60-Day Onboarding Experience Survey

Use it for new hires who have had enough time to experience the role, team, and manager, but still have room to course-correct before the 90-day mark. It is especially useful for roles with a structured ramp, cross-functional dependencies, or a lot of process knowledge to absorb. HR, People Ops, or the hiring manager can run it, but the manager should own the follow-up actions.

This template is designed as a one-time Day-60 check-in, not a recurring pulse survey. The timing matters because it captures early friction after the initial honeymoon period, while the employee is still forming habits and expectations. If you already run a Day-30 and Day-90 survey, this template fits naturally between them.

It focuses on the onboarding drivers that most often affect early retention: role clarity, training adequacy, access to tools and systems, team belonging, manager effectiveness, and intent to stay. The open-ended follow-ups are attached to low ratings so you can identify the blocker behind the score. That makes it more actionable than a generic new-hire satisfaction form.

Anonymity should be the default for employee surveys unless you have a clear operational reason to identify responses. For onboarding surveys, anonymity often improves candor about manager support, team integration, and training gaps. If you need named follow-up for a specific issue, make that exception explicit and keep the default anonymous.

The direct manager should review individual feedback, while HR or People Ops should look for patterns across teams, roles, and locations. If the survey surfaces repeated blockers like missing access or incomplete training, the owner may be operations, IT, or enablement rather than the manager. The key is to assign each issue to the person who can actually remove it.

The biggest mistakes are asking too many questions, using vague rating scales, and failing to follow up on low scores. Another common issue is collecting demographics before the onboarding questions, which can reduce trust and response quality. You should also avoid treating the survey as a report card; it works best as a diagnostic tool for specific ramp blockers.

Yes. Keep the core sections intact, then tailor the training and role-specific questions for sales, engineering, operations, customer support, or field roles. You can also swap in role-specific examples of success criteria, tools, or onboarding content without changing the underlying structure. That preserves comparability while making the survey more relevant.

A manager conversation is useful, but it is inconsistent and hard to compare across hires. This template gives you a repeatable structure, a clear response format, and a built-in way to capture the reason behind low ratings and the employee's intent to stay. It also helps surface issues that a new hire may not raise in a live conversation.

Review low-scoring items first, especially anything tied to role clarity, access, training, or manager support. Then group comments into themes and assign owners for fixes that can be completed before the 90-day milestone. Close the loop with the employee so they know their feedback led to action.