> For the complete documentation index, see [llms.txt](https://docs.talentmap.com/knowledge-base/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://docs.talentmap.com/knowledge-base/step-2-develop-questionnaire/questionnaire-design/talentmap-employee-engagement-questionnaire.md). # TalentMap Employee Engagement Questionnaire The TalentMap Employee Engagement Questionnaire measures the conditions that shape how people experience work, from their connection to the organization as a whole through to their immediate team, their manager, and senior leadership. It takes about 20 minutes to complete. Most dimensions follow the same pattern. A short set of statements answered on a five-point agreement scale, then one open comment question inviting suggestions. A few dimensions are optional, and your project manager or consultant will walk you through those during survey design so you field only what fits your organization. TalentMap does not share individual responses with anyone at your organization, and we do not produce a report for any group with fewer than five participants. If you are making changes to the questionnaire, please use track changes so your edits are easy to see. The dimensions below appear in the order they appear in the questionnaire. #### Engagement The outcome the rest of the questionnaire explains. This dimension measures how connected people feel to the organization as a whole through three statements: "I am proud to tell others I work for our organization," "I am optimistic about the future of our organization," and "I would recommend our organization to a friend as a great place to work." It closes with a retention question answered on a likelihood scale rather than an agreement scale: "How likely are you to accept a position with another employer within the next 12 months?" Reading pride, optimism, advocacy, and stated intent to leave together tells you whether goodwill is holding or quietly draining. #### My Team (optional dimension) Measures the energy and ownership inside a person's own team rather than their view of the organization. It asks whether the team continuously strives to improve performance, whether people take personal ownership of their work responsibilities, and whether people frequently go above and beyond the requirements of the job. Add this when you expect team experience to vary widely across the organization and you want to see where the strong pockets are. #### Physical Safety (optional dimension) Covers whether the organization takes appropriate steps to protect people at work, provides appropriate safety training, and creates conditions where people feel encouraged to identify and report a workplace hazard. Most relevant for organizations with frontline, field, plant, or clinical operations. The reporting item is usually the one that tells you the most, because a strong safety program with weak reporting means hazards are being absorbed instead of raised. #### Total Compensation (optional dimension) Two statements: satisfaction with pay considering duties and responsibilities, and satisfaction with benefits. This dimension measures how people feel about their total compensation, not what they are paid. Scores here move with communication and perceived fairness as much as with dollars, so read it alongside the open comment before concluding you have a pay problem. #### Performance Management Looks at whether people understand how their performance is measured, believe they are evaluated fairly, get constructive feedback that helps them perform better, and see the right review frequency. Clarity and fairness usually matter more to people than the mechanics of the process itself. #### Systems & Resources Covers whether the systems people work with help them do their job, whether they can get the information they need, whether they receive enough training, and whether work processes in their department are efficient. This is often the fastest dimension to act on, because the barriers people name in the open comment tend to be specific and fixable. #### Work/Life Balance Two statements, and keeping them apart is deliberate: whether people can maintain a balance between work and personal life, and whether "The amount of work required of me is about right." Balance can hold while workload is too high, and workload can be reasonable while boundaries fail. The pair tells you which one you are actually dealing with. #### Communication Asks whether information is communicated well in general, whether the organization has adequate procedures for sharing information, and whether information is widely shared so people get what they need when they need it. Low scores here rarely mean the answer is more messages. They usually mean people cannot find what they need at the moment they need it. #### Collaboration Covers cooperation between teams and departments, whether people share their knowledge willingly, and whether there is a strong feeling of team spirit and cooperation across the organization. Read it against Communication. Cross-team friction is often an information problem wearing a relationship costume. #### Career Growth Asks about continuous opportunities to learn and grow professionally, whether career aspirations can be achieved here, whether people see a clear link between their work and the organization's long-term objectives, whether their work provides a sense of personal accomplishment, and whether the organization promotes the most qualified people. The promotion item is the one that most often drives the dimension, because it is where growth stops being a feeling and becomes a judgment about fairness. #### Supervision Four statements about the immediate manager: whether they inspire the people in the team, do an effective job of leading it, support growth and