Manager feedback is often the clearest signal of what's working—or about to break—in your organization. When teams feel heard and supported, they stay longer, perform better, and commit to goals with less friction. When managers miss the mark on coaching, transparency, or day-to-day support, engagement drops and top performers start quietly exploring their options. The right employee survey turns those signals into measurable data you can act on before small frustrations become costly turnover.

Manager feedback survey questions

These closed questions use a five-point Likert scale: 1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree. Respondents rate each statement based on their direct experience. If you track scores quarterly or twice per year, you'll spot early warning signs—like a sudden drop in trust or coaching frequency—before they escalate into exits.

Direction & goal setting

Feedback & coaching

Support & advocacy

Communication & transparency

Development & growth

Trust & psychological safety

Recognition & appreciation

Overall manager effectiveness

Open-ended questions

These questions invite honest, qualitative feedback. Respondents can share specific examples, context, and nuance that numeric scores cannot capture. Review answers for recurring themes—phrases like "never available" or "always listens" appear when patterns are strong—and prioritize action where multiple team members surface the same concern.

Decision table

Use this table to translate survey scores into clear next steps. Each threshold triggers a predefined action, assigns ownership, and sets a timeline so nothing stalls in analysis. When scores fall below the decision threshold, treat the issue as urgent; when they hover near the threshold, schedule a targeted check-in; when they exceed it, document the practice and share it with other managers. This framework turns raw data into repeatable improvement cycles.

Key takeaways

Definition & scope

This survey collects anonymous feedback from direct reports on their manager's effectiveness across direction-setting, coaching, support, communication, development, trust, and recognition. It is designed for all employees who report to a people manager—individual contributors, team leads, and mid-level staff in office, remote, or hybrid settings. Results inform manager training priorities, promotion and succession decisions, and targeted coaching interventions. By measuring what employees experience daily, you shift from gut-feel assessments to evidence-based talent management.

Scoring & thresholds

Each closed question uses a five-point Likert scale: 1 = Strongly Disagree, 5 = Strongly Agree. Calculate the mean for each dimension (e.g., questions 1–5 for Direction & goal setting) and for the survey overall. A dimension average below 3.0 indicates critical gaps requiring immediate attention—schedule a one-on-one with the manager within seven days and draft an action plan within 14. Scores between 3.0 and 3.9 suggest areas for development; assign a coach or training module and re-survey after 90 days. Scores at or above 4.0 reflect strong performance; document the manager's practices in a case study or peer learning session so other leaders can replicate them.

For the NPS-style overall question (0–10), categorize responses: 0–6 are detractors (dissatisfied), 7–8 are passives (neutral), 9–10 are promoters (highly satisfied). Calculate the net promoter score by subtracting the percentage of detractors from the percentage of promoters. A negative score or one below 20 signals widespread dissatisfaction; trigger a skip-level review and escalate to senior HR. A score above 50 indicates strong manager-employee alignment. Open-ended responses add qualitative texture—read them alongside scores to understand why a number is low or high, then prioritize themes mentioned by three or more respondents.

Store results in a dashboard accessible to HR, the manager's direct leader, and the manager themselves (with aggregate data only; never show individual-level responses). Refresh the dashboard after each survey cycle so trends over time are visible. When you spot a downward trend—say, communication scores drop from 4.2 to 3.4 over two quarters—intervene before the next cycle. Consistent measurement turns feedback into a predictable management rhythm, not an annual surprise.

Follow-up & responsibilities

Assign clear ownership for every action triggered by survey results. When a manager scores below 3.0 in any dimension, the manager's direct leader (skip-level) reviews findings within 24 hours and schedules a coaching conversation within seven days. HR partners support the skip-level leader by pulling anonymized comments, identifying patterns, and recommending evidence-based interventions—workshops, one-on-one coaching, or peer shadowing. Document the agreed action plan in the manager's development file, set a follow-up date (typically 30 or 90 days), and track completion in your HRIS or performance management tool.

For scores between 3.0 and 3.9, the manager owns the improvement plan but checks in with HR bi-weekly. For example, if feedback scores are weak, the manager commits to weekly one-on-ones with structured agendas, logs conversation notes, and shares progress with HR every two weeks. HR verifies completion and adjusts the plan if scores do not improve by the next pulse. For scores at or above 4.0, recognize the manager publicly—feature their approach in a leadership newsletter, invite them to present at a manager forum, or nominate them for an internal award. Public recognition reinforces desired behaviors and signals to other managers what "good" looks like.

Set automated reminders in your project management or HR system so no action falls through. If a manager misses a follow-up deadline, escalate to their skip-level within 48 hours. Accountability drives change; without it, survey results become reports that sit unread. Build a simple tracker: manager name, dimension, score, action, owner, due date, status. Review it weekly in your HR or people ops standup to keep momentum high and ensure every low score receives a timely response.

Fairness & bias checks

Aggregate and analyze results by relevant demographic or organizational cuts—department, location, remote versus office, tenure, gender, or any other dimension tracked in your HRIS. If one group consistently rates managers lower, investigate whether systemic issues (unclear expectations, limited resources, cultural misalignment) are at play rather than individual manager performance alone. For instance, if remote employees score communication 0.8 points lower than office-based peers, the root cause may be inadequate video-meeting norms or timezone coverage, not the manager's effort.

