Scale [ 29 , 30 ]. However, both of these are comprehensive sleep measures with minimal items pertaining to fears and anxiety at night. For clinical and research purposes, both sleep measures provide insufficient detail on the type of nighttime fears and the particular behavioural manifestations that may result from them.
Both self-report and parent-report rating scales are limited by the amount and type of information that can be collected. Additionally, when it comes to parent-reports, Muris et al.’s [ 4 ] study of 4- to 12-year-olds concluded that parents provided a remarkable underestimation of the frequency of their child’s nighttime fears. Indeed, when examining the results reported separately by age group (4–6 years, 7–9 years and 10–12 years), there was a vast difference between child and parent reported fear frequency in the two older age groups. However, in the youngest group, there was a much smaller difference between the percentage of children (58.8%) and their parent (44.3%) reporting nighttime fears (operationalised in Muris et al. [ 31 ] as frequency). As for nighttime fear content in childhood, studies have found that children and their parents report very similar results [ 3 , 4 ]. Most scales assessing anxiety and sleep in preschool aged children are parent-report [ 32 , 33 ]. Designing a parent-report measure of nighttime fears allows for clinicians and researchers to easily include the measure in a relevant survey battery. Furthermore, when comparing parent-report measures with other methods of data collection for dark and nighttime fears (e.g., interviews, tests of passive approach, psychophysiological records, see Orgilés et al. [ 27 ], psychometrically validated parent-report scales offer a reliable, standardised, time efficient and cost-effective method to collect data on young children.
Given the lack of a validated measure of nighttime fears in preschoolers, researchers examining the treatment of nighttime fears in young children have instead relied on adapted interviews [ 8 , 25 , 34 , 35 ], checklists [ 2 ], modifications of other valid measures (such as general fear measures), or unvalidated measures [ 36 , 37 , 38 ]. A psychometrically validated parent-report measure of nighttime fears for children in the preschool developmental period is therefore warranted for both research and clinical purposes.
The aim of this research was to develop and psychometrically validate, a parent-rated measure of nighttime fears in preschool aged children titled Fears and Worries at Nighttime – Young Children (FAWN-YC). Based on previous research [ 1 , 2 , 4 ] it was hypothesised that the FAWN-YC would best be explained by a 6-factor solution including four nighttime fear clusters (1) personal safety fears, (2) separation fears, (3) imaginal/fantasy fears, and (4) inherent characteristics of the dark fears), and two avoidance and interference clusters (5) at bedtime/sleep and (6) in the dark/at nighttime). It was also hypothesised that these factors would be correlated with each other and may represent a general factor structure of overall nighttime fears and worries.
It was further hypothesised that scores on the FAWN-YC would demonstrate strong internal consistency, strong convergent validity (i.e., positive correlations) with theoretically related constructs including measures of fear, anxiety, sleep problems, sleep anxiety, conduct problems and emotional problems, as well as divergent validity (i.e., low, weak to no relationship) with the theoretically unrelated construct of prosocial behaviour. Finally, it was hypothesised that the test–retest reliability of the FAWN-YC would be strong over a 2-week period.
Godfred et al.’s [ 39 ] three phase approach for scale development in health, social, and behavioural sciences was used to guide scale development in conjunction with Spruyt and Gozal’s [ 40 ] steps in paediatric sleep tool development. The three phases include: Phase (1) Item development ; aimed to generate items and assess the measure content through use of an expert panel. Phase (2) Scale development ; aimed to pilot test the measure, conduct item reduction analyses and conduct an Exploratory Factor Analysis (EFA) to examine the factor structure. Phase (3) Scale evaluation ; aimed to confirm the factor structure using Confirmatory Factor Analysis (CFA) and examine the psychometric properties of validity (convergent validity and divergent validity) and reliability (internal consistency and test–retest reliability).
For all phases, participants (i.e., parents of children aged 3–5 years) were recruited internally at the university through a staff and student call for research and the first-year psychology research pool, and externally through advertisement on social media and in private childcare centres, primary schools and early childhood groups and associations. Data for all phases were collected online using Lime Survey, hosted by the University’s research survey centre. Participants were excluded if their child was outside the age range (< 3 years or > 5 years) or if their child had been diagnosed with a neurodevelopmental or intellectual disorder. All measures (with the exception of demographic questions) required a response to prevent missing data. Participation was voluntary and anonymous, and participants were free to withdraw from the study at any time. Participants were first presented with an electronic copy of information and consent forms, and only those who provided digital consent went on to complete the online survey. Following survey completion, participants could choose to be directed to a separate survey to enter a prize draw for the chance to win $AU20–$50 gift cards and to provide student details to gain course credit for participation (if applicable).