development, and do a good job of coaching and guiding. The immediate manager shapes daily experience more than any other single factor, which is why this dimension is usually the most useful one to put in managers' hands. #### Senior Leadership Covers whether senior leadership establishes priorities effectively, sets ambitious but realistic goals and objectives, communicates those goals clearly, creates trust and confidence in their ability to achieve them, is visible, and acts consistently. One item tends to anchor the dimension: "Senior leadership acts consistently; they do as they say." Visibility without follow-through erodes trust faster than distance does. The separate question about whether senior leadership will act on what this survey surfaces sits in Survey Follow-up, later in the questionnaire. #### Valuing People Measures whether the organization cares about its people, operates with integrity, makes sufficient effort to get the opinions and thinking of people who work there, has a culture where people can challenge traditional ways of doing things, and is a place where it is safe to speak up. These are the more intangible parts of culture, and they consistently track closely with engagement. #### Mental Health Covers whether people feel supported at work when dealing with personal or family issues, whether the workplace effectively handles interpersonal conflict among employees, and whether it effectively deals with situations that may threaten or harm employees. This dimension measures workplace conditions, not individual wellbeing. It tells you whether your environment helps or hinders, which is the part you can act on. #### Belonging Asks whether colleagues make people feel included at work, whether people in the team work effectively with each other regardless of differences, and whether diverse identities, ideas, and ways of thinking and working are valued at the organization. It measures lived experience day to day rather than policy or program awareness. #### Innovation Covers whether people are encouraged to make decisions that improve their work outcomes, whether the organization helps employees learn new skills as part of the job, whether people are encouraged to test ideas that could make things better, whether failure is seen as a chance to learn and improve, and whether the organization regularly adopts new and improved ways to work. The failure item is the honest one. Organizations that want ideas but punish misses get neither. #### AI in the Workplace (optional dimension) New for October 2026. This dimension measures how an AI rollout is landing with the people expected to use it, rather than how much technology has been deployed. It asks whether senior leadership has clearly communicated the benefit of AI in getting work done, whether the immediate manager supports the team in using AI in organizationally-approved ways, whether the organization trains employees to use emerging technology, whether people feel confident using AI tools in their day-to-day work, and whether AI is actually a helpful tool for getting their work done. The open comment asks: "What would help you feel more prepared for AI in your work?" Confidence and clarity of permission usually explain adoption better than tool access does. #### Change & Agility Covers whether recent changes show the organization is heading in the right direction, whether it plans for change before it becomes urgent, whether leaders listen to employees to make changes work better, and whether what people have seen makes them trust future changes will be handled well. It also measures change load directly: "The amount of change happening in our organization is manageable." That item separates disagreement with a particular change from exhaustion at the sheer volume of change. Those are different problems and they call for different responses. The open comment asks people to describe recent changes that affected them both positively and negatively, so you see the same event from both sides. #### Customer Focus Asks whether the organization shows employees the difference they make for external customers, whether external customers value what the organization provides, and whether customer comments and recommendations often lead to improvements. It is a useful read on line of sight. People who cannot see the effect of their work on customers are harder to keep engaged, whatever else is working. #### Survey Follow-up New for October 2026, and only for organizations that have already run a TalentMap engagement survey. It measures what happened after the last one: whether people took part in a discussion of the results, whether their own department or team took tangible actions in response, and whether the organization's senior leaders did. It also carries the forward-looking question, "Senior leadership will act on issues identified in this survey." Together these tell you whether your last cycle earned the credibility this one is relying on. People who watched nothing happen after the last survey are the hardest to bring back to this one. This dimension is added deliberately rather than included by default, because a first-time organization has no previous survey to follow up on. Your project manager or consultant adds it when it applies. #### Final Message The questionnaire closes with one open question that is not part of any dimension: "Please provide one key message, solution or idea for senior leadership that you feel would most improve our organization and ensure its success." It consistently produces some of the most useful material in the dataset, because it asks people to choose one thing rather than list everything. --- # Agent Instructions This documentation is published with GitBook. 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