Free Employee Engagement Survey Template (25 Questions)

Understanding employee engagement is one thing, measuring it effectively is another.

That’s where engagement surveys come in. These surveys provide a structured way to assess how employees feel about their work, leadership, and overall experience within the organisation. When designed and implemented well, they offer invaluable insights that can drive real change.

Looking for a broader understanding of engagement itself? Read our guide: What is Employee Engagement & 10 Ways to Boost It.

What Is an Employee Engagement Survey?

An employee engagement survey is a tool designed to measure the levels of enthusiasm, motivation, and connection employees have with their work and organisation. It typically includes a mix of quantitative (scale-based) and qualitative (open-ended) questions that assess factors like job satisfaction, leadership effectiveness, workplace culture, and growth opportunities.

These surveys can take different forms:

• Annual engagement surveys – Comprehensive assessments that offer a deep dive into organisational culture and employee sentiment.
• Pulse surveys – Short, frequent check-ins to track engagement trends and emerging concerns.
• Lifecycle surveys – Targeted surveys for key moments, such as onboarding or exit interviews, to understand engagement at different stages.

Why Measuring Engagement Matters

If engagement surveys are just another HR task, participation will be low, and insights will be limited. But when done right, they become a powerful tool for organisational growth. Here’s why they matter:

• They Provide a Clear Engagement Benchmark – Without data, engagement levels are just assumptions. A well-structured survey sets a baseline and tracks progress over time.
• They Identify Strengths & Weaknesses – Spot where employees feel most supported and pinpoint barriers to motivation, productivity, and retention.
• They Drive Meaningful Action – Surveys help leaders make informed decisions to improve workplace culture.
• They Build Trust – Giving employees a voice reinforces a culture of openness, where feedback is valued and acted upon.

By implementing regular employee engagement surveys, organisations gain the insights needed to create a more motivated, connected, and high-performing workforce.

How to Get the Most Out of Your Engagement Survey

Getting meaningful insights from a survey requires proper planning.

A poorly executed survey leads to low participation, vague responses, and little to no impact. But with the right approach, an engagement survey becomes a powerful tool for understanding your employees and driving real change.

Here’s how to maximise the effectiveness of your survey:

1. Clearly Communicate the Purpose

If employees don’t understand why the survey matters, they’re unlikely to engage with it.

Let them know:

• Why you’re running the survey – To improve their experience, create a better workplace, and make informed decisions.
• How their feedback will be used – Show that leadership is committed to listening and acting on responses.
• What they can expect – A clear timeline for completing the survey, reviewing results, and implementing changes.

2. Guarantee Anonymity and Confidentiality

Employees will only share honest feedback if they feel safe. Assure them that responses are anonymous, and consider using a third-party survey platform to reinforce confidentiality.

3. Keep It Short and Focused

Long, complex surveys lead to drop-offs and rushed responses. To get high participation and quality insights:

• Aim for a 10-minute completion time.
• Focus on key engagement drivers (leadership, culture, development, well-being).
• Avoid redundant or overly complicated questions.

4. Use a Mix of Question Types

To get a well-rounded view of engagement, combine:

• Scale-based questions (e.g., “On a scale of 1-10, how valued do you feel at work?”) for measurable insights.
• Open-ended questions (e.g., “What’s one thing we could do to improve your work experience?”) to uncover deeper issues.

5. Take Quick, Visible Action to Reinforce Trust

One of the most effective ways to encourage future participation is to show employees their feedback leads to action.

Within 1-2 weeks of survey completion, leadership should implement a small but symbolic improvement based on the data collected, something that is both visible and meaningful. This signals to employees that leadership is serious about listening.

Additionally, immediate supervisors or division heads should send a message thanking employees for their input. A simple update like:

“Thank you for completing the survey. We’ve identified some key themes and will begin addressing them immediately.”

This builds trust and reassures employees that their feedback was valued, increasing the likelihood of honest and engaged responses in future surveys.

6. Establish a Regular Survey Schedule

A one-time survey won’t provide a full picture. Instead, implement:

• Annual deep-dive surveys – A comprehensive assessment of engagement levels.
• Quarterly pulse surveys – Shorter check-ins to monitor trends and quickly address issues.
• Consistency ensures engagement remains a priority and allows you to track progress over time.

A well-designed survey is only as effective as the questions it asks. In the next section, we’ll explore 25 of the best survey questions to help you measure and understand employee engagement at a deeper level.

The 25 Best Survey Questions to Measure and Understand Employee Engagement

Asking the right questions is the key to unlocking meaningful insights from your employee engagement survey.

