Employee retention survey questions help you understand whether people can see a future with your organisation, what may be getting in the way, and where managers need to act. The aim is not to predict every resignation. It is to find patterns early enough to improve the day-to-day experience of work.
A useful retention survey is short, clear and followed by visible action. Asking for feedback without sharing the result or explaining what happens next can reduce trust. Start with the questions below, then choose a regular rhythm that your managers can realistically support.
How to use employee retention survey questions
Use a five-point agreement scale for most questions, from strongly disagree to strongly agree. This makes it easier to spot trends over time. Pair the scaled questions with one open-text question so employees can explain what the numbers do not show.
Run a focused pulse survey monthly or quarterly, depending on how quickly your organisation is changing. Compare results by team only where anonymity is protected, and discuss the themes with managers before deciding what to improve.
Questions about intent to stay
1. I can see myself working here in 12 months
This is a direct but non-confrontational way to understand intent to stay. A declining score is a prompt to investigate the experience behind it, not to single out individuals.
2. I would recommend this organisation as a good place to work
This question gives a broad indication of employee advocacy. It can sit alongside eNPS if you use that measure, but the most useful follow-up is always the reason behind the score.
3. I feel positive about my future here
People are more likely to stay when they can see possibility. Low results often point to uncertainty about growth, direction, job security or the day-to-day experience of work.
4. I understand how my role could develop
Career progression does not always mean a promotion. This question helps reveal whether people can see opportunities to build skills, take on broader work or move into a different pathway.
5. I have the support I need to do good work
A low score may reflect workload, tools, unclear priorities, training gaps or management support. Use the open response to identify which barrier is most common.
Questions about the manager relationship
6. My manager gives me useful feedback
Feedback should help people improve and understand expectations, not only appear at review time. A strong score usually reflects regular, specific conversations.
7. My manager recognises good work
Recognition is most valuable when it is timely and specific. This question can reveal teams where effort is being overlooked or where recognition feels uneven.
8. I can raise concerns with my manager
Employees need to be able to talk about workload, conflict, mistakes and ideas without fearing a negative response. This is a practical measure of psychological safety in the manager relationship.
9. My manager explains decisions that affect my work
Managers may not be able to share every detail, but explaining the reasoning they can share helps people understand change and makes decisions feel more consistent.
10. I have regular opportunities to discuss my goals and development
This question checks whether development is an ongoing conversation rather than an annual form. It can highlight managers who need more support with career conversations.
Questions about work and belonging
11. My workload is manageable
Busy periods are normal. Persistent overload is different. This question can expose teams where priorities, capacity or processes need attention before burnout and turnover increase.
12. I have the tools and systems I need to work effectively
Poor systems create unnecessary friction. This question gives leaders a way to identify operational problems that may otherwise be dismissed as isolated complaints.
13. I feel respected and included by the people I work with
Belonging affects whether people want to stay. If the score is low, follow up carefully through manager conversations, inclusion work and appropriate support channels.
14. I understand how my work contributes to the organisation’s goals
People are more likely to stay engaged when they can connect their work to a purpose beyond their task list. Low scores may suggest a communication or goal-setting issue.
15. What is one thing we could change to make this a better place to work?
Use one open question to surface ideas you did not anticipate. Look for themes rather than reacting to a single comment, and make it clear how anonymity will be protected.
What to do after the survey
The value of an employee retention survey is in the follow-up. Share the key themes promptly, identify one or two actions that are within the team’s control, and explain who owns them. Avoid promising to solve everything at once.
- Share a short summary of what you heard.
- Choose one team-level action and one broader organisational action where possible.
- Tell employees what will happen next and when you will check progress.
- Repeat the survey with enough consistency to see whether the actions are working.
If your results suggest employees are becoming less engaged, use our guide to the warning signs managers often miss to structure the follow-up conversation.
Build a retention feedback rhythm
Retention improves when leaders listen consistently and act on the feedback they receive. A simple pulse survey creates a practical routine for checking workload, growth, manager support and intent to stay before concerns become exit decisions.
Try 6Q free to run a focused employee retention survey and turn the results into clear next steps for managers.