Employee Attitude Survey - Example Questions & Template

Employee attitude surveys (sometimes called engagement or morale surveys) are valuable for organizations of all sizes and industries.

By regularly gathering anonymous feedback on how employees feel about their work, workplace, and leadership, companies gain insight into issues that might otherwise go unnoticed.

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This can drive greater employee engagement and productivity, and create a workplace where people want to stay and do their best work.

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Here are some of the additional benefits of employee attitude surveys:

• Higher Engagement and Motivation: Asking for feedback shows employees that their opinions matter, which boosts morale and motivation. Over time, a culture of open feedback can lead to a more energized and enthusiastic workforce that is willing to “go the extra mile.”
  
  
• Improved Productivity: Surveys pinpoint obstacles that hinder performance, such as inadequate resources, unclear processes, or other workplace frictions​. By identifying and addressing these issues, organizations enable employees to be more effective in their roles.
  
  
• Better Retention of Talent: Listening and responding to employee feedback has a direct impact on retention. Employees who feel their voices are heard are far more likely to stay with the company. Companies that act on survey feedback see significantly lower turnover rates (one report found 14.9% lower turnover when organizations took action on feedback).
  
  
• Early Issue Detection: Attitude surveys serve as an early warning system. They uncover hidden problems–like low morale in a department, management issues, or concerns about workload–before they escalate into major crises​. This allows leadership to intervene with targeted improvements (e.g. training, policy changes) in a timely manner.
  
  
• Enhanced Communication and Trust: The very act of surveying employees promotes a culture of transparency. It creates a structured channel for open communication, encouraging employees to be honest about their experiences. When leadership follows up on survey results, it builds trust by showing that feedback leads to real improvements​.
  
  
• Informed Decision-Making: Finally, attitude surveys provide data-driven insights for HR and management. The aggregated results highlight trends in engagement, satisfaction with benefits and policies, management effectiveness, etc. Leadership can use these insights to guide strategic decisions (such as investing in manager training or new tools).

Employee Attitude Survey Examples By Department

One size does not fit all when it comes to employee surveys. Different teams and departments may experience the workplace differently, so tailoring questions to those contexts can yield more actionable feedback.

Below are multiple examples of survey questions and scenarios customized for common departments. These examples cover scenarios from new-hire onboarding to project post-mortems, remote work check-ins, and team dynamics. Both in-house and remote team considerations are included to ensure relevance for various work arrangements.

HR Department (Onboarding Feedback Survey)

Onboarding surveys help HR improve the process for future hires and ensure new employees feel engaged from the start. If several new hires say they didn’t feel welcomed, HR might implement a buddy system. Or if they report lack of clarity in job duties, HR can work with managers to provide clearer job aids.

By tailoring questions to the onboarding journey, HR can boost early employee satisfaction, engagement, and productivity right out of the gate. 

Here are some example questions to consider:

• “How would you rate your overall onboarding experience?” (Likert scale 1-5 from Very Poor to Excellent). This question measures the new hire’s general satisfaction with the onboarding. A low rating might indicate confusing orientation sessions or lack of support, signaling HR to refine the process.
  

• “Did you receive all the information and resources you needed to get started in your role?” Yes/No. A straightforward question to check if essentials (equipment, training materials, policy knowledge) were provided. If many answer “No,” HR can immediately address gaps in the onboarding checklist.
  

• “Do you feel welcomed and integrated into the team and company culture?” (Likert 1-5). New employees who feel welcomed are more likely to engage quickly. This question taps into the social aspect of onboarding – whether the team made an effort to include the newcomer. HR might follow up on low scores by encouraging managers to assign mentors or organize team introductions.
  

• “How clear are you about your job responsibilities and performance expectations?” (Likert 1-5). Ensuring role clarity is critical in the first weeks. If a new hire isn’t clear on what’s expected, HR and the hiring manager should intervene with additional role review or training.
  