Each question should be carefully designed to assess different aspects of engagement, from job satisfaction and leadership effectiveness to career growth and workplace culture.

To make it easier to digest, we’ve grouped the 25 best questions into key categories.

We’ve also indicated the question type, whether it’s scale-based (e.g., rating on a scale of 1-5) or open-ended (allowing employees to elaborate in their own words). A combination of both ensures you gather both measurable data and deeper qualitative insights.

If you’d prefer a ready-to-use format, download our free Employee Engagement Survey Template (PDF), which includes all 25 questions.

Job Satisfaction & Motivation

Understanding how employees feel about their roles is the first step in assessing overall engagement.

1. I am satisfied with my job overall.

• Type: Scale-based (1-5)
• Why it matters: This baseline question helps gauge general job satisfaction, which strongly correlates with engagement and retention.
• Follow-up: If satisfaction is low, look for trends in related questions to identify pain points (e.g., workload, recognition, career growth).

2. My work is meaningful and fulfilling.

• Type: Scale-based (1-5)
• Why it matters: Employees who find meaning in their work are more engaged, motivated, and committed to their roles.
• Follow-up: If scores are low, explore whether employees understand how their work contributes to the company’s broader goals.

3. What aspects of your job motivate you the most?

• Type: Open-ended
• Why it matters: Different employees are driven by different factors—growth opportunities, collaboration, autonomy, or problem-solving. Understanding what keeps them engaged can help shape policies and initiatives.
• Follow-up: Identify common themes: are employees motivated by autonomy, collaboration, problem-solving, or career progression? Use this insight to align roles, recognition programs, and development opportunities with what truly drives engagement.

4. What is one thing we could improve to make your work experience better?

• Type: Open-ended
• Why it matters: This question uncovers frustrations or barriers that might not be addressed in structured, scale-based questions.
• Follow-up: Look for recurring themes in responses to identify quick wins and long-term improvements.

5. I feel valued and recognised for my contributions at work.

• Type: Scale-based (1-5)
• Why it matters: Recognition is a major driver of engagement and retention. Employees who feel undervalued are more likely to disengage or seek opportunities elsewhere.
• Follow-up: If scores are low, consider whether recognition is frequent, personalised, and meaningful across the organisation.

Leadership & Management

How employees perceive leadership and their direct managers plays a crucial role in engagement.

6. Leadership communicates a clear vision and direction for the company

• Type: Scale-based (1-5)
• Why it matters: Employees are more engaged when they understand and believe in the company’s mission.
• Follow-up: Low scores may indicate a need for clearer communication from senior leaders or better alignment between leadership and employees.

7. I have confidence in the leadership team’s ability to make the right decisions.

• Type: Scale-based (1-5)
• Why it matters: Employees need to trust leadership to feel secure and committed to the organisation.
• Follow-up: If confidence is low, transparency around decision-making and leadership accessibility may need improvement.

8. My direct manager supports me in my role.

• Type: Scale-based (1-5)
• Why it matters: The relationship with a direct manager is one of the biggest drivers of engagement.
• Follow-up: If scores are low, it may indicate a need for better management training or clearer role expectations.

9. What is one thing your manager could do to better support you?

• Type: Open-ended
• Why it matters: This question helps managers identify specific ways to improve their leadership approach.
• Follow-up: Look for common themes, such as the need for more feedback, clearer goals, or better communication.

10. Leadership listens to and acts on employee feedback.

• Type: Scale-based (1-5)
• Why it matters: Employees who feel unheard are more likely to disengage.
• Follow-up: If scores are low, assess how leadership collects and communicates responses to feedback.

Career Growth & Development

Engaged employees want to learn, grow, and see a future within the company.

11. I see a clear path for career growth within the organisation.

• Type: Scale-based (1-5)
• Why it matters: Employees who see growth opportunities are more likely to stay motivated and committed.
• Follow-up: If responses indicate uncertainty, consider improving career path transparency or mentorship programs.

12. I have access to the learning and development resources I need to grow.

• Type: Scale-based (1-5)
• Why it matters: Training opportunities are critical for both engagement and retention.
• Follow-up: If scores are low, reassess how development programs are communicated and whether they align with employee needs.

13. In what areas would you like to develop your skills further?

• Type: Open-ended
• Why it matters: Understanding employee aspirations can help tailor development programs and create personalised growth plans.
• Follow-up: Look for trends in responses, are employees asking for technical skills, leadership training, or industry-specific knowledge? Compare these needs with existing learning and development programs to ensure alignment.