Blind the survey: never show line-by-line responses that could identify an individual, especially in small teams of fewer than five direct reports. When anonymity is guaranteed, response rates rise and honesty improves. If a manager has only two or three direct reports, combine their scores with a peer manager's team or report only aggregate data at the department level. Transparency about how you protect identity builds trust in the process and encourages candid feedback.

Watch for patterns that suggest bias in ratings. Research shows that women and managers from underrepresented groups often receive more vague or subjective feedback (e.g., "needs more presence") compared to specific, actionable input given to majority-group managers. When reviewing open-ended comments, flag language that reflects stereotypes—"too aggressive," "not assertive enough"—and coach the survey's stakeholders (skip-level leaders, HR) to focus on observable behaviors and business outcomes instead. Run periodic bias audits: compare scores and comment themes across manager demographics to ensure evaluation standards remain consistent. If discrepancies appear, adjust your question wording or train raters to apply the same behavioral anchors to all managers.

Examples and use cases

A mid-sized software company ran this survey every six months. In Q2, the engineering director's scores for "Direction & goal setting" averaged 2.7, down from 3.9 in Q4 of the previous year. Open-ended comments revealed that team priorities shifted weekly without explanation, leaving engineers confused about what to prioritize. The skip-level VP and HR partnered with the director to implement a simple fix: publish a one-page weekly update summarizing the top three team goals, any changes, and the rationale. Within 90 days, the next pulse showed scores rebounding to 3.8, and voluntary turnover in that team dropped from 18 percent annualized to 9 percent.

A retail operations manager at a multi-site business scored 2.6 on "Support & advocacy." Frontline employees wrote that requests for equipment repairs or additional staff went unanswered for weeks. HR conducted a resource audit and discovered the manager lacked budget authority; all requests required regional approval, but the process was opaque. The regional lead granted the manager a discretionary spending cap and streamlined the escalation workflow. The next survey cycle showed advocacy scores rising to 3.5, and employee engagement in that region improved by 12 percentage points.

A sales leader consistently scored above 4.2 across all dimensions. HR invited her to lead a two-hour workshop for new managers, covering her practices: weekly one-on-ones with a shared agenda template, public recognition in team meetings, and quarterly career conversations tied to each rep's development plan. Three managers adopted the template, and their average feedback scores increased by 0.6 points over the next quarter. Documenting and sharing high-performing manager behaviors turns individual excellence into organizational capability.

Implementation & updates

Start with a pilot. Choose one department or business unit (ideally 30–100 employees) to test the survey, question wording, and follow-up process. Run the pilot for one full cycle—launch, analyze, act, and re-measure after 90 days. Gather feedback from participants and managers: Were questions clear? Did the follow-up happen on time? Did actions lead to visible change? Refine wording, adjust thresholds, and simplify workflows based on pilot learnings before rolling out company-wide.

For rollout, communicate purpose and anonymity guarantees at least two weeks in advance. Send a message from a senior leader explaining why manager feedback matters, how results will be used (development, not punishment), and how privacy is protected. Provide managers with a FAQ document so they can answer team questions confidently. Launch the survey during a low-stress period—avoid end-of-quarter crunches, major product launches, or holiday weeks—to maximize participation. Aim for a response rate of at least 70 percent; if it drops below that, follow up with non-responders via their preferred channel (email, Slack, SMS) and extend the deadline by a few days.

Train managers before sharing results. A 60-minute session covering how to read the report, interpret scores and comments, and build an action plan prevents defensive reactions and ensures constructive conversations. Include skip-level leaders in this training so they can coach their managers through the process. Provide a simple action-plan template with fields for issue, root cause, action, owner, and deadline. Managers submit their plan to their skip-level within 14 days of receiving results; HR reviews plans for feasibility and alignment with organizational goals.

Review questions annually. After two or three survey cycles, convene a small working group—HR, a few managers, and employee representatives—to assess whether questions still capture what matters. Drop questions that consistently score high across all managers (ceiling effects) or ones that rarely trigger action. Add questions that reflect emerging priorities, such as hybrid-work support or skill management conversations. Keep the core structure stable so you can track trends over time, but refresh wording to stay relevant.

Track five key metrics to measure program health: (1) survey response rate by department, (2) average scores by dimension, (3) percentage of managers scoring below 3.0, (4) action-plan completion rate, and (5) change in scores between cycles. Publish a quarterly dashboard for senior leadership showing these metrics, along with anonymized examples of successful interventions and areas still requiring attention. Celebrate improvements publicly and hold skip-level leaders accountable when action plans stall or scores decline without explanation.

Integrate survey insights into promotion and succession planning. A manager who scores below 3.0 on trust or development for two consecutive cycles should not be promoted until those gaps close. Conversely, consistently high scores—paired with business results—become strong evidence for advancement. Over time, this feedback loop raises the bar for management quality across the organization and signals that leadership effectiveness is measured, not assumed.