The aims of Phase 1 were to generate items and assess the measure content through use of an expert panel. The item pool was designed to capture the six theoretically derived nighttime fear domains. The domains included sub-types of nighttime fear (including (1) personal safety fears, (2) separation fears, (3) imaginal/fantasy fears, and (4) inherent characteristics of the dark fears), as well as associated avoidance and interference behaviours, at (5) bedtime/sleep and (6) in the dark).
The hypothesised factor structure served as a framework for item creation [ 41 ] with items specifically generated to tap into each content area (i.e., factor). The instructions, factors and initial 62 item pool were generated based on a scientific literature review [ 1 , 2 , 4 ], as well as contribution from field professionals (three academics, two clinical psychologists, two PhD psychology candidates studying sleep and child anxiety, four provisional psychologists, two early primary school teachers, and a case manager from a large psychology clinic) and end users (two fathers and three mothers of preschoolers with nighttime fears).
It has been suggested that a minimum of 3 items, and preferably 5—6 items, are required to represent a factor [ 42 ]. As subsequent psychometric analyses were designed to reduce the final number of items, and as EFA performs better when factors are overdetermined, it was decided to be over inclusive (i.e., by a minimum of 50%) when generating items [ 41 , 42 , 43 ]. Therefore, for a proposed 6-factor solution with 5–7 items per factor as the desired scale size, between 48 to 66 items (8–11 per factor) was determined to be ideal. The response format used a 6-point Likert scale requiring parents to rate how true each item is of their child (0 = not at all true, 1 = rarely true, 2 = sometimes true, 3 = often true, 4 = very often true and 5 = always true), with reference to the previous week, or most recent regular week.
A neutral midpoint option was not provided in order to avoid complacency and indecisiveness. A greater number of options (i.e., 6) were included in order to increase precision and variability in measurement, as well as to increase internal consistency and dependability [ 40 , 44 , 45 ]. Items were written according to the basic principles described by Clark and Watson [ 43 ], Spruyt and Gozal [ 40 ], which highlight the importance of avoiding dated phrases, double-barrelled questions, complex wording and colloquialisms.
To examine the measure content, the scale was then sent for review to an expert panel from the USA and Australia (N = 7) with expertise in paediatric anxiety, sleep, and scale development. Experts were asked to provide feedback on clinical and research relevance, comprehensiveness, comprehensibility of individual items, the hypothesised factor structure, instructional blurb and rating scale. Following expert feedback, minor wording edits were made, and five items were removed.
This phase aimed to pilot test the measure and conduct item reduction analysis before conducting an Exploratory Factor Analysis (EFA) to examine the factor structure.
The resulting pool of 57 items were then pilot tested with 120 parents of children aged 3 to 5 years. The aim of the pilot was to gain anecdotal feedback on the wording of the instructions and items, and to psychometrically examine the items for purposes of item reduction and refinement. Spruyt and Gozal [ 40 ] recommend that pilot trials are an important step before factor analysis to determine whether or not items, scale or layout need to be changed in any way (rather than simple deletion). The minimum N required to conduct a pilot test is generally the number of items on the scale plus one [ 41 ], with more than 100 participants being considered ideal [ 43 ]. Therefore, the 120 participants for the pilot test was deemed sufficient.
Detailed demographic information for each sample used in this research is outlined in Supplementary Table 1. The participants for the pilot test were 120 parents aged between 22 and 55 years ( M = 36.10, SD = 5.47), who reported being either the mother (99.2%), or father (0.8%) of a child aged between 3 and 5 years old ( M = 3.91, SD = 0.78). The majority of adult respondents were Caucasian (88.3%), married (79.2%) had a household income over AUD$100, 001 (67.5%), and had completed a bachelor degree (34.2%). The majority of children were male (59.2%) and lived with both parents (91.7%).
Items were considered for removal if they met both of the following criteria: (1) item redundancy or low correlations with other items (i.e., inter-item correlations of r > 0.80 or < 0.30 respectively); (2) poor item statistics (i.e., if all response options were not utilised, or there were corrected item-total correlations of r < 0.40). Using these criteria, the item pool was reduced to 37 items. There were no changes made to the wording of items, instructions or general layout based on participant feedback.
Efa participants.
The participants for the exploratory factor analysis (EFA) were 436 parents aged between 19 and 56 years ( M = 33.88, SD = 6.65), who reported being either the mother (79.7%), father (14.5%), or primary caregiver (5.8%) of a child aged between 3 and 5 years old ( M = 3.99, SD = 0.85). The majority of adult respondents were Caucasian (80.2%), married (64.1%) had a household income over AUD$100, 001 (45.8%), and had completed a bachelor degree (29.1%). Just over half of the children were female (50.2%) and the majority lived with both parents (76.6%). Refer to Supplementary Table 1 for further demographic details.
