We are big fans of the book First, Break ALl the Rules by Marcus Buckingham and Curt Coffman, Amazon.
In the book they talk about 12 questions to ask employees and we have the option to ask them as a survey and could be complete anonymously if needed. However I used this survey a lot at my old company and got some very interesting results. For example I have a key employee score us really low on "I have the materials and equipment I need to do my work right". When I asked more I determined that he simply needed a new computer. So consider whether you plan to follow up on the results? The survey request could be from CEO Juice perhaps with a question that asks if they want to remain anonymous.
The questions are asked on a scale of zero to 10 where 10 is strongly agree. You can provide us a list of employee emails in an Excel file or we can pull from eAutomate/People. This is just a suggestion on questions, obviously we can ask any questions requested.
The 12 questions are:
I have the materials and equipment I need to do my work right
At work, I have the opportunity to do what I do best every day
In the last seven days, I have received recognition or praise for doing good work
My supervisor, or someone at work, seem to care about me as a person
There is someone at work who encourages my development
At work, my opinions seem to count
The mission / purpose of my company make me feel my job is important
My co-workers are committed to doing quality work
I have a best friend at work
In the last six months, someone at work has talked to me about my progress
This last year, I have had opportunities at work to learn and grow
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.
Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance.
In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer.
Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.
There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.