Everything you need to ask your people, and nothing that makes them think twice about answering.
HR surveys live or die on one thing: whether the person answering believes the answer cannot be traced back to them. Every default here is set that way. Nobody needs an account to answer, no identity is attached to a response, and you have to go out of your way to ask who somebody is.
HR is asking two different questions on two different clocks. The fast one is how people are doing right now, which wants a short survey on a rhythm. The slow one is why people stay or leave, which wants a longer survey once a year and an honest conversation with everybody who resigns.
When a survey goes out here
- The quarterly check on morale, where the score matters less than which way it moved
- The annual engagement survey, broken into drivers so it points at something you can fix
- After a reorganization, when nobody will say what they think in a meeting
- When somebody resigns, sent after the last day rather than during the notice period
- A 360 before a development conversation, with the ratings anonymous and the debrief in person
The survey types this sector runs most
Each one comes with its questions already written, the scoring explained, and the mistakes named.
eNPS survey
Employee Net Promoter Score borrows the NPS® question and points it at the people who work for you. It is a good measure and an easy one to ruin, because the moment somebody suspects their answer is traceable, you stop measuring morale and start measuring caution.
See the questions EngagementEmployee engagement survey
An engagement survey is the long one, run once or twice a year. Its job is not to produce a number, because eNPS already does that in one question and does it more often. Its job is to tell you which specific parts of working here are holding the number down.
See the questions PulsePulse survey
A pulse survey is short, repeated, and always asks the same core questions so you can watch a line move. The point is not the score in any single month. The point is the shape over six of them.
See the questions ExitExit interview survey
The face to face exit interview has a known problem: almost nobody uses it to be candid, because they want a reference and they want the last two weeks to be pleasant. A written survey, sent after the notice period rather than during it, gets closer to the truth.
See the questions 360360 feedback survey
A 360 asks the people around somebody the same set of questions: their manager, their peers, the people who report to them, and the person themselves. The gap between how somebody sees their own work and how everybody else sees it is usually the most useful thing on the page.
See the questionsQuestions worth asking in human resources
What is different about asking here
- Small teams break anonymity faster than people expect. Four responses in a department is identifiable no matter what the survey promised.
- If a manager will see the raw answers, say so on the survey. A broken anonymity promise costs you every future response.
- Reporting back is part of the survey, not an optional extra. Two silent rounds is usually enough to end participation.
Answers carry no name unless you add a question asking for one. Nobody needs an account to reply, so there is no login trail. You can export everything and you can delete everything, at any time, without asking us.
Security and dataCan employees answer without a login?
Yes. They open a link and answer. There is no account, no app and no record of who opened it, which is most of why people answer honestly.
How often should we survey staff?
A short pulse monthly or quarterly, and one deeper engagement survey a year. The pulse shows you where to look, and the annual one tells you why.
Can we segment results by team?
You can, by adding a question. Be careful with small teams: below about eight people, segmenting undoes the anonymity that got you honest answers.