• “What could we have done to improve your first week here?” (Open-ended). Inviting a brief written response can uncover specific pain points or suggestions (e.g. “I didn’t have access to necessary software on Day 1” or “An office tour would have helped”). Such qualitative feedback gives HR concrete ideas to enhance the onboarding program.
  

Sales Team (Team Dynamics and Remote Work)

Sales teams often operate under high pressure to meet targets, and they may be geographically dispersed (field sales or remote account executives). It’s vital to keep a pulse on their motivation, support, and team dynamics.

Below are example questions for two scenarios: one focusing on remote work satisfaction (for distributed sales teams) and one on team dynamics and support.

Scenario A: Remote Sales Team Satisfaction

• “Do you have the tools and technology you need to effectively do your job from the field/home?” (Yes/No + optional comment). Salespeople rely on CRMs, communication tools, and up-to-date product info. A “No” signals IT or management needs to address tool or access issues.
  
  
• “I feel informed about important updates (product changes, pricing, promotions) even when working remotely.” (Likert 1-5 from Strongly Disagree to Strongly Agree). Measures communication effectiveness. If remote reps feel out of the loop, sales leadership might increase the frequency of update meetings or newsletters.
  
  
• “My manager provides sufficient support and guidance, even though our team is not in one location.” (Likert 1-5). Gauges management’s effectiveness at remote coaching. Lower scores might prompt more regular check-ins or mentorship setups for remote sales staff.
  
  
• “I feel connected to my team and the company culture, despite working remotely.” (Likert 1-5). Sales can be a competitive environment, but feeling part of a team and culture is still important for morale. If connection is low, leadership might organize periodic in-person meetups or virtual team-building for remote members.
  
  
• “What is the biggest challenge you face as a remote salesperson?” (Open-ended). Allows reps to voice specific pain points – for example, timezone coordination, feeling isolated, or lack of real-time support during client meetings. Responses help management remove roadblocks (e.g., instituting a “hotline” for immediate sales support or pairing remote newbies with veteran mentors).
  

Scenario B: In-House Sales Team Dynamics and Support

• “There is good collaboration and knowledge-sharing within our sales team.” (Likert 1-5). Checks if team members help each other (for instance, sharing leads or tips). Collaboration is key; if ratings are low, sales managers might introduce team huddles to share success stories or peer mentoring.
  
  
• “I receive useful feedback and coaching that helps improve my sales performance.” (Likert 1-5). Ensures that sales reps feel coached, not just evaluated. Lack of feedback would push managers to schedule more one-on-one coaching sessions or better training.
  
  
• “Our sales goals and targets are realistic and achievable with the resources provided.” (Likert 1-5). Unreasonable targets can kill morale. If many say “Disagree,” executives may need to review quota setting or provide additional resources (marketing support, more leads, better pricing flexibility, etc.).
  
  
• “Top performers are recognized and rewarded in meaningful ways on our team.” (Likert 1-5). Recognition fuels motivation. This reveals if the incentive program is effective or if reps feel their hard work goes unnoticed. Management can adjust rewards (bonuses, shout-outs, awards) based on this feedback to boost morale and healthy competition.
  
  
• “How could we improve the support for our sales team?” (Open-ended). Invites suggestions, such as “more frequent product training,” “better alignment with marketing,” or “less administrative paperwork.” Such input helps leadership fine-tune processes to let salespeople focus on selling.
  
  

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Engineering Department (Post-Project Retrospective and Remote Work)

These surveys help ensure that engineering teams continuously improve both their project execution and remote working conditions.

A post-project survey feeds into process improvements (e.g., better requirement gathering if clarity was an issue, or upgraded dev tools if resource constraints were noted), thereby boosting future productivity and product quality.

A remote work survey for engineers can catch signs of disengagement or impediments early.  For example, if an engineer feels isolated or lacks proper equipment, the company can fix that before it affects performance or causes turnover.

Consider tailoring the following questions to make feedback more actionable for your organization:

• “The project’s objectives and requirements were clear to me from the start.” (Likert 1-5) Unclear requirements are a common project pitfall. If engineers indicate confusion here, product managers or team leads might improve kickoff meetings or documentation next time.
  