Prior to conducting the EFA, items were removed if they met two or more of the following criteria: (1) item redundancy or insufficient correlations with other items (i.e., inter-item correlations of r > 0.80 or < 0.30 respectively), (2) poor item statistics (i.e., if all response options were not utilised), or if there were corrected item-total correlations of r < 0.40, and/or (3) age bias (i.e., if a singular item correlated (r > 0.35) with the reported age of the child or parent [ 41 , 43 ]. Eight items were excluded based on these criteria, leaving 29 items for the EFA, none of which required reverse scoring.
The R package ‘psych’ (v. 4.3.0) [ 46 ] was used to conduct a series of EFAs, using polychoric correlations and specifying principal axis factoring with oblique rotation (i.e., direct oblimin). This rotation technique was selected as factors were likely to be correlated [ 47 ]. The number of factors retained was established using parallel analysis [ 48 ], examination of the scree plot [ 49 ], the Kaiser–Guttman criterion (i.e., retention of factors with eigenvalues ≥ 1.0, [ 50 , 51 ], and inspection of the pattern matrix. During factor extraction, items were assessed for poor primary-factor loading (i.e., < 0.40) or small communalities (i.e., < 0.40), cross-loading (i.e., secondary factor loadings of ≥ 0.30), lack of conceptual/face validity (i.e., loading of an item on a factor that did not align with theory or hypothesised factor), and whether or not they formed part of a non-robust factor (i.e., a factor with less than three items). Decisions regarding item exclusion and retention were both data- and theoretically driven [ 41 , 43 ].
Barlett’s test of sphericity was significant (χ 2 = 9711.95, df = 406, p < 0.001) and the Kaiser–Meyer–Olkin value was 0.96, indicating that the initial 29 items were appropriate for factor analysis. Additionally, all measures of sampling adequacy taken from the diagonal of the anti-image correlation table, were = > 0.80, and all assumptions were met. The scree plot, Kaiser–Guttman criterion, and parallel analysis converged on a four-factor solution, rather than the hypothesised 6-factor solution. Upon inspection of the pattern matrix, it was identified that the four types of nighttime fears (personal safety fears, separation fears, imaginal/fantasy fears, and inherent characteristics of the dark fears), collapsed onto a single factor, representing ‘Nighttime Fear Focus’. The second factor contained items pertaining to the avoidance and interference behaviours at bedtime/sleep representing ‘Bedtime/Sleep Avoidance and Interference’. The third factor pertained to both fear of the dark itself and the manifesting behaviours in the dark representing ‘Dark Fear’. The fourth factor consisted of three unrelated items that did not align with theory or the proposed factor structure and were consequently removed from the scale. Nine additional items were removed from the scale due to cross loading (5 items), misalignment with theory (one item), and redundancy (3 items).
A final EFA was conducted with the 17 remaining items, revealing a three-factor solution that explained 70% of the total variance. The final 17 items and scale statistics are presented in Table 1 , with all items loading strongly onto their primary factor with no cross-loadings. The first factor (‘Nighttime Fear Focus’) consisted of eight items pertaining to various fears at nighttime (including personal safety fears, separation fears, imaginal/fantasy fears), with loadings ranging between 0.52 and 0.93. The second factor (‘Bedtime/Sleep Avoidance and Interference’) consisted of five items capturing bedtime/sleep avoidance behaviour and interference, with loadings between 0.63 and 0.96. The third factor (‘Dark Fear’) consisted of four items reflecting both fear of the dark and specific avoidance behaviour and interference of darkness, with loadings ranging between 0.75 and 0.87. The factors were moderately to strongly correlated with each other (r = 0.62–0.78).
Phase 3 aimed to confirm the factor structure of the 17-item FAWN-YC, examine the possibility of a general factor structure and examine the psychometric properties of validity (convergent validity and divergent validity) and reliability (internal consistency and test–retest reliability over a 2-week period).
The same recruitment methods were used as those outlined in the General Methods except that, at the end of the survey, participants were given the opportunity to provide their unique participant identification code and email address in order to be contacted to complete an additional, later survey for the purpose of test–retest reliability.
