31 60 Day Check-In Survey Questions for Better Feedback

Manager Support & Communication Survey

What This Survey Covers

Manager support shapes the entire new hire experience.

A great role can still feel shaky if communication is fuzzy, feedback is rare, or the manager seems harder to find than a missing sock in the dryer.

This survey focuses on how supported the employee feels by their direct manager.

It measures feedback quality, communication consistency, coaching availability, and psychological safety.

Those are not fluffy extras.

They are often the difference between a new hire who grows quickly and one who quietly checks out while saying, “Everything’s fine.”

Manager-related 60 day review questions are especially useful because by day 60, the employee has had enough real interaction to give meaningful answers.

They have seen how priorities are shared, how one-on-ones are handled, and whether questions are welcomed or brushed aside.

That means your survey can move beyond general impressions and into actual patterns.

This section also helps reveal whether support is proactive or reactive.

If the employee only hears from the manager when something goes wrong, that tells you something important.

If they receive useful coaching, regular context, and clear direction, that tells you something even better.

Why and When to Use

This survey is best used when new hire check in questions suggest coaching gaps or when a team wants sharper insight before a more formal 60 day employee review.

It also pairs nicely with a manager toolkit built around 60 day review questions and answers, especially if leaders need help turning survey feedback into action.

Plus, communication problems rarely fix themselves.

They usually become bigger, louder, and more expensive.

A manager support survey lets you identify whether the employee needs more feedback, more availability, or just more clarity around priorities.

It is also helpful for remote and hybrid teams, where silence can be mistaken for autonomy.

Sometimes it is autonomy.

Sometimes it is just radio static.

If you ask these questions at the 60-day mark, you still have time to improve the relationship before trust starts slipping.

That timing is key because most employees are still forming their long-term view of the team and manager.

Use this survey to understand:

• Whether feedback is frequent enough to support growth.

• Whether priorities are being explained clearly.

• Whether the employee feels safe raising concerns.

• Whether manager guidance is actually helping performance.

5 Sample Questions

1. How often do you receive constructive feedback from your manager?

2. Rate the clarity of your manager’s communication about priorities.

3. What could your manager do differently to support your success?

4. How comfortable are you bringing up concerns with your manager?

5. Describe one recent instance where managerial guidance helped you.

Gallup found employees are significantly more likely to be engaged when they receive feedback from their manager a few times a week or more (source).

Culture & Team Integration Survey

What This Survey Covers

Belonging is a business issue, not just a warm fuzzy one.

By day 60, a new hire usually knows whether they feel included, seen, and able to connect with the team in a real way.

This survey looks at culture fit, team dynamics, collaboration, and the employee’s sense of belonging.

It helps you understand whether the person feels like part of the group or like a visitor still hovering near the snack table.

That matters because integration affects confidence, communication, and retention.

Even talented hires can struggle if they do not feel welcome or if team norms stay mysterious.

A culture and integration survey can uncover whether your values are visible in action or just living a glamorous life on the careers page.

It also gives insight into how the employee experiences day-to-day interactions.

Do teammates include them in conversations?

Do cross-functional partners respond helpfully?

Do team rituals create connection or confusion?

These are important questions, especially in remote or hybrid environments where social belonging takes more intention.

Why and When to Use

This survey works best after the initial onboarding period, once the employee has had enough time to observe the team and test the waters.

It is especially useful as part of 60 day reviews, since this is often the point where the new-hire glow fades and the real culture becomes visible.

Here’s the thing, disengagement often starts quietly.

An employee may do the work well while feeling disconnected underneath.

That is why culture-focused new employee check in questions matter so much.

They help you catch signals early, before isolation turns into withdrawal or turnover.

This survey also supports companies using 30/60/90 day employee survey questions because it creates a natural midpoint between first impressions and long-term commitment.

At 30 days, people are still learning names.

At 60 days, they can tell you whether those names come with trust, support, and inclusion.

Use it to identify:

• Whether the employee feels welcomed by the team.