14. I receive regular feedback that helps me improve and grow in my role.

• Type: Scale-based (1-5)
• Why it matters: Constructive feedback is essential for growth, yet many employees report not receiving enough.
• Follow-up: If scores are low, evaluate whether managers are providing actionable and consistent feedback. In addition, reinforce the expectation that managers deliver effective feedback through management development programs and the performance review process.

15. What additional support or training would help you progress in your career?

• Type: Open-ended
• Why it matters: Employees often know what they need to succeed—this question helps identify gaps in existing development programs.
• Follow-up: Analyse whether employees feel there are enough learning resources, mentorship opportunities, or internal mobility options. If gaps emerge, consider implementing targeted training programs or clearer career pathways.

Work-Life Balance & Well-being

A healthy work-life balance is essential for engagement, productivity, and overall job satisfaction. When employees feel burned out or overwhelmed, engagement declines, and turnover risk increases.

16. I have a healthy work-life balance.

• Type: Scale-based (1-5)
• Why it matters: Employees who struggle with work-life balance are more likely to experience stress, disengagement, and burnout.
• Follow-up: If scores are low, investigate workload distribution, flexibility policies, and expectations around after-hours work.

17. I have enough flexibility in my role to manage personal and professional responsibilities.

• Type: Scale-based (1-5)
• Why it matters: Flexibility, whether in working hours, remote work, or personal time, is a major factor in employee engagement and retention.
• Follow-up: If responses indicate a lack of flexibility, evaluate current policies and explore options such as hybrid work arrangements, flexible hours, or additional support structures.

18. I rarely feel stressed or overwhelmed at work.

• Type: Scale-based (1-5)
• Why it matters: Chronic stress leads to burnout, decreased performance, and higher turnover. Understanding stress levels helps organisations proactively address mental well-being.
• Follow-up: If stress levels are high, explore the root causes, workload, unclear expectations, or lack of resources, and implement solutions such as workload adjustments or wellness programs.

19. What is one thing the company could do to better support your well-being?

• Type: Open-ended
• Why it matters: Employees have firsthand knowledge of what would improve their well-being, whether it’s better workload management, mental health resources, or workplace culture changes.
• Follow-up: Look for common requests and evaluate feasibility. Small changes, such as promoting lunch breaks or adjusting meeting schedules, can have a big impact.

20. I feel comfortable taking time off when needed.

• Type: Scale-based (1-5)
• Why it matters: Employees who feel guilty or pressured to avoid time off are more likely to experience burnout. A supportive culture around rest leads to a more engaged and productive workforce.
• Follow-up: If scores are low, review company policies and manager attitudes toward time off. Employees should feel encouraged to use their leave without fear of negative consequences.

Workplace Culture & Involvement

A strong, involved workplace culture fosters engagement, collaboration, and a sense of belonging. Understanding how employees perceive company culture helps leaders create a more positive and productive environment.

21. I feel a sense of belonging at work.

• Type: Scale-based (1-5)
• Why it matters: Employees who feel connected to their team and company culture are more engaged, motivated, and likely to stay.
• Follow-up: If scores are low, explore whether employees feel excluded, disconnected from leadership, or disengaged due to remote work challenges.

22. All employees are treated fairly and with respect in this organisation.

• Type: Scale-based (1-5)
• Why it matters: Fair treatment and respect are foundational to a healthy workplace culture. If employees perceive bias or favoritism, engagement suffers.
• Follow-up: If fairness scores are low, assess involvement policies, leadership behaviors, and workplace interactions to identify areas needing improvement.

23. The company fosters an environment where diverse skills, experience and perspectives are valued and utilised.

• Type: Scale-based (1-5)
• Why it matters: Employees thrive and deliver more in workplaces where they feel respected and can contribute to success. A strong culture of involvement leads to higher engagement and collaboration.
• Follow-up: If scores are low, assess whether employees feel excluded, if leadership actively promotes involvement and seek contributions to overcome challenges and generate (effective or enhanced) solutions for results and success..

24. What’s one thing we could do to improve our workplace culture?

• Type: Open-ended
• Why it matters: Employees experience workplace culture firsthand and can offer valuable insights into what’s working, and what isn’t.
• Follow-up: Identify recurring themes in responses, such as communication gaps, leadership transparency, or collaboration challenges, and use them to refine culture initiatives.

25. I feel comfortable being myself at work.

• Type: Scale-based (1-5)
• Why it matters: Psychological safety, the ability to be authentic without fear of judgment, directly impacts engagement and performance.
• Follow-up: If employees feel they have to mask their true selves, investigate factors contributing to that perception, such as leadership attitudes, team dynamics, or workplace norms.

