Examples of Employee Engagement Survey Questions

Employee engagement is a necessity if your organization wants to achieve growth and progress. Fully engaged employees mean greater productivity, improved image and better work culture.

Despite the obvious benefits of employee engagement, many companies struggle to get their employees fully on board, and with the new reality of remote work, the task has become doubly difficult.

According to a recent report by Gallup, only 33% of workers are engaged. When some team members are not engaged fully, it can affect the project’s progress, and the attitude can even rub off on other people and generally create a disaffected team.

employee engagement survey questions

A happy employee is a productive employee.

So how do you keep your team and employees engaged and even measure their level of commitment to the task and the organization?

Employee Engagement Survey Questions to Ask

One can start by asking directly. One way to do it is to conduct an employee engagement survey, as most would be hesitant to put out their opinion straight out; it is better to make it anonymous.

Most importantly, once the decision to conduct a survey to measure employee engagement has been made, it is crucial to design one that covers the concerns of the company and the employees both. Then, you can either hire a professional company to do it for you or do one in-house.

What matters is that it is comprehensive, wholesome and scientifically driven.

It does not have to necessarily long and detailed, and it has to be rightly worded to elicit the right answers. In broad terms, the employee engagement questions should cover work satisfaction, career opportunities, culture, work environment and appreciation.

Work satisfaction

The employee engagement survey questions that follow will give you a general sense of how satisfied or dissatisfied employees really are.

 On a scale of 1 to 10, how happy are you at work?

 On a scale of 1 to 10, how would you rate your organization’s culture?

 On a scale of 1 to 10, how likely are you to leave your organization for a10% raise from another company?

Satisfaction with supervisors/peers

People mostly leave if they are not happy with their bosses, not because the company is bad. Regular dissatisfaction with direct supervisors is a major cause of disengagement.

On a scale of 1 to 10, how would you rate the performance of your direct supervisor?

On a scale of 1 to 10, how would you rate your colleagues and team members?

Opportunities for growth

A top reason for people leaving an organization is a lack of growth in promotions and skill upgrading. 

One can ask in the employee engagement survey:

On a scale of 1 to 10, how much opportunity do you have for professional growth in this organization?

On a scale of 1 to 10, how does the company fare in its efforts in providing skill upgradation

Feeling appreciated

Appreciation and recognition go a long way in driving people to take pride in their work, which builds engagement and better output. People who feel appreciated are eager to walk that extra mile for the team and the organization.

When was the last time you got any recognition for good work done?

On a scale of 1 to 10, how valued do you feel at work?

Company Culture

A company’s culture is what determines its image with industry peers and with its employees. The new younger generation takes into account a company’s culture when they make an employment decision. 

On a scale of 1 to 10, how likely are you to refer your company to your peers and friends?

On a scale of 1 to 10, how satisfied you are with company’s commitment to a congenial workplace?

It is advisable to have a column at the end where the employees can be asked to input their reasons for giving the answers. And any suggestions that they have. This will give you a more robust understanding of the overall picture, rather than just collating the numbers.

Diana Coker
Diana Coker is a staff writer at The HR Digest, based in New York. She also reports for brands like Technowize. Diana covers HR news, corporate culture, employee benefits, compensation, and leadership. She loves writing HR success stories of individuals who inspire the world. She’s keen on political science and entertains her readers by covering usual workplace tactics.

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  1. Bill Fotsch says:

    Do you notice how paternalistic these suggested questions are? They convey a great deal on the perspective of the person asking the questions. The research we did in collaboration with Harvard business school uses 15 much more pragmatic questions on economic engagement. This Inc article provides the details, including how our research shows how economic engagement drives profitable growth, as well as the opportunity to participate in the no cost, confidential research, so you can see how your company compares to other companies:

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