Feedback Survey Questions for Employees

Most organisations measure whether feedback happens. These questions measure whether it was any use — whether it was specific, timely, actionable, and whether the difficult version got said at all.

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Why this dimension matters

Feedback quality is the mechanism through which manager effectiveness turns into performance. A manager who holds regular one-to-ones but avoids hard conversations scores well on frequency and produces the same outcome as one who holds none.

All 40 questions

Grouped by question type. Pick three to five for a pulse, or use the full set for a deep-dive survey on this dimension.

Agreement scale (1–5) · 31

1.I receive feedback frequently enough to know how I'm performing.
2.The feedback I receive helps me grow professionally.
3.Feedback at this company is delivered respectfully.
4.My manager gives me clear, actionable feedback.
5.I feel comfortable giving feedback to my peers.
6.Feedback at this company often feels like criticism, not coaching.Reverse scored
7.I feel safe sharing critical feedback with leadership.
8.I act on the feedback I receive to improve my work.
9.I receive input from multiple sources, not just my direct manager.
10.Formal performance reviews are helpful to my development.
11.I have a clear understanding of how my performance is evaluated.
12.Feedback processes at this company feel like a box-ticking exercise.Reverse scored
13.Feedback conversations here focus on growth, not blame.
14.My manager creates regular, predictable opportunities for two-way feedback.
15.I worry that giving honest feedback will damage my career here.Reverse scored
16.Senior leaders visibly act on employee feedback.
17.I understand clearly how my performance is being assessed.
18.Feedback here distinguishes between behaviours and character.
19.I receive feedback from multiple sources, not just my manager.
20.My manager is open to receiving feedback from me about their leadership style.
21.Feedback here often comes too late to be useful.Reverse scored
22.I can give candid feedback upward without fear of consequences.
23.Constructive feedback is delivered privately and not in front of peers.
24.I follow through on the development actions agreed in feedback conversations.
25.After receiving feedback, my manager follows up to check on my progress.
26.I feel the feedback process here is fair and consistent across the team.
27.Feedback reviews feel like a box-ticking exercise rather than a genuine conversation.Reverse scored
28.I can spot my blind spots because of the quality of feedback I receive here.
29.Feedback conversations give me energy and motivation, not anxiety.
30.The performance review process here fairly captures my contributions.
31.My manager sets clear expectations so I know how success is measured.

Yes / no · 3

1.Have you had a feedback conversation with your manager this month?
2.Has any feedback you gave in the last 90 days led to a visible change?
3.Have you requested feedback proactively from a peer or stakeholder in the last month?

Multiple choice · 2

1.How often would you ideally like to receive structured feedback?Options: Daily · Weekly · Bi-weekly · Monthly · Quarterly
2.Which feedback improvement would have the biggest positive impact for you?Options: More frequent 1-to-1s · Anonymous feedback tools · Peer feedback circles · 360-degree reviews · Better self-assessment frameworks

Open text · 4

1.What is one piece of feedback you wish you had received but didn't?
2.What would make it easier for you to receive feedback openly?
3.What feedback have you wanted to give but haven't felt comfortable sharing?
4.How could we improve the way feedback is given and received at this company?

Reverse-scored questions are worded negatively on purpose — they catch people who tick “agree” all the way down without reading. Remember to flip them before averaging, or they will drag your score down artificially.

How to use them well

Pair a frequency item with a usefulness item; the gap between them is the finding.
Include the item about receiving difficult feedback — avoidance is the most common failure mode.
Ask about upward feedback too: whether people believe anything happens when they give it.
Run alongside the manager effectiveness template rather than on its own.

Questions people ask

Should feedback questions be anonymous?

Yes. Anything asking employees to evaluate their manager's feedback carries obvious career risk, and people adjust their answers accordingly. Suppress results for any manager with fewer than five responding reports.

What is the difference between feedback and performance questions?

Feedback questions measure the exchange — was it clear, timely, useful. Performance questions measure the outcome. Confusing the two produces a survey that tells you people are unhappy without telling you which part of the loop broke.

Put these to work

Template

Manager Effectiveness Survey Template

Template

360-Degree Feedback Survey Template

Guide

Psychological Safety at Work: How to Measure and Improve It

Best Practices

How to Share Employee Survey Results With Your Team

Other dimensions

Employee Recognition Employee Happiness Career Growth & Development Job Satisfaction Employee Wellbeing Team & Peer Relationship Manager Effectiveness Alignment & Purpose Employee Advocacy & eNPS Diversity, Inclusion & Belonging Work Environment

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