• Whether company values are visible in daily behavior.

• Whether team rituals are helping connection.

• Whether collaboration across functions feels smooth or awkward.

5 Sample Questions

1. Do you feel welcomed and included by your immediate team?

2. Which company values have you observed in action?

3. How comfortable are you collaborating cross-functionally?

4. What team rituals or events helped you integrate fastest?

5. Name one change that would improve your sense of belonging.

Training, Tools & Resources Survey

What This Survey Covers

Great people still need great tools.

A talented new hire cannot do much with broken access, confusing documentation, or training materials that feel like they were built during the dial-up era.

This survey focuses on whether the employee has what they need to perform well.

That includes onboarding materials, software access, equipment, internal knowledge resources, and learning support.

At the 60-day point, employees can usually judge which training helped, which parts were missing, and where they are still losing time.

This makes the survey especially useful during a 60 day evaluation.

By now, the employee has moved from theory to practice.

They have tested the systems, used the platforms, searched for answers, and discovered whether “just check the wiki” is helpful advice or a tiny workplace prank.

This section also gives you operational insight.

If several hires say the same training module is confusing or a key tool is hard to use, that is not a personal issue.

That is a process issue wearing a name tag.

Why and When to Use

Use this survey during the 60 day employee review to refine training and support before small issues harden into long-term productivity problems.

It is especially valuable for fast-growing teams, technical roles, and companies standardizing onboarding survey questions across departments.

Plus, training gaps are expensive.

So are tool delays, access issues, and support bottlenecks.

A structured set of 60 day review questions in this area helps you learn whether the employee’s slower ramp-up comes from skill development needs or from obstacles the company created.

That distinction matters a lot.

You can also use these findings to improve future onboarding for everyone.

One employee’s frustration can become tomorrow’s process fix, which is much better than becoming next quarter’s repeated mistake.

Focus this survey on practical realities such as:

• Which training content actually helped the employee do the job.

• Whether software and equipment are sufficient.

• How easy it is to find answers independently.

• Whether IT and support functions respond quickly enough.

5 Sample Questions

1. Which training modules were most/least helpful so far?

2. Do you have the software and equipment required to excel?

3. Rate the ease of finding answers to job-related questions.

4. What additional training would improve your performance?

5. How satisfied are you with IT support response times?

Gallup found employees with exceptional onboarding are nearly twice as likely to feel fully prepared to excel, supporting 60-day questions on training and tool readiness (source).

Engagement & Motivation Pulse Survey

What This Survey Covers

Engagement is the spark that turns competence into momentum.

At 60 days, you are no longer just asking whether the employee understands the job.

You are also asking whether they feel energized by it.

This survey measures motivation, enthusiasm, purpose, and connection to impact.

It helps you understand whether the employee is leaning into the role with curiosity and drive or simply completing tasks with polite detachment.

That distinction matters because performance often follows emotional investment.

When people understand why their work matters, they tend to contribute more creatively and more consistently.

When that connection is weak, output can become mechanical.

A motivation-focused check in survey gives you a quick read on what is fueling the employee and what may be draining them.

It can also reveal if someone is highly capable but under-stimulated.

That happens more often than teams think.

Sometimes a new hire is not disengaged because they dislike the role.

Sometimes they are just waiting for work that uses more of their brain than copying numbers from tab A to tab B forever.

Why and When to Use

This survey is best inserted as a short pulse inside a wider 60 day employee review.

It works well when you want an early warning system for disengagement without turning the process into a dramatic therapy session with corporate branding.

On top of that, engagement tends to shift quickly.

If you wait until 90 day review questions to ask about motivation, you may miss a valuable window to re-energize the employee.

The 60-day mark is ideal because the person has enough exposure to know what excites them, what bores them, and whether the role feels meaningful.

It also helps managers adjust assignments, recognition, or communication style before motivation slips further.

Use this survey to explore:

• How motivated the employee feels to go beyond the minimum.

• Which parts of the work create energy.