  
• “How would you rate the communication within the team during this project?” (Scale 1-5, 1 = Very Poor, 5 = Excellent) Checks if developers, QA, designers, etc., felt well-coordinated. Poor communication scores could prompt adopting better collaboration tools or daily stand-ups.
  
  
• “We had the right resources (time, tools, people) to execute this project successfully.” (Likert 1-5) If many disagree, it flags that the team was understaffed, pressed for time, or missing critical tools. Engineering managers can use this data to advocate for more realistic timelines or additional hires for future projects.
  
  
• “Issues and bugs were addressed in a timely and effective manner during development.” (Likert 1-5) Evaluates how well the team handled roadblocks. If this scores low, perhaps the bug triage process needs improvement or there was technical debt hampering progress – valuable insight for the next cycle.
  
  
• “What is one thing that went well in this project, and one thing that could have been improved?” (Open-ended) This classic retrospective question lets engineers praise successes (“Great collaboration with design team on UI”) and point out improvements (“Environment setup took too long”). The qualitative answers can guide both kudos (to repeat what works) and action items (to fix pain points).
  

• “I have the equipment and technology I need to do my job effectively from home.” (Likert 1-5) A basic check that covers hardware, software, and network. Any “disagree” answers alert IT/Engineering ops to address those needs (such as better VPN, a second monitor, etc.).
  
  
• “I feel just as connected to my team now as when working in the office.” (Likert 1-5) Measures sense of belonging and inclusion for remote engineers. If connectivity (social or informational) is lacking, the team might implement virtual hangouts, team chat channels, or periodic on-site meetups to strengthen bonds.
  
  
• “My work-life balance has improved with remote work (or is maintained well).” (Likert 1-5) Burnout can be an issue in engineering, and remote work can blur home/work boundaries. If many report poor balance, management may need to encourage setting clearer work hours, enforce PTO, or offer resources for time management.
  
  
• “Our team’s agile/scrum processes work effectively even with members remote.” (Likert 1-5) This gauges if remote status is impeding the development process (e.g., difficulty in daily stand-ups, sprint planning, code reviews). A low score might spur adjustments like better async tools or revised meeting schedules to accommodate time zones.
  
  
• “Do you have any suggestions to improve how our engineering team collaborates in a remote or hybrid setting?” (Open-ended) Engineers might suggest ideas like “set up a virtual whiteboard for architecture brainstorming” or “establish core hours when everyone is online for quick responses.” Such direct input is invaluable for fine-tuning remote collaboration practices.

Customer Service & Support (Employee Satisfaction and Team Dynamics)

Satisfied and engaged customer service employees will treat customers better. By surveying this group about their training, stress, recognition, and tools, a company can prevent burnout and high turnover (common in call centers) by making timely improvements.

Similarly, understanding team dynamics in a high-pressure environment helps maintain a positive team culture, which directly affects how pleasant and helpful agents are during customer interactions.

The following questions can be used for a general satisfaction survey and to evaluate team dynamics.

• “I feel adequately trained and informed to handle the majority of customer issues I encounter.” (Likert 1-5). Training and knowledge bases are lifelines for support staff. If they feel under-trained, management should invest in more robust onboarding or continuous learning (product updates, soft skills training) to empower the team.
  
  
• “Do you feel the workload (number of calls/emails or difficulty of issues) is manageable on your shift?” (Yes/No or Likert). Directly addresses burnout potential. If many say the workload is unmanageable, it may indicate understaffing, unrealistic performance metrics, or scheduling issues–prompting a review of staffing levels or break policies to ensure employees aren’t overwhelmed.
  
  
• “My contributions to customer satisfaction are recognized by my supervisors.” (Likert 1-5). Support roles can sometimes feel thankless. This question checks if supervisors acknowledge good performance (like high customer satisfaction ratings or going above and beyond for a customer). Low scores might push leadership to implement an appreciation program (e.g. “agent of the month” awards or simple shout-outs in team meetings).
  