The participants were 383 parents and primary caregivers aged between 21 and 66 years ( M = 35.39, SD = 6.11), who reported being either the mother (96.3%), father (2.1%) or primary caregiver (0.5%) of a child aged between 3 and 5 years old ( M = 4.33, SD = 0.79). Fifteen participants began the questionnaire but were excluded due to having children with neurodevelopmental disorders, and another 5 were excluded due to having children outside the selected age range. The majority of adult respondents were Caucasian (90%), married (65%) had a household income over AUD$100, 001 (57.2%), and had completed a bachelor degree (34.5%). Just over half of the children were male (52.0%) and the majority lived with both parents (79.4%). Refer to Supplementary Table 1 for further demographic details.
Cfa data analysis.
Prior to analysis, descriptive statistics were examined for outliers, and assumptions were all checked and met. The data were analysed using IBM SPSS Statistics (Version 29) analytic software and Amos Graphics (Version 29). Amos Graphics was used to conduct a CFA with a robust maximum likelihood estimation to confirm the factor structure identified in the EFA. To evaluate model fit, several commonly used indices were considered (χ 2 , χ 2 relative to sample size, adjusted goodness of fit index (AGFI), comparative fit index (CFI), and root mean square error of association (RMSEA)). While a non-significant χ 2 is indicative of “good” model fit, it is sensitive to large sample sizes, such as that used in the current study. For a large sample size, it is therefore recommended to divide χ 2 by the degrees of freedom with ratios of 2–3 indicative of “good” model fit [ 52 ]. Adequate model fit can also be determined by an AGFI greater than 0.90 and a CFI greater than 0.95. A RMSEA less than 0.05 is also considered “good” model fit, values between 0.05 and 0.08 indicative of “fair” and “acceptable” fit, and values between 0.08 and 0.10 indicative of “mediocre fit” [ 53 ]. The model was also compared to a general-factor model (i.e., whereby all 17 items were allowed to load onto a single latent factor) using the Akaike Information Criterion (AIC). Lower AIC values indicate a model that is more parsimonious and better-fitting [ 54 ].
A CFA was performed with items constrained to load onto their respective factors, and factors allowed to covary as per the EFA results and a-priori theory. According to model fit indices, the hypothesised measurement model had acceptable to good fit to the data in this sample, χ 2 (114, N = 383) = 275.51, p < 0.001, χ 2 / df = 2.42, AGFI = 0.90, CFI = 0.96, RMSEA = 0.06 (CI90 = 0.05, 0.07) and AIC = 353.51 and explained a total of 70% of the variance. The standardised confirmatory factor loadings for each item are presented in Table 1 . The Cronbach alphas for each subscale (α = 0.86–0.90) and the total score (α = 0.92) were acceptable, with moderate to strong correlations between each subscale (r = 0.54–0.83).
A general factor model was also examined, whereby all 17 items were allowed to load onto a single latent factor. This model had poor fit, χ 2 (119, N = 383) = 1228.00, p < 0.001, χ 2 /df = 10.319, AGFI = 0.55, CFI = 0.70, RMSEA = 0.16 (CI90 = 0.15, 0.16) and AIC = 1296.00 While the AIC revealed that the general factor model had poorer fit compared to the measurement model, the standardized loadings for each item in the general factor model were moderate to strong (0.55 to 0.75). There were also strong positive correlations found between the total score and the three subscales and furthermore, the total score demonstrated acceptable internal consistency in both EFA and CFA (α = 0.95 and 0.92 respectively). Therefore, while model fit suggests the 3-factor model is a considerably better fit that the general factor model, the strength in the other psychometric properties provide preliminary evidence for use of a total FAWN-YC score.
IBM SPSS Statistics (Version 29) analytic software was used to conduct all tests of validity and reliability.
Convergent and divergent validity measures, sleep problems.
The total score and Sleep Anxiety subscale score of the Children’s Sleep Habits Questionnaire (CSHQ; [ 28 ] were used to examine the convergent validity of the FAWN-YC. The CSHQ is a 33-item (e.g. “ Child needs parent in the room to fall asleep ”) parent-report instrument that contains items related to common sleep behaviours in children. Items are rated on a three-point Likert scale (1 = rarely [0–1 night per week] to 3 = usually [5–7 nights per week]), with each question asked in relation to the previous week. The total score, calculated by summing all items, may range from 33 to 99, with higher scores indicating more problematic child sleep behaviours, and total scores over 41 being indicative of a clinical level paediatric sleep problem [ 28 ]. The 4-item Sleep Anxiety subscale is calculated by summing the 4 component items, and may range from 4 to 12, with higher scores indicative of greater sleep anxiety.
