You send a survey. Response rate is 25%. The answers are vague. Nothing actionable. You don’t run it again. That’s most organisations’ survey experience. The problem isn’t survey fatigue. It’s bad questions. Questions that are too long. Too generic. Too disconnected from real work. These fifty questions work. They’re used by organisations that get 70%+ response rates and actionable insights. The difference? The questions are specific. They’re tied to behaviour. They’re short. Use this guide as a foundation. Pick the questions that fit your culture. Then act on the answers.
Why Most Surveys Fail
Three reasons:
- Questions are too vague. “Do you feel valued?” What does valued mean? Unclear. Answers are meaningless.
- No action follows. People answer honestly then nothing changes. Trust dies. Next survey, response rate drops further.
- Too many questions. Survey takes 30 minutes. Only cynics finish. Optimistic employees don’t. Bias in your data.
These fifty questions avoid all three. They’re specific. They drive action. The whole survey takes 10 to 12 minutes.
How to Use This List
Pick ten to fifteen questions. Not all fifty. Don’t try to measure everything. Measure what matters. In your organisation, what’s broken? What’s strong? Build your survey around those gaps.
Scale: Use 1-5 or Agree/Strongly Agree. Keep it consistent. Five-point scale is standard. Employees don’t think about the scale. They answer.
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10 Questions on Leadership Trust
Trust is the foundation. Build here first.
1. My direct manager trusts me to do my job without micromanaging.
Benchmark: Scores below 3.5 signal control-based management. Address with manager coaching.
2. I believe my manager cares about my wellbeing, not just my productivity.
Benchmark: Below 3.5 means manager is transactional. Relationship-building is needed.
3. I feel confident speaking up about problems without fear of consequences.
Benchmark: Below 3.5 signals low psychological safety. Leadership training on listening is urgent.
4. Senior leadership is transparent about company performance and challenges.
Benchmark: Below 3 means over-communication is needed. Share what you can.
5. My manager gives me honest feedback, even when it’s difficult.
Benchmark: Below 3.5 means feedback culture is weak. Manager training on difficult conversations required.
6. I trust the decisions made by senior leadership.
Benchmark: Below 3.5 signals disconnect between leaders and staff. Increase visibility and communication.
7. My manager asks for my input before making decisions that affect my work.
Benchmark: Below 3.5 means managers aren’t involving teams. Autonomy conversation needed.
8. I believe my manager would advocate for me if I made a mistake.
Benchmark: Below 3.5 means manager doesn’t have team’s back. Culture of blame vs learning.
9. Senior leaders at this company “walk the talk” on our values.
Benchmark: Below 3.5 signals gap between stated and lived values. Address hypocrisy.
10. I would describe my relationship with my manager as good.
Benchmark: Below 3.5 means relationship repair or manager change is needed.
10 Questions on Growth and Development
People stay when they’re developing. Measure it.
11. I have a clear understanding of what success looks like in my role.
Benchmark: Below 3.5 means expectations aren’t clear. Alignment conversation needed.
12. My manager has discussed my career goals in the last six months.
Benchmark: Below 3.5 means career conversations aren’t happening. Require them.
13. I see a realistic path for progression in this organisation.
Benchmark: Below 3.5 means either roles don’t exist or they’re not visible. Create or communicate the path.
14. The skills I’m developing are valuable for my future career.
Benchmark: Below 3.5 means skills development is misaligned with career goals. Reassess.
15. I have access to the training I need to do my job well.
Benchmark: Below 3.5 means training budget or access is an issue. Address it.
16. My manager actively supports my development and learning.
Benchmark: Below 3.5 means manager isn’t invested in team growth. Manager development needed.
17. I’ve learned something new that improved my performance in the last three months.
Benchmark: Below 3.5 means growth isn’t happening. Learning isn’t embedded.
18. I have opportunities to work on projects that stretch my abilities.
Benchmark: Below 3.5 means role is stagnant. Reassign or expand role.