  
• “Communication within our customer service team is effective (e.g., important updates, policy changes are well communicated).” (Likert 1-5). Support procedures can change quickly. If agents feel out of the loop on updates (like a new return policy or a system change), it can hurt their ability to do the job. Feedback here can improve how team leads disseminate information (perhaps via daily huddles or an internal newsletter).
  
  
• “How would you rate your overall job satisfaction in customer service at this company?” (Scale 1-10, where 10 = Extremely Satisfied). A direct sentiment measure. This acts as a barometer for morale in the support team. Tracking this score over time shows if changes (like a new scheduling system or bonus incentive) are improving or worsening satisfaction. Extreme or declining dissatisfaction would warrant deeper one-on-one interviews to diagnose issues.
  

• “My team members and I work well together to solve customer problems.” (Likert 1-5). Collaboration is important, e.g., handing off a case or helping a colleague with a tough question. If agents don’t feel teamwork is present, team leaders might foster more collaboration by encouraging knowledge sharing or buddy systems for new agents.
  
  
• “There is a spirit of respect and professionalism in our team, even when work gets stressful.” (Likert 1-5). Support environments can get tense during peak times. This gauges team culture under pressure. Should respect be lacking (low scores), it may be time for a team meeting about workplace professionalism or conflict resolution training.
  
  
• “I have opportunities to provide feedback or ideas on how we can improve our customer service.” (Likert 1-5). Frontline agents often have great ideas to improve processes or policies (since they hear customer pain points first-hand). This question sees if they feel listened to. If not, management could introduce a monthly feedback forum or anonymous suggestion box for agents, demonstrating that their ideas can shape improvements.
  
  
• “The tools and systems we use (CRM, phone system, knowledge base, etc.) allow me to effectively assist customers.” (Likert 1-5). Frustration with clunky systems can sour an agent’s attitude fast. If this comes back negative, it’s a case for IT to upgrade software, reduce system downtime, or streamline knowledge base articles so agents can work more efficiently (and happily).
  
  
• “Is there anything you’d like to share about your experience on the support team (what we do well or what could be better)?” (Open-ended). This final catch-all invites any comment. Support employees might surface issues like scheduling fairness, quality of the break room, or suggestions like “we need more team-building activities.” Each comment gives HR/management a tangible item to consider to improve the support team’s work life.

Marketing Department (Post-Campaign Review and Team Morale)

Marketing teams often work cross-functionally and creatively–launching campaigns, events, and content that involve multiple stakeholders. Surveys for marketing can both look at specific projects (e.g., a post-campaign retrospective similar to engineering’s post-project survey) and general team morale/creative satisfaction. Here we combine these into a Marketing Project Retrospective & Team Morale Survey:

• “The objectives and KPIs of our latest campaign were clearly communicated.” (Likert 1-5). Clarity in goals (e.g., target audience, desired leads or brand metrics) is crucial. If marketers felt unclear, managers should improve the briefing process for future campaigns.
  
  
• “Our marketing team collaborated effectively with other departments (e.g., Sales, Design, Product) during this project.” (Likert 1-5). Marketing rarely works in a silo. This question assesses cross-functional teamwork. A low score might reveal inter-department friction or misalignment, indicating the need for better kickoff alignment meetings or shared tools between teams.
  
  
• “I had the creative freedom and support needed to do my best work on this project.” (Likert 1-5). This taps into the creative aspect – did team members feel empowered or stifled? If creativity felt stifled (low scores), leadership could explore why (too many approvals? micromanagement? unclear guidelines?) and address it to keep the team innovative and engaged.
  
  
• “Our team had adequate resources (budget, time, staff) to execute this marketing initiative successfully.” (Likert 1-5). Common issue: marketing often wants more budget or time. If a majority felt resources were lacking, it arms the marketing lead with data to request bigger budgets or extended timelines for the next big project, or to prioritize projects more ruthlessly.
  