The CSHQ has been used with parents of children from early childhood to early adolescence [ 33 ] and has shown acceptable total internal consistency with both community (α = 0.72; [ 55 ]) and clinical (α = 0.77; [ 29 , 30 ]) samples of parents of young children aged 3 to 5 years. The CSHQ total score has also demonstrated acceptable test–retest reliability (range between 0.62 and 0.79 [ 28 ]). The Sleep Anxiety subscale has demonstrated slightly lower than acceptable internal consistency with both community (0.63) and clinical (0.68) samples [ 28 ].
The Preschool Anxiety Scale (PAS; [ 56 ]) measures child anxiety and was used to examine convergent validity. The PAS is a 28-item (e.g. “ Is tense, restless or irritable due to worrying ”) parent-report instrument designed for children aged 3 to 5 years. The items are rated on a 5-point scale from 0 = not at all true to 4 = very often true . Items are summed to produce a total score that may range from 0 to 112, with higher scores indicating greater anxiety. The PAS has a strong evidence base, including evidence of convergent and divergent validity in clinical and community populations, and evidence of sensitivity to intervention effects and strong inter-assessor agreement [ 13 ]. Internal consistency in previous studies of preschoolers using the total PAS has been acceptable (α = 0.92; [ 30 ]).
The 13-item Mythical Creatures Fears (e.g. ghosts or spooky things) and 7-item Vulnerability Fears (e.g. being alone) subscales of The Modified Fear Survey Schedule for Children–II (FSSC– IIP; [ 57 ]) were used to examine convergent validity. The FSSC– IIP is a parent-report survey specifically designed for parents of children aged 3 to 9 years, with parents asked to rate their child’s level of fear of the subject of each item (e.g. imaginary creatures) on a 3-point scale from 1 = not scared (not applicable) to 3 = very scared . Items on the subscale are summed to produce a subscale score, with higher scores indicating greater fear of mythical (imaginary) creatures or the feeling of vulnerability (being alone, being in the dark). The factor structure of the FSSC– IIP has been supported in a large Australian sample [ 57 ] and acceptable internal consistency has been demonstrated (α = 0.70; [ 58 ]).
The Conduct Problems and Emotional Symptoms subscales of the Strengths and Difficulties Questionnaire (SDQ; [ 59 ]) were used to examine the convergent validity, while the Prosocial Behaviours subscale was used to measure divergent validity. The SDQ is a 25-item parent-report instrument for use with parents of children aged 2–17 years. Items on the SDQ are rated on a three-point Likert scale (0 = not true to 2 = certainly true) with each question asked in relation to the previous 6-month period. Higher scores on the Conduct Problems and Emotional Symptoms subscales are indicative of greater problems, while higher scores on the Prosocial Behaviour subscale indicate more positive behaviours. The SDQ has shown satisfactory construct validity and acceptable internal consistency with large samples of parents of young children aged 3 to 5 years (Conduct Problems, Emotional Problems and Prosocial Behaviour subscale α ranges of mothers and fathers = 0.72 to 0.84 [ 60 ]).
Prior to analysis, descriptive statistics were examined for outliers, and assumptions were all checked and met. Bivariate correlations were used to assess convergent and divergent validity. Table 2 presents the means, standard deviations, bivariate correlations and Cronbach’s alphas of all variables used in this phase. Correlations between the FAWN-YC composite and subscale scores and measure of convergent validity were all significant and in the predicted directions ( r = 0.30 to 0.82, p < 0.01). With respect to divergent validity, correlations between the FAWN-YC composite score and subscales and the SDQ prosocial subscale were all non-significant, with the exception of a very weak negative correlation between the Dark Fear subscale and the prosocial subscale of the SDQ ( r = − 0.10, p < 0.05).
Cronbach’s α was used to assess the internal consistency of the FAWN-YC factors in both the EFA and CFA samples, which are reported in Table 1 . As cited in Godfred et al. [ 39 ], when it comes to validating scales α = 0.70 is acceptable, and between α = 0.80 and 0.95 is preferred. In both the EFA and CFA samples, the total score reached preferred internal consistency in (α = 0.95 and 0.92 respectively). The internal consistency of each factor also reached preferred reliability (Cronbach’s α = 0.86–0.92).
Test–retest reliability procedure and participants.