19. I understand the skills I need to develop for my next role.
Benchmark: Below 3.5 means career path isn’t transparent. Create a skill map.
20. Senior leaders are accessible for mentoring or career conversations.
Benchmark: Below 3.5 means leadership is removed. Create mentoring opportunities.
10 Questions on Recognition and Reward
Specific, timely recognition drives engagement. Measure it.
21. I feel genuinely recognised for my contributions.
Benchmark: Below 3.5 means recognition isn’t happening or isn’t credible. Implement specific recognition practices.
22. My manager acknowledges good work when I do it.
Benchmark: Below 3.5 means manager doesn’t give feedback. Feedback training needed.
23. I know what behaviours are rewarded in this organisation.
Benchmark: Below 3.5 means behaviour expectations aren’t clear. Communicate what matters.
24. My compensation is fair for the work I do.
Benchmark: Below 3.5 signals pay dissatisfaction. Review market rates and salaries.
25. I feel valued as a person, not just for what I produce.
Benchmark: Below 3.5 means culture is transactional. Focus on belonging and humanity.
26. Recognition in this company is based on merit, not politics.
Benchmark: Below 3.5 means fairness is questioned. Ensure recognition is transparent and objective.
27. I would recommend this company as a great place to work.
Benchmark: Below 3.5 means engagement is at risk. This is your signal to act.
28. My peers recognise and acknowledge each other’s contributions.
Benchmark: Below 3.5 means team culture is weak. Peer recognition systems help.
29. Non-financial recognition is as valuable to me as financial rewards.
Benchmark: 3.5+ means recognition matters more than bonuses. Invest in recognition, not just pay.
30. I feel my effort is proportional to the work I do and the recognition I receive.
Benchmark: Below 3.5 means effort-reward imbalance. Address workload or recognition.
10 Questions on Wellbeing
CIPD research shows stress-related absence affects 76% of respondents. Measure and act.
31. I have a manageable workload.
Benchmark: Below 3.5 means workload is unsustainable. Reassess expectations or headcount.
32. I can take time off without affecting my job security or reputation.
Benchmark: Below 3.5 means vacation isn’t truly encouraged. Leaders must model it.
33. I feel mentally healthy and able to handle my responsibilities.
Benchmark: Below 3.5 signals burnout risk. Intervene now.
34. I have support when I’m struggling (personal or work-related).
Benchmark: Below 3.5 means support systems aren’t accessible. Communicate EAP and resources.
35. Work doesn’t prevent me from maintaining a healthy work-life balance.
Benchmark: Below 3.5 means boundaries are blurred. Enable flexible work.
36. This workplace cares about employee wellbeing beyond just productivity.
Benchmark: Below 3.5 means culture is extractive. Embed wellbeing in all decisions.
37. I feel safe raising wellbeing concerns with my manager.
Benchmark: Below 3.5 means stigma exists. Launch anti-stigma campaign.
38. I have flexibility to manage my personal responsibilities alongside work.
Benchmark: Below 3.5 means inflexibility is a barrier. Evaluate flexible work options.
39. The physical environment where I work is safe and healthy.
Benchmark: Below 3.5 signals workplace issues (ergonomics, ventilation, etc.). Fix them.
40. I feel belonging to this team and organisation.
Benchmark: Below 3.5 means isolation. Build team connection and culture rituals.
10 Questions on Team and Manager
Daily team experience drives engagement.
41. My team collaborates effectively to get work done.
Benchmark: Below 3.5 means team dynamics are broken. Manager facilitation needed.
42. I know what each team member brings and can rely on them.
Benchmark: Below 3.5 means team bonds are weak. Team-building conversations help.
43. My manager creates a sense of psychological safety in our team.
Benchmark: Below 3.5 means fear is present. Manager coaching on trust is urgent.
44. Communication within my team is clear and timely.
Benchmark: Below 3.5 means information gaps exist. Improve communication cadence.
45. My manager treats all team members fairly and equally.
Benchmark: Below 3.5 signals favouritism. Address immediately.