  
• “Overall, how would you rate team morale during this project?” (Scale 1-10, where 10 = Extremely High Morale). This directly asks for a pulse check on team spirits. A low morale rating during a big project might point to burnout, internal conflicts, or disappointment with results – all of which warrant a debrief and remedial steps (like a team celebration if they felt underappreciated, or a workload review if they were overextended).
  
  
• “What was the most challenging part of this project for you, and what was the most rewarding?” (Open-ended). Marketing folks can share a highlight (e.g., “seeing our social media engagement double was rewarding”) and a challenge (“last-minute changes from the client were stressful”). These narratives help leaders retain the positives and mitigate the negatives next time (perhaps by improving client communication to avoid last-minute surprises, in this example).
  
  
• “Do you have any suggestions to improve how our marketing team works together or with other teams?” (Open-ended). This invites broader feedback beyond the project. Responses might range from team process suggestions (“let’s adopt a better project management tool”) to culture ideas (“we could use monthly creative brainstorming sessions unrelated to client work to spark innovation”). It’s a goldmine for continuous improvement in both project execution and team morale.

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Operations Team (Process Improvement Feedback and Team Cohesion)

Operations departments (including manufacturing, logistics, supply chain, etc.) focus on efficiency, process, and often safety. Employees in operations might work on the shop floor, in warehouses, or in field operations, sometimes with 24/7 shifts.

Surveys for operations should consider their unique environment. A useful scenario is a Post-Process-Change Survey (after implementing a new process or system) and a general Team Cohesion & Safety Culture survey. Below, we blend these into a set of questions relevant to operations staff:

• “The recent process change has improved my day-to-day work efficiency.” (Likert 1-5). This checks if the change is actually helping. If operators disagree, it may indicate the new system is cumbersome or they need more training. Management can then refine the process or provide additional support.
  
  
• “I had sufficient training and communication about the new procedures/equipment.” (Likert 1-5). A low score means people didn’t feel prepared for the change. Operations managers should then bolster training sessions, provide easy-reference guides, or improve how changes are communicated (perhaps involve employees earlier in the planning).
  
  
• “Our team works together effectively to meet our production/service targets.” (Likert 1-5). This is a team dynamics question for operations. Effectiveness here could involve shift handovers, teamwork on the line, or cross-functional coordination. If teamwork is lacking, supervisors might implement team-building exercises or cross-training so team members can better support each other.
  
  
• “Safety concerns are taken seriously by management.” (Likert 1-5). In many operations roles, safety is paramount. This question assesses the safety culture. If employees feel their safety concerns fall on deaf ears, it’s a red flag. The company must respond by strengthening safety committees, encouraging reporting of near-misses, and visibly addressing hazards–showing that safety and employee well-being are top priorities.
  
  
• “Do you have any suggestions or feedback on how to further improve our operational processes or work environment?” (Open-ended). Operations staff often have frontline insights on inefficiencies (“this machine jams frequently at high speeds”) or ideas for improvement (“rearranging the workstation could reduce bending and increase speed”). By asking openly, you tap into their practical knowledge. They might also bring up workplace environment issues like break scheduling, facility cleanliness, or morale boosters. Each suggestion can be evaluated by operations leadership for feasibility and impact.

General Employee Attitude Survey Templates

While the above examples are scenario-specific, organizations often benefit from having standard survey templates that can be reused and customized across different contexts. Below are two such templates: one for a general employee sentiment/engagement survey and another for a quick team morale “pulse check.”

Template 1: General Employee Sentiment Survey

This comprehensive survey gauges overall employee engagement, satisfaction, and alignment with the company. It’s typically deployed company-wide annually or biannually. The focus is on broad themes like job satisfaction, management effectiveness, growth opportunities, and workplace culture. HR can use this to identify organization-wide strengths and weaknesses and track improvements over time.