Conclusion

Manager feedback surveys transform subjective impressions into measurable insights that drive real change. By asking clear, behaviorally anchored questions across direction, coaching, support, communication, development, trust, and recognition, you uncover strengths to replicate and gaps to close before they erode engagement or trigger exits. When you set explicit score thresholds—below 3.0 demands immediate action, 3.0–3.9 needs targeted development, 4.0+ merits recognition—you replace guesswork with accountability. Every low score gets an owner, a deadline, and a documented plan, while high performers share their practices in forums and training sessions that lift the entire leadership bench.

Successful implementation hinges on three practices. First, pilot the survey in one department to refine questions, test workflows, and demonstrate that feedback leads to visible improvements—proof points that build trust for the full rollout. Second, protect anonymity rigorously: aggregate data for small teams, publish only themes from open-ended comments, and train skip-level leaders and HR to interpret results without attempting to identify individual respondents. Third, close the loop publicly and quickly: share summary findings, celebrate action plans, and show score improvements in the next cycle so employees see their input matters and managers understand that responsiveness is non-negotiable.

Three steps will get you started. Select a pilot group of 30–100 employees and customize the question bank to reflect your organization's management competencies and strategic priorities. Launch the survey with a clear communication plan—explain purpose, anonymity, and timelines—and aim for a 70 percent response rate by sending reminders via the channels your teams actually use. Analyze results within 48 hours, assign action plans with owners and deadlines, and re-measure after 90 days to confirm that interventions moved scores. Track response rates, average dimension scores, and action-plan completion in a simple dashboard, review it monthly with senior leadership, and adjust questions annually to keep the survey fresh and aligned with evolving business needs. When manager feedback becomes a repeatable rhythm rather than an annual event, you build a culture where leadership quality is visible, improveable, and directly linked to retention and performance.

FAQ

How often should we run this survey?

Most organizations run a full manager feedback survey twice per year—once mid-year and once at year-end—to allow enough time between cycles for managers to implement changes and for employees to observe improvements. Supplement these deeper surveys with shorter quarterly pulses (five to eight questions) that track high-priority dimensions like communication or coaching. Quarterly pulses keep momentum high and provide early warnings if scores start to slip, while the twice-yearly comprehensive survey offers a complete view of manager effectiveness. Avoid running surveys more frequently than quarterly; survey fatigue lowers response rates and makes it harder to see meaningful change between cycles.

What should we do if a manager scores very low across multiple dimensions?

Schedule a confidential conversation between the manager, their skip-level leader, and HR within 48 hours of reviewing results. Focus the discussion on observable patterns—scores, recurring themes in open-ended comments, and business impact such as turnover or missed goals—not on blame. Co-create a 90-day performance improvement plan that names specific behaviors to change (e.g., hold weekly one-on-ones, provide written recaps of key decisions), assigns a coach or mentor to support the manager, and sets checkpoint meetings every two weeks to review progress. If scores remain below 3.0 after two full cycles despite documented support, consider whether the manager is in the right role or whether a lateral move, additional training, or transition out of management is the fairest path for the individual and the team.

How do we handle critical or harsh comments in open-ended responses?

Read all comments carefully and distinguish between feedback that is direct but constructive ("Manager cancels our one-on-ones without notice") and feedback that is personal or abusive ("Manager is incompetent and doesn't belong here"). Share the former with the manager as actionable input; redact or summarize the latter to focus on the behavior, not the character attack. Provide managers with a summary of themes rather than a raw dump of every comment to reduce emotional overwhelm and help them see patterns. Train skip-level leaders and HR to coach managers through difficult feedback—acknowledge the sting, focus on what can be learned, and emphasize that criticism, when specific, is a gift that accelerates growth. If a comment raises concerns about discrimination, harassment, or safety, escalate it to your compliance or legal team immediately and handle it through your standard investigation process, separate from the survey follow-up.

How do we ensure employees trust the survey is truly anonymous?

Use a third-party survey platform or a tool with built-in anonymity features that prevent HR or managers from seeing individual responses. Communicate this upfront: explain the technical safeguards (e.g., no IP logging, aggregate-only reporting), clarify who will see what level of data, and commit publicly to never sharing results for teams smaller than five respondents. Publish an FAQ that addresses common fears ("Can my manager figure out who said what?") with clear, factual answers. After the first survey cycle, share what you learned and what actions you took—proof that feedback leads to real change reinforces trust. If response rates remain low despite these measures, consider running focus groups to understand what additional assurances employees need, and adjust your process accordingly.

How should we update the question set over time?

After every two to three survey cycles, convene a small review team—HR, a few managers, and employee representatives from different departments and levels—to assess whether the questions still measure what matters. Drop questions that consistently score high across all managers (ceiling effects) or ones that rarely lead to action because they are too vague or irrelevant. Add questions that reflect new organizational priorities, such as hybrid-work support, skill development conversations, or cross-functional collaboration. Keep the core structure stable (e.g., always measure trust, coaching, and communication) so you can track trends longitudinally. Test new questions in a pilot group before adding them to the full survey to ensure they are clear, actionable, and free of bias. Document every change in a version-controlled question bank and share updates with managers before the next cycle so they understand what employees will be asked.