Participants from phase 3 recruitment who consented to be contacted again were invited via email to complete the FAWN-YC two weeks after the first administration. Responses recorded at Time 1 and Time 2 were matched using a unique participant identification code. Only participants who completed the second assessment within the two-week retest period were included. Of the 383 participants, 229 consented to be contacted and entered their unique code and email address. Of the 229, 120 were contactable and were emailed a link to complete the survey within the allocated time frame (i.e., ± 48 h from 2 weeks post completion of the phase 3 initial survey). In the email, participants were reminded of their unique code and given instructions to enter it at the beginning of the survey. Of the 120 participants contacted, 52 went on to complete the retest survey within the allocated time period. The resulting 52 participants were aged between 21 and 47 years (M = 34.46, SD = 5.85) and reported being either the mother (98.1%) or father (1.9%) of a child aged between 3 and 5 years old (M = 4.92, SD = 1.19). The majority of adult respondents were Caucasian (84.6%), married (63.5%) and had completed a bachelor degree (59.6%), with just over half of the families having a household income over AUD$100, 001 (50%), The majority of children were male (57.7%) and living with both parents (80.8%).
Intraclass correlation coefficient estimates, 95% confidence intervals based on a 2-way mixed-effects model with absolute-agreement were run. Confidence interval values greater than 0.90 indicate excellent reliability, values between 0.75 and 0.9 suggest good reliability, values between 0.5 and 0.75 suggest moderate reliability and values less than 0.5 suggest poor test–retest reliability [ 61 ]. Intraclass correlation coefficient estimates suggested temporal stability over a two-week period for the FAWN-YC total score and subscales. The FAWN-YC composite score was considered excellent (ICC = 0.95, 95% CI [0.90, 0.97]), as was the Dark Fears subscale (ICC = 0.95, 95% CI [0.92, 0.97]). Both the Nighttime Fear Focus subscale (ICC = 0.88, 95% CI [0.79, 0.93]) and the Bedtime/Sleep Avoidance and Interference subscale (ICC = 0.93, 95% CI [0.86, 0.96]) were considered to have good reliability.
The purpose of this research was to develop and psychometrically evaluate the Fears and Worries at Nighttime—Young Children (FAWN-YC); a parent-rated measure for children aged 3–5 years (freely available in the Supplementary materials including scoring key). Phase 1 aimed to generate items and assess the measure content through use of an expert panel. Phase 2 aimed to pilot test the measure, conduct item reduction analysis and conduct an Exploratory Factor Analysis (EFA) to examine the factor structure. Phase 3 aimed to confirm the factor structure using Confirmatory Factor Analysis (CFA) and examine the psychometric properties of validity (convergent and divergent) and reliability (internal consistency and test–retest). Although 6 subscales were originally proposed, the results of Phases 2 and 3 indicated a 3-factor structure best fit the data. The final 17 item scale consisted of three subscales measuring: Nighttime Fear Focus (8 items), Bedtime/Sleep Avoidance and Interference (5 items) and Dark Fear including avoidance and interference of darkness (4 items). The internal consistency of the three subscales and total score was found to be acceptable, and the convergent and divergent validity of the scale was supported. Finally, the FAWN-YC total score and subscales demonstrated test–retest reliability, indicating temporal stability over a two-week period.
The total score and subscales of the FAWN-YC demonstrated strong psychometrics including internal consistency, test–retest reliability, convergent validity and divergent validity suggesting that the scale is a psychometrically sound and valid measure of nighttime fears and worries in young children, that will provide a useful instrument for researchers and clinicians alike. Indeed, although our findings support the independent use of the three FAWN-YC subscales over the composite score, the total score demonstrated very strong psychometric properties, providing preliminary support for its use.
With regards to convergent validity, Phase 3 demonstrated that the FAWN-YC total score and its three subscales were all significantly and positively correlated with theoretically and empirically linked variables related to nighttime fears in young children, with the strength of each of these correlations making theoretical sense. For instance, the ‘Nighttime Fear Focus’ subscale correlated most strongly with a measure of child anxiety (PAS; [ 56 ]), the ‘Bedtime/Sleep Avoidance and Interference’ subscale correlated most strongly with a measure of total child sleep problems (CSHQ [ 28 ]), and the ‘Dark Fear’ subscale correlated most strongly with the Vulnerabilities subscale of the Modified Fear Survey Schedule for Children–II (FSSC-IIP [ 57 ]), which has three (of seven) items related directly to fear of the dark. Overall, the findings suggest that higher levels of nighttime and darkness fears and their behavioural manifestations are related to higher levels of both internalising (e.g., anxiety), and externalising (e.g., conduct problems) behaviours, as well as sleep problems. The findings therefore are consistent with previous research reporting links between nighttime fears, internalising, externalising, and sleep problems in preschool aged children [ 8 , 9 ] and thus support the overall validity of the subscale and total scale scores.