• Whether company goals feel connected to daily tasks.

• What changes could improve enthusiasm over the next month.

5 Sample Questions

1. How motivated do you feel to exceed expectations in your role?

2. Which part of your work is most energizing?

3. Do you understand how your contributions impact company goals?

4. What could increase your motivation during the next 30 days?

5. On average, how often do you feel “in the zone” at work each week?

Well-Being & Work-Life Balance Survey

What This Survey Covers

Sustainable performance beats heroic burnout every time.

A new hire may look productive on the surface while quietly juggling stress, overload, or a work rhythm that is already too heavy to maintain.

This survey focuses on workload, stress levels, work-life balance, and awareness of support resources.

At 60 days, employees usually have enough real experience to say whether the pace feels manageable.

They know if deadlines are realistic, if after-hours work is becoming normal, and whether the company’s well-being programs are visible or hidden like a secret menu no one mentions.

This is a valuable part of any check in survey because burnout rarely arrives with a trumpet.

It usually starts as low-grade tension, unclear boundaries, or pressure that keeps stacking up.

If you ask thoughtful 60 day review questions here, you can catch those signals early.

You can also identify whether the issue is workload, role ambiguity, team norms, or lack of support.

That makes intervention much more practical.

Why and When to Use

This survey belongs naturally inside a broader 30/60/90 day employee survey questions framework.

It is especially useful during a 60 day evaluation because the first month often feels too new for employees to speak honestly about stress.

By day 60, people have a better sense of the true workload and whether the pace is sustainable.

Here’s the thing, a company can offer wellness resources all day long.

If employees are too overloaded to use them, the fruit basket does not exactly save the quarter.

That is why well-being questions should be specific and action-oriented.

They help HR and managers understand whether support is needed now, not after fatigue starts affecting attendance, morale, or performance.

Use this survey to find out:

• Whether the employee’s workload feels manageable.

• Whether they know what support resources exist.

• Whether their current balance feels healthy.

• Whether they need adjustments to stay well and productive.

5 Sample Questions

1. How manageable is your current workload?

2. Are you aware of the company’s well-being programs?

3. Rate your current work-life balance on a 1–10 scale.

4. Have you experienced undue stress in the last month?

5. What support would help improve your overall well-being?

Career Growth & Development Outlook Survey

What This Survey Covers

Growth conversations should start early, not after restlessness shows up.

By day 60, a new hire does not need a ten-year career map, but they do need signs that development is possible.

This survey explores career aspirations, learning goals, internal opportunities, and the employee’s sense of future growth within the company.

It gives you a read on whether the employee sees this as a place to build something or just a stop along the way.

That insight matters because people are more likely to stay engaged when they can picture progress.

A development-focused set of 60 day review questions also helps you understand whether onboarding conversations about growth were clear and useful.

Sometimes companies mention development in broad, shiny terms but never translate it into real opportunities.

Employees notice that fast.

This survey helps you turn abstract promises into concrete next steps.

It also gives managers a better starting point for coaching.

If you know what skills the employee wants to build and what projects interest them, future development becomes much easier to support.

Why and When to Use

Use this survey during the 60 day employee review to align development planning before annual goal setting, promotion cycles, or later-stage 90 day review questions.

It is a strong midpoint tool because employees have had enough exposure to understand the business, but they are still early enough in the journey to benefit from intentional direction.

Plus, ambition is easier to support when you ask about it before frustration builds.

A thoughtful 60 day evaluation can reveal whether the employee wants stretch projects, mentoring, technical learning, leadership exposure, or simply a clearer sense of possible paths.

This is also where new employee check in questions become especially valuable.

You are not just asking how the person is doing today.

You are asking whether they can imagine a meaningful tomorrow inside the same organization.

That small shift makes the review feel much more human.

Use this survey to learn:

• Which skills the employee wants to build next.

• Whether career paths feel visible.

• Which assignments could support development.

• What mentoring or coaching would be most useful.