46. I receive regular feedback on my performance.
Benchmark: Below 3.5 means feedback is absent. Require regular one-to-ones.
47. I feel heard and understood by my manager.
Benchmark: Below 3.5 means listening is lacking. Coach managers on listening skills.
48. My team is diverse and brings different perspectives.
Benchmark: Below 3.5 signals lack of diversity. Assess inclusion efforts.
49. Conflicts within the team are handled constructively.
Benchmark: Below 3.5 means conflict avoidance or aggression. Manager training on conflict resolution.
50. I genuinely enjoy working with my team.
Benchmark: Below 3.5 means team culture is transactional. Build connection and trust.
Open-Ended Questions (Optional)
Add one or two open questions for depth:
- “What’s one thing that would make you more engaged at work?”
- “What’s your biggest challenge right now?”
- “What could your manager do differently to support you?”
Scoring and Benchmarking
After your survey:
- Calculate average scores per question. Below 3.5 means action needed. 3.5 to 4.0 is acceptable. 4.0+ is strong.
- Compare by team or department. Which teams are strongest? Which are struggling? Where do you invest first?
- Benchmark internally year-on-year. Is engagement improving? Stagnant? Declining? Trend matters.
- Segment by tenure. New employees (under one year) vs established (over two years). Engagement curves look different.
What to Do With Results
This is where most surveys fail. You’ve got data. Now what?
- Share results transparently. Don’t hide bad news. Tell employees what you found and what you’ll do about it.
- Identify top three areas for action. Don’t try to fix everything. Pick three problems. Address them.
- Create an action plan with timelines. “We’re addressing workload by adding one hire by Q2. We’re improving feedback by implementing monthly one-to-ones starting next month.”
- Assign ownership. Who’s responsible for each action? Who’s accountable? Who’s monitoring progress?
- Communicate progress quarterly. “Here’s what we’ve done on the three priorities you highlighted. Here’s what’s working. Here’s what we’re adjusting.”
- Run the survey again in one year. Measure if your actions moved the needle. If not, adjust.
The Final Word
Surveys aren’t engagement. They measure it. Action creates engagement. Use this guide to gather honest data. Then do the harder work: changing systems, coaching managers, and building a culture where people want to stay. The survey is the diagnosis. The action is the cure.
Frequently Asked Questions
Should the survey be anonymous?
Yes. Anonymity increases honesty. Employees worry about retaliation if named. Anonymous surveys get more critical feedback and more truth.
How often should I survey?
Annually for a full survey. Quarterly pulse surveys (three to five questions) keep you informed without survey fatigue. Annual + quarterly pulse is the formula that works.
What response rate should I aim for?
70%+ is strong. Below 50% means your survey isn’t trusted or people are too busy. If response rate is low, increase participation and promote why it matters.
Can I use this survey as-is?
Customise it. Add questions about things specific to your organisation (location, product, customer focus). Remove questions that don’t apply. Make it relevant to your engagement programme.
What if scores are universally low?
Your culture has serious issues. Don’t panic. Use the data to build a reset plan. Share honestly. Commit to change. Show progress quarterly. Recovery takes time but data-driven action works.
Sources
- Gallup. (2024). State of the Global Workplace. Available at: https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
- SHRM. (2024). Employee Engagement Survey Methodology. Available at: https://www.shrm.org/topics-tools/tools/white-papers/2024-state-of-the-workforce-engagement-trends
- CIPD. (2024). Health and Wellbeing at Work Survey. Available at: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2024-pdfs/8625-good-work-index-2024-summary-report-1-web.pdf
- Deloitte. (2024). 2024 Global Human Capital Trends. Available at: https://www2.deloitte.com/xe/en/insights/focus/human-capital-trends.html
- Great Place to Work. (2024). Employee Engagement Research. Available at: https://greatplacetowork.me/recognition/
One final rule. A survey is a promise. If you ask, you must act. Teams that see no action after a survey respond less next time, and the damage is hard to reverse.