Although psychometrically strong, the factor structure of the FAWN-YC is different to what was predicted. Six factors were originally hypothesised, with four factors predicted to cluster around distinct fear categories (personal safety fears, separation fears, imaginal/fantasy fears, inherent characteristics of the dark fears) and two representing different types of interference (bedtime/sleep time and the dark/night). However, while the ‘Bedtime/Sleep Avoidance and Interference’ factor emerged as distinct, the different types of nighttime fears and the dark avoidance and interference factors did not , and instead emerged as two factors. Most nighttime fear types clustered onto the one factor, ‘Nighttime Fear Focus’, which was characterised by worries and fear of things at nighttime (being alone, safety, imaginal), whereas fear of dark itself and avoidance and interference in the dark merged together to create a separate factor (i.e., ‘Dark Fear’). Given the way in which these factors have emerged, combined with evidence of correlation strengths and convergent validity, children who score high in the ‘Nighttime Fear Focus’ factor may be more representative of children with anxiety (i.e., separation anxiety, generalised anxiety), whereas children scoring high in ‘Dark Fear’ may represent more fear-based symptomology (i.e., specific phobia of the dark). Future research could examine whether this measure could predict distinct comorbidity clusters using clinical samples.
Although the predicted factor structure was based on a review of the literature [ 1 , 2 , 4 ], the literature reviewed was less than optimal in several ways. First, most studies examining nighttime fear types in children have focused on primary school aged children and young adolescents, rarely including preschool children. Given the specific developmental characteristics of preschool children, it may be that younger children experience fears at night differently to their older counterparts being more likely to experience a range of nighttime fears rather than specific ones. Second, only one study (that did not include children under 8.5 years of age, that used a relatively small sample from the Netherlands, and that was conducted almost 4 decades ago) examined the factor structure of their reported measure [ 3 ]. All other studies either clustered fears based on face validity or based their categories on the one study that did use factor analysis [ 1 , 2 , 4 ]. Although this research requires replication, the findings regarding factor structure speak to the importance of developing a nighttime fear measure specifically for preschool children, and highlight the differences between young children and their older child and teenage counterparts.
It is noteworthy, and indeed surprising, that items related to co-sleeping were ‘dropped’ from the ‘Bedtime/Sleep Avoidance and Interference’ factor due to poor primary-factor loading, insufficient correlations with other items and poor item statistics. When examining the behavioural manifestations of nighttime fears, the authors chose to use the sentence starter “Because of fears at nighttime, my child…” with the intention to gather information pertaining to parental perception of the behaviours directly related to child nighttime fears. The fact that co-sleeping items were dropped from this subscale therefore suggests that reactive co-sleeping may not be the result of nighttime fears in preschool aged children. Interestingly, a recent systematic review and cross-cultural meta-analysis examining co-sleeping and sleep problems in childhood noted the inconsistency in the relationship between co-sleeping and sleep anxiety and concluded that there is insufficient evidence to suggest a causal relationship [ 62 ]. Furthermore, most of the studies included in the review by Peng et al. did not include children in the preschool developmental period, with most co-sleeping literature focussed either on infants or primary school aged children. It may well be that co-sleeping is better explained by other child and parent factors rather than nighttime fears. The factors may possibly include child anxiety disorders (particularly separation anxiety) [ 63 , 64 ], child behavioural difficulties such as bedtime resistance) [ 62 ] and even parental distress [ 23 , 65 ]. Clearly reactive co-sleeping in the preschool development period warrants further investigation in this regard.
This series of research allowed for the systematic development and psychometric testing of the FAWN-YC, using large sample sizes, and advanced statistical techniques. However, there were a number of limitations that should be noted. First, sensitivity and specificity were not tested, nor was this sample large enough, or demographically heterogenous enough, to determine norms. Collecting a larger, more diverse sample in the future, and including an accompanying clinical interview, would allow examination of the ability of the FAWN-YC to differentiate between children with and without problematic nighttime fears, and to determine norms. Second, the generalisability of the results of this study was limited by the proportion of male to female parents and caregivers completing the surveys. Although large sample studies indicate good inter-parent agreement in ratings of behavioural and emotional problems in preschool-aged children [ 66 ], future research would benefit from further attempts to recruit fathers in parent samples. Third, the sample was homogenous in terms of ethnicity, level of education, and wealth, thus limiting the generalisability of results to other populations. Future studies should strive to include samples that are more heterogenous in terms of these constructs. Finally, previous research suggests that parents can underestimate the frequency and intensity of their young child’s fears [ 67 ]. As is the case for all measures of anxiety and internal thoughts and states in the preschool developmental period, the FAWN-YC total score, and in particular the Nighttime Fear Focus subscale, may be susceptible to variance in the child’s ability to understand and share their fears and worries. It may also be susceptible to variance due to the parent’s ability to perceive their child’s fears and worries, which is indeed an important area for future inquiry. Similarly, as young children may lack the cognitive sophistication to respond to questionnaires and interviews, future research may include more objective measures (i.e., skin conductance, actigraphy or recordings/observations of child’s nighttime behaviours) to further validate the FAWN-YC.
