All-Hands / Town Hall Feedback Survey

Send it within a few hours of the all-hands while the messages, Q&A, and logistics are still fresh. A same-day or next-day send usually gets the most accurate feedback on clarity and engagement. If you wait too long, people remember the headline but not the details you need to improve the next session.

Anyone who attended the town hall, whether in person or remotely, should be invited to respond. If you have multiple employee groups, keep the survey the same for all attendees so you can compare responses consistently. For hybrid meetings, this helps you spot whether remote participants had different experiences with audio, Q&A, or engagement.

Keep it short enough to finish in a few minutes, with a small set of rating questions and a few open-ended follow-ups. This template is designed to focus on the questions that actually change the next all-hands: message clarity, leadership openness, logistics, and future topics. Longer surveys tend to reduce response rate and blur the feedback you need most.

Yes, anonymity should be the default for employee feedback on town halls unless you have a clear reason not to use it. Anonymous responses usually produce more honest feedback about leadership credibility, psychological safety, and whether people felt comfortable asking questions. If you do collect identifying information, make that choice explicit and limited.

Use a 5-point Likert scale with clear semantic anchors such as Strongly disagree to Strongly agree. That format is easier to interpret than raw numbers and works well for statements about message clarity, format, and leadership openness. Avoid 11-point scales here because they add decision fatigue without improving the actionability of the results.

Keep the questions that tell you whether the town hall worked: whether the main messages were clear, whether leadership felt open, whether the format and logistics worked, and whether people feel more informed afterward. If you need to cut further, preserve one open-ended follow-up for unclear messages and one final Anything else? question. Those two prompts often surface the most useful improvements.

Review the ratings first, then read the open-ended comments for the lowest-scoring items. Look for patterns such as unclear strategy messaging, weak Q&A time, or technical issues that affected remote attendees. Turn the findings into a short action list for the next all-hands so the survey produces visible change instead of becoming a one-off pulse.

Yes, you can adjust the wording to match the cadence and purpose of the meeting. For quarterly sessions, keep the survey tight and focused on message retention and session quality. For larger annual meetings, you can add a few more questions about strategic alignment or future topics, but keep demographics out of the main flow and place any optional profile questions at the end.