5 Sample Questions

1. What new skills do you hope to develop in the next six months?

2. Can you envision a clear career path within the organization?

3. Which projects would best support your growth goals?

4. How effective was the conversation about career development during onboarding?

5. What mentoring or coaching resources would you find valuable?

Dos and Don’ts for Crafting High-Impact 60-Day Check-In Surveys

What to Do

Good surveys are short, focused, and easy to act on.

If your survey feels like a tax form with feelings, completion rates will sink fast.

Keep the experience under 10 minutes whenever possible.

That gives you enough room for meaningful input without making the employee feel like they need snacks and a charger first.

Mix quantitative and qualitative formats so you gather both trend data and real context.

A rating scale can show you where a problem exists.

An open-ended response can show you why.

This combination makes your 60 day review questions much more useful, especially when managers need to follow up with specific support.

Also, act on feedback quickly.

When employees take the time to answer a check in survey, they want to know it goes somewhere beyond a spreadsheet graveyard.

Share what you heard, what you are changing, and what will happen next.

That follow-up builds trust and improves future participation.

Helpful practices include:

• Keep each survey focused on one main theme.

• Use clear, simple wording.

• Balance scaled questions with open text responses.

• Communicate next steps after reviewing results.

What to Avoid

Do not cram unrelated topics into one giant survey.

If role clarity, manager support, well-being, and career growth all show up in one crowded form, the employee may rush through it and give you muddy data.

Segmenting themes leads to cleaner insight and better action.

Also, do not wait until the 90-day conversation to address what came up at day 60.

That delay can make small issues bigger and can signal that feedback is mostly ceremonial.

A strong 60 day evaluation should create real-time opportunities to improve the employee experience while the information is still fresh.

Avoid these common mistakes:

• Making the survey too long.

• Asking vague questions that invite vague answers.

• Combining too many themes in one place.

• Delaying action until later 60 day reviews or 90 day review questions.

When you build thoughtful new hire check in questions and broader onboarding check in questions into your process, you create something far more useful than a box-checking exercise.

You create a practical system for listening early, responding quickly, and helping people succeed before preventable problems settle in.

The best 60 day reviews do not just measure progress. They improve it.

Best Practices & Dos and Don’ts for 60-Day Check-In Surveys

Crafting the perfect 60-day check-in survey is both an art and a science. Some best practices will make sure your survey actually gets filled out and drives change—rather than collecting digital dust.

• DO keep each 60-day survey short—ideally under 10 minutes
  
• DON’T overwhelm your audience with endless optional questions
  
• DO frame questions in a positive and actionable way
  
• DON’T inadvertently bias responses by leading with negative language
  
• DO assure either anonymity or strict confidentiality when appropriate
  
• DON’T make it obvious who said what, if it’s a sensitive topic
  
• DO use a mix of quantitative scales (like 1–10 ratings) and open-ended prompts for depth
  
• DON’T rely strictly on yes/no or scale-only questions
  
• DO always close the feedback loop with visible action—announce what you’re changing based on survey results
  
• DON’T let responses disappear into a void (nothing kills trust like silence)
  

Best practice: Always review and customize your 60-day survey questions for your unique team, product, or niche. No one-size-fits-all list can match what you’ll discover through your own questions, your culture, and your priorities.

By following these playful-yet-proven tips, you’ll get higher response rates, sharper insights, and a roadmap for ongoing improvement that people actually notice.

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A well-run 60-day check-in survey is pure organizational magic. You’ll capture in-the-moment honesty, course-correct with confidence, and build loyalty that lasts. Choose your template, tweak your questions, and close the loop. Your team, your customers, your future self—all will thank you.

Conclusion

The 60-day check-in survey is your early warning system, cultural pulse, and engagement booster all wrapped in one. When you ask the right questions, at the right time, people feel heard—and you get data that actually drives action. Use these question sets and best practices to make your check-ins a launchpad for growth. Listen, learn, and adjust before habits harden or enthusiasm fades. And remember: feedback is a gift, but only if you use it!