Allyship Self-Assessment Survey

It measures self-reported allyship behaviors across five areas: learning and awareness, listening and amplifying marginalized voices, responding to bias and exclusion, accepting feedback, and ongoing growth. It also includes open-ended prompts about barriers, support, and a specific action for the next 30 days. It is designed for reflection and development, not for ranking employees.

A DEI lead, People team, ERG program owner, or trained manager can administer it. It can be shared with employees participating in allyship training, ERG programming, inclusion initiatives, or leadership development. For candid responses, make participation voluntary and explain who can access results before launch.

Use it at the start and end of an allyship program, or as an annual reflection tied to development planning. A short pulse version can revisit one or two sections quarterly without repeating the full survey. Avoid frequent administration that creates survey fatigue or turns personal reflection into a compliance exercise.

Anonymity should be the default for this employee survey, especially when questions involve bias, exclusion, psychological safety, or feedback. Avoid collecting names, unnecessary demographics, or small-group identifiers that could make respondents recognizable. If follow-up is needed, offer a separate opt-in channel rather than attaching contact details to survey answers.

It is better suited to learning, reflection, and program evaluation than individual performance ratings or disciplinary decisions. Self-reported answers do not prove behavior and may be affected by social desirability or fear of consequences. Consult HR, employee relations, and legal advisors before linking responses to employment decisions or formal compliance records.

Keep the five-point Likert statements and their clear semantic anchors, such as Strongly disagree through Strongly agree, so results remain easy to interpret. Add examples relevant to your workplace, such as meeting practices, customer interactions, or decision-making forums. Keep demographic questions optional and last, and retain the final Anything else? prompt.

Treat low ratings as signals for support and learning rather than evidence of individual failure. Review themes in aggregate, connect them to training or manager practices, and respond to recurring barriers with specific actions. Do not ask employees to identify colleagues or disclose sensitive experiences in a shared discussion.

The template gives informal reflection a consistent structure across five behavior areas and combines ratings with open-ended explanations. That makes it easier to compare themes across program stages while preserving room for context. Ad-hoc conversations can still complement the survey, but they should not replace an anonymity guarantee or a documented action plan.