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When deploying a general sentiment survey, be sure to follow up on the findings. For example, if the survey shows that “recognition” is a weak area company-wide (say an average score of 3 out of 5), HR and leadership can take that insight and implement new initiatives (like a monthly appreciation lunch or spot bonuses) and then communicate back to employees: “You told us in the survey that recognition was lacking, so here’s what we’re doing.” This closes the feedback loop and reinforces trust; employees see that their input leads to action.

Template 2: Team Morale Pulse Check Survey

This is a shorter, more frequent survey (e.g., monthly or quarterly) designed to quickly gauge the mood and morale of a team or department. It’s often just 5-10 questions, which makes it easy to fill out regularly. The goal is to identify short-term fluctuations in morale or emerging issues in real-time, rather than waiting for an annual survey. It’s called a “pulse check” because it’s like taking a quick measure of health.

Consider including the following questions:

1. “On a scale of 1 to 5, how would you rate your overall morale at work this week?” This straightforward question captures the general mood. Tracking this over time gives a simple morale trend. If you see a sudden dip (say the average goes from ~4 to ~2.5), it’s a flag to investigate what happened recently (perhaps a stressful project or external event).
   
   
2. “I feel stressed or overwhelmed by my work lately.” (Likert 1-5, 1 = Strongly Disagree meaning “Not stressed”, 5 = Strongly Agree meaning “Highly stressed”). This identifies if workload or other factors are causing burnout. If stress levels are high for many team members, managers should look into workload balance, deadlines, or provide support (like resources, time off, or even an employee assistance program if needed).
   
   
3. “In the past week, I received recognition or thanks for doing good work.” (Yes/No or Likert agree/disagree). Frequent recognition keeps morale up. This pulse question checks if people are feeling appreciated recently. If most say “No” over several pulses, it nudges team leads to regularly acknowledge contributions (even a simple thank-you in a meeting can boost spirits).
   
   
4. “Do you have everything you need to do your job effectively right now?” (Yes/No). A catch-all for resources/support. If someone says “No,” it could be anything from “my laptop is acting up” to “I need guidance on priority.” Team leaders can follow up (privately, since pulse is anonymous you might need to ask generally if anyone needs help). Over time, consistently saying “No” might indicate systemic issues (like outdated tools or understaffing).
   
   
5. “How connected do you feel with your team members?” (Scale 1–5). Especially important for remote or hybrid teams, but even in-person teams benefit from cohesion. If connection scores are low, perhaps plan a team social event or more collaborative work to strengthen relationships.
   
   
6. Optional Open-ended: “Is there anything that has been affecting your morale that you think the team should know about (optional)?” Because pulse surveys are frequent and short, open-ends are often optional. But this gives an outlet if someone has a specific comment (“e.g., The office move last week was chaotic – it’s affecting our workflow, can we address that?” or “I’m a bit demotivated by the lack of progress on Project X”). It can provide immediate context to a low morale rating and allow a quick managerial response.
   
   

The value of a pulse survey is in its immediacy. If this week’s pulse shows a worrying trend–say “overwhelm/stress” jumped up–a manager can address it right away in next week’s team meeting. It enables agile adjustments to management and team practices. 

Meanwhile, over a quarter, leadership can also see patterns. For example, maybe always in the last week of the month morale dips due to crunch time. Perhaps they can redistribute deadline pressures as a result.

PerformYard’s Support for Employee Attitude Surveys

PerformYard integrates employee attitude (engagement) surveys directly into its performance management platform, alongside reviews, check-ins, goals, and continuous feedback. This means all feedback and performance data live in one place, enabling a holistic view of employee development and culture.

The platform creates a natural feedback loop where insights from scientifically validated engagement surveys feed into your performance strategy​. Surveys are anonymous and focus on key engagement factors closely tied to performance outcomes, ensuring that the feedback gathered is both candid and relevant to productivity.

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Armed with these insights, HR and managers can immediately take action through PerformYard’s tools, such as scheduling follow-up one-on-ones or adjusting goals to address issues early. This targeted approach helps solve problems proactively and continually boost engagement, collaboration, and retention​.