Engagement Program ROI Tracking Survey

A structured survey template connecting employee engagement initiatives to measurable business outcomes — turnover, productivity, absenteeism, and revenue impact — over time. Use quarterly or annually to build the ROI case for continued leadership investment in engagement programs.

Program Awareness and Participation

• I am aware of the employee engagement programs and initiatives currently offered by the organization.
  1 = Strongly disagree, 5 = Strongly agree
• I have actively participated in at least one engagement program or initiative in the past 90 days.
  Select the option that best describes your participation level.
• Which types of engagement programs have you participated in? (Select all that apply)
  Examples: recognition programs, wellness initiatives, learning & development, team events, mentoring, DEI programs, manager effectiveness programs.
• If you have NOT participated in any engagement programs, what is the primary reason?
  Optional — helps us identify access or awareness barriers.

Perceived Program Effectiveness

• The engagement programs I have participated in have meaningfully improved my day-to-day work experience.
  1 = Strongly disagree, 5 = Strongly agree
• I feel that the organization's engagement initiatives reflect a genuine commitment to employee well-being — not just a compliance exercise.
  1 = Strongly disagree, 5 = Strongly agree
• The engagement programs offered are relevant to my actual needs and challenges at work.
  1 = Strongly disagree, 5 = Strongly agree
• What is the single engagement initiative that has had the most positive impact on your experience? Please describe why.
  Your answer helps us identify which programs deliver the highest perceived value.

Intent to Stay and Retention Signals

• On a scale of 0–10, how likely are you to still be working at this organization 12 months from now?
  0 = Definitely will have left, 10 = Definitely will still be here. This is your Intent-to-Stay score.
• If you rated your intent to stay at 6 or below, what is the primary factor influencing that?
  Please share only what you are comfortable disclosing. Your response is anonymous and helps us address root causes of attrition risk.
• The organization's engagement programs have made me more likely to stay than I would be otherwise.
  1 = Strongly disagree, 5 = Strongly agree
• On a scale of 0–10, how likely are you to recommend this organization as a great place to work to a friend or colleague? (eNPS)
  0 = Not at all likely, 10 = Extremely likely. Scores of 9–10 = Promoter; 7–8 = Passive; 0–6 = Detractor.
• What is the primary reason for your eNPS score above?
  A brief explanation helps us understand the drivers behind your rating.

Productivity and Well-Being Impact

• I feel engaged and motivated to do my best work on most days.
  1 = Strongly disagree, 5 = Strongly agree. Aligned with Gallup Q12 engagement driver: 'At work, I have the opportunity to do what I do best every day.'
• In the past 30 days, unplanned absences or disengagement have negatively affected my productivity.
  1 = Strongly disagree (no impact), 5 = Strongly agree (significant impact). Helps estimate presenteeism and absenteeism costs.
• I feel that I have the psychological safety to raise concerns, share ideas, and take reasonable risks at work.
  1 = Strongly disagree, 5 = Strongly agree. Psychological safety is a leading indicator of team performance (Google Project Aristotle).
• Compared to 6 months ago, my overall sense of engagement and motivation at work has:
  Select: Improved significantly / Improved somewhat / Stayed about the same / Declined somewhat / Declined significantly.
• If your engagement or motivation has declined, what is the most significant contributing factor?
  Only complete if you selected 'Declined somewhat' or 'Declined significantly' above. Your response is anonymous.

Business Impact and Leadership Investment

• I believe the organization's investment in engagement programs is proportionate to the size and needs of the workforce.
  1 = Strongly disagree (under-invested), 5 = Strongly agree (well-calibrated investment).
• Senior leadership visibly champions and participates in engagement initiatives — it does not feel like an HR-only program.
  1 = Strongly disagree, 5 = Strongly agree. Leadership visibility is a top predictor of program adoption and ROI.
• I have seen evidence that feedback from previous engagement surveys or programs has led to real, observable changes.
  1 = Strongly disagree, 5 = Strongly agree. Closing the feedback loop is critical to maintaining response rates and trust.
• If you could redirect or expand investment in one area of the engagement program to drive the greatest business impact, what would it be and why?
  Your perspective helps prioritize where resources will deliver the highest return.

Open Feedback and Optional Demographics

• Is there anything else you would like to share about the engagement programs, their business impact, or how we can better demonstrate their value to leadership?
  This is your space — any feedback is welcome and will be reviewed.
• How long have you been with the organization? (Optional)
  Less than 1 year / 1–3 years / 3–5 years / 5–10 years / More than 10 years. Tenure helps us understand how ROI perception varies across employee lifecycle stages. Demographic questions are optional and collected last to protect anonymity.
• Which department or business unit are you part of? (Optional)
  Select your department. Helps identify where engagement programs are landing most effectively. Optional — your response remains anonymous.