How Often Should You Run Employee Engagement Surveys?

Running an employee engagement survey is only valuable if the data is timely and actionable. Wait too long between surveys, and you risk missing engagement shifts. Send too many, and employees may stop responding. So, what’s the right frequency?

It depends on your goals. Here’s how different types of surveys fit into an effective engagement strategy:

Annual Engagement Surveys: The Big Picture

Once a year, a comprehensive engagement survey provides a high-level view of trends across the organisation. These deep dives cover a broad range of topics, including; job satisfaction, leadership effectiveness, workplace culture, and more.

While annual surveys are great for benchmarking year-over-year progress, they aren’t enough on their own. Employee sentiment can shift quickly, and waiting 12 months to check in might mean problems go unnoticed for too long.

Quarterly or Biannual Pulse Surveys: Keeping a Finger on the Pulse

To supplement annual surveys, shorter pulse surveys every three to six months help track engagement trends in real time. These surveys:

• Focus on fewer questions to avoid overwhelming employees.
  Allow leadership to identify and address issues before they escalate.
  Measure the impact of engagement initiatives put in place after the annual survey.

What questions work best for pulse surveys?

Pulse surveys should be a subset of the annual survey, focusing on the highest-priority issues identified in the last full survey. Recommended question types include:

• Follow-ups on key areas for improvement (e.g., “Since our last survey, do you feel leadership has taken action on the feedback provided?”).
• Short-term progress checks (e.g., “Do you feel more supported by your manager compared to three months ago?”).
• Workplace sentiment tracking (e.g., “How motivated do you feel in your role this quarter?”).
• Emerging issues or timely topics (e.g., “How has [new policy or initiative] impacted your daily work experience?”).

Think of pulse surveys as an ongoing conversation rather than a once-a-year check-in. They help keep engagement top of mind while showing employees their voices drive meaningful change.

Monthly or Ad-Hoc Check-Ins: Quick, Targeted Feedback

For companies undergoing changes, such as leadership transitions, policy updates, or major projects, one-off surveys provide immediate insights. These aren’t full-scale engagement surveys but rather quick snapshots to gauge employee sentiment on specific topics.

What are examples of effective ad-hoc check-ins?

• Leadership transitions: “Do you feel informed and supported during this leadership change?”
• New policies or benefits: “How has the recent change to our remote work policy impacted your productivity?”
• Organisational restructuring: “Do you feel you have the resources needed to succeed in your role following the recent team changes?”
• Crisis or major events: “Do you feel the company has communicated effectively during this period of change?”

Who is responsible for these surveys?

• Corporate HR or central leadership typically runs company-wide ad-hoc check-ins related to major organisational changes.
• Managers and department heads may conduct more targeted, team-specific check-ins to address localised concerns.

Are these an alternative to annual or pulse surveys?

No, ad-hoc check-ins are an add-on to supplement regular engagement tracking. They should be used strategically when a specific issue arises rather than as a replacement for broader engagement surveys.

Used sparingly, these check-ins provide real-time insights to help leaders course-correct quickly. However, overuse can lead to survey fatigue, so each check-in should have a clear purpose and result in visible action.

Lifecycle Surveys: Measuring Key Employee Moments

Some of the most valuable engagement data comes from surveys tied to specific employee milestones:

• Onboarding surveys – Helps assess the new-hire experience and improve the integration process.
• Exit surveys – Identifies reasons for turnover and potential areas for improvement.
• Post-development surveys – Measures the effectiveness of learning and development programs.

These targeted surveys offer insights that traditional engagement surveys often miss, helping organisations refine the employee experience at critical points.

Final Thoughts

An employee engagement survey is a powerful tool for understanding your workforce and creating a better workplace, but only if it leads to real action. The credibility of any survey with employees comes down to two key factors:

• Immediate action – Did leadership respond within a few weeks to address the highest-priority needs? A quick, visible change, no matter how small, shows employees that their voices matter.
• Sustained progress – Are employees seeing real, ongoing improvements? Whether through new initiatives, leadership development, policy changes, or team-level adjustments, engagement should drive meaningful, long-term change.

By combining annual deep dives, regular pulse surveys, and targeted check-ins, organisations create a continuous feedback loop that employees trust. Engagement isn’t just about collecting data. It’s about listening, improving, and fostering a culture where employees feel valued and heard.

Start with a well-designed survey, but don’t stop there. Share results transparently, take meaningful action, and consistently demonstrate that employee feedback shapes the future of the organisation.