The findings of this research indicate that the 17-item Fears and Worries at Nighttime—Young Children (FAWN-YC) is a psychometrically valid, parent-report scale of nighttime fears. The FAWN-YC provides researchers and clinicians with a valid and reliable tool to assess the specific nighttime fear the child may have, the variety of nighttime fears the child has, and importantly, parental perceptions regarding how nighttime fears are affecting their child’s nighttime behaviours.
For researchers, The FAWN-YC provides a user-friendly, psychometrically valid measure of nighttime fears in children that may be used in a variety of studies including epidemiological studies, studies examining the antecedents and consequences of nighttime fears, and studies aiming to determine the efficacy of treatment programs designed to treat nighttime fears in this population.
For clinicians, the FAWN-YC may assist in the conceptualisation and treatment of children with nighttime fears. For example, although the focus of the fears/worries did not cluster into separate categories as expected (e.g., separation, imaginal, etc.), clinicians may still examine the scale at an item level to identify specific target fears in treatment. Thus, the brevity of the scale provides an efficient means of gathering information from parents to use for case formulation and treatment planning. Indeed, clinicians may use subscale scores to determine whether the child’s fears and worries are interfering with sleep and bedtime behaviours (subscale level) and in what specific manner (item level), or if the child is also afraid of the dark (subscale level).Therefore, the FAWN-YC may assist in identifying the target of an exposure hierarchy and the requirement for combinations of child relaxation skills, co-regulation skills, and/or parent upskilling such as behaviour management, exposure games and psychoeducation. Thus, the FAWN-YC is likely to be of significant value in both research and clinical settings, informing our understanding and treatment of fear, anxiety and sleep difficulties in preschool aged children.
While childhood nighttime fears can be developmentally normal and transient in nature, approximately 10 to 30% of young children experience fear at night that is severe, persistent, interferes substantially with sleep, and requires significant family accommodation [ 4 , 5 , 6 , 7 ]. While literature examining nighttime fears in the preschool developmental period (3–5 years) is expanding, a validated measure of nighttime fears in young children does not yet exist. This paper outlines the development and psychometric evaluation of the Fears and Worries at Nighttime—Young Children (FAWN-YC) scale, a parent-rated measure for children aged 3–5 years. Based on previous literature, it was hypothesised that the measure would be represented by a six-factor solution, with four clusters of fear types (separation fears, darkness-related fears, personal safety fears and fears of the imagination) and two behavioural manifestations of fears (behaviours at bedtime/sleep and behaviours in the dark). However, exploratory factor analysis (EFA; N = 436) and confirmatory factor analysis (CFA; N = 383), resulted in a final 17 items that loaded onto only 3 factors: Nighttime Fear Focus (8 items, α = 0.92), Bedtime/Sleep Avoidance and Interference (5 items, α = 0.90), and Dark Fear (4 items, α = 0.88). The findings of this factor structure speak to the importance of developing this measure specifically for this unique developmental period, and highlights the differences between preschoolers and their older child and teenage counterparts. Evidence of convergent validity was found through strong associations between the total score and subscales of the FAWN-YC with measures of child anxiety, fear, sleep, externalising and conduct problems. Furthermore, there was support for divergent validity, and evidence for temporal stability over a 2-week period. Overall, the results provide strong preliminary evidence for the reliability and validity of the FAWN-YC total score and subscales and evidence for the importance of developing a nighttime fear measure specifically for preschool aged children. The FAWN-YC provides a psychometrically valid and user-friendly measure of nighttime fears in young children. This measure is likely to be of significant value in both research and clinical settings, informing our understanding and treatment of fear, anxiety and sleep difficulties in preschool aged children.
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Study conception by L.F. and E.M-L. Study design by L.F., E.M-L., A.S. and C.D. Material preparation, data collection, data curation, project administration and analysis were performed by A.S. All drafts and final manuscript were written by A.S. Previous versions of the manuscript were reviewed by L.U and C.D. All authors read and approved the final manuscript.
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This paper outlines the development and psychometric evaluation of the Fears and Worries at Nighttime—Young Children (FAWN-YC) scale; a parent-rated measure for children aged 3-5 years. Based on previous literature, it was hypothesised that the measure would be represented by a six-factor solution, with four clusters of fear types and two behavioural manifestations of fears. Exploratory ...
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