Form questions
Remote work survey questions for a hybrid team
Twenty two questions covers a hybrid policy review, and ten is enough for a quarterly check. Three never come out: how many days a person works from home now, how many they would choose, and what is missing from the place they work. The first two are the policy question and the third is the budget question.
A remote work survey has to find out three separate things: where people work, whether the setup holds up for eight hours a day, and whether the team still functions when half of it is somewhere else. Mixed into one satisfaction score, none of the three gets fixed.
The questions
Where you work
Which team are you in?DropdownRequired
The only segment worth recording. Anything narrower starts identifying individuals.
How many days do you work from home in a typical week?DropdownRequired
None through five. A dropdown beats a number field because the answer is bounded.
Is that the number you would choose?Single choiceRequired
More at home, about right, more in the office. The gap against the previous answer is the policy finding.
Does your role need you on site for anything?Single choice
Never, occasionally, weekly, daily. It separates preference from constraint.
How far is your commute door to door?Single choice
Bands in fifteen minute steps. Commute length predicts office day attendance better than any attitude question.
Where do you work when you are not at home or in the office?Single choice
Nowhere, a cafe, a co working space, a client site, travelling.
Your setup
What is missing from the place you work at home?Multiple choice
A desk, a chair, a second screen, a door you can close, reliable internet, or nothing is missing.
How often does a home setup problem cost you working time?Single choice
Never through most days. A frequency scale, not an agreement statement.
Can you take a call at home without being overheard?Single choice
The question that explains why some people come in for one on ones.
How reliable is your home internet on a video call?Single choice
Have you asked for equipment and not received it?Single choice
Yes, no, I did not know I could ask. The third option is usually the largest.
What would you spend a two hundred dollar equipment budget on?Short text
A short text answer beats a checklist here, because the list is never complete.
Meetings and contact
I can reach the people I need without booking a meetingRating gridRequired
Row one of a five point agreement grid.
My meeting load leaves enough time to do the workRating gridRequired
Row two. The single most predictive row for hybrid dissatisfaction.
Decisions taken in the office reach meRating gridRequired
Row three. This is the proximity bias question, asked without the jargon.
I know what my team is working on this weekRating gridRequired
Row four.
How many hours a week do you spend in meetings?Number
An estimate. Pair it with the meeting load row to find the teams where the number and the feeling disagree.
How often do you feel cut off from your team?Single choice
Asked plainly as a frequency. An agreement statement about belonging gets a politer answer.
When you do come in, what makes the trip worth it?Single choice
Working beside the team, planning days, seeing other teams, a quieter place, nothing yet.
Has working from home affected how you are managed?Single choice
Better, no difference, worse, prefer not to say.
What to change
What would make hybrid working better for you?Long text
Ask for one change. A general comments box produces essays nobody sorts.
If the office days policy changed, what would you want it to be?Single choice
Fully flexible, a minimum number of days, fixed days set by the team, fixed days set by the company.
Would a change to office days affect whether you stay?Single choice
The retention question. Ask it once, late, and expect it to be answered honestly.
Anything the people team should know but did not ask?Long text
Which questions to make required
Only three questions plus the agreement grid are required. Team is required because a result nobody can attribute is a result nobody owns. Days worked and days wanted are required as a pair, because either one alone produces a policy argument rather than a finding. The grid rows are required because an incomplete grid cannot be averaged. Everything about equipment, commuting and retention stays optional, since those are the answers people most need permission to skip.
- Which team are you in?
- How many days do you work from home in a typical week?
- Is that the number you would choose?
- I can reach the people I need without booking a meeting
- My meeting load leaves enough time to do the work
- Decisions taken in the office reach me
- I know what my team is working on this week
The form built from these questions
A static copy of a form built from part of the bank, exactly as it renders.
How to change this for a different working pattern
A fully remote company. The days at home questions become dead weight, so replace them with two questions about time zones and working hours overlap, and add a row to the grid about whether written decisions are easy to find later. Keep the commute question out entirely and add one about whether the person has ever met their team in person. A frontline or shift workforce. Most of this survey does not apply to a warehouse or a ward, and asking it anyway reads as an insult. Keep the meeting load and reaching people rows, replace the setup section with questions about rostering notice and swap flexibility, and ask what part of the job could be done away from site, which is usually more than managers assume. A manager version. Managers need a different instrument, not the same one. Ask how confident they feel judging work they cannot see, how often they have had to chase someone, whether their team has agreed working hours, and what they would need to manage a fully remote hire. Run it alongside the staff survey and compare the two on the same grid rows, because the gap between them is the actual finding.
Questions people ask
How often should a hybrid working survey run?
Twice a year once a policy has settled, and quarterly while it is still moving. The limit is not fatigue but action: run it more often than you can change anything and the response rate will answer for you. A short quarterly version of ten questions alongside a full annual one is the pattern that holds up.
Should a remote work survey be anonymous?
Team level is the usual compromise and it is enough. It lets you compare engineering with support without asking anyone to attach their name to a complaint about office days. Going fully anonymous costs you the ability to act locally, and going fully identified costs you the answers that matter most.
Why ask about equipment separately from meetings?
Because a setup problem is a budget decision and a meeting problem is a management decision, and they are fixed by different people on different timescales. Averaged into one satisfaction number, the cheap fix and the hard fix cancel each other out and nothing is done about either.
Is it fair to ask whether office days affect whether people stay?
It is the question every hybrid policy is actually deciding, so asking it openly is more honest than inferring it from resignations later. Put it last, make it optional, and offer a middle option, because a forced yes or no turns a genuine preference into a threat nobody meant to make.
What response rate should a hybrid survey get?
Sixty to seventy five per cent is normal for an all staff survey that has produced visible change before. A first survey often does better on curiosity alone. A falling rate across rounds is the clearest possible signal that the last round changed nothing, and no amount of reminder emails fixes that.
Should managers and staff get the same questions?
Share the agreement grid so the two groups can be compared directly, then branch. Managers need questions about judging unseen work and about their own team agreements; staff need questions about setup and access. Running one merged survey produces a result that describes neither group accurately.
Should the survey ask where people actually live?
Ask about commute length in bands instead. It gives you the same predictive power over office attendance without collecting an address, which is personal information you have no reason to hold in a survey. Bands in fifteen minute steps are enough to see why one team comes in twice a week and another does not.
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