Targeted Micro-Survey Item Library
This library supports short, topic-specific surveys aligned to EOF drivers and related workforce-risk themes. Select only the items required for the decision or action being considered.
Design guidance:
- Use a small number of scale questions and one or two open-text questions.
- Avoid running a micro-survey where a leader conversation or existing metric review would be more appropriate.
- Apply stronger confidentiality controls for small cohorts, sensitive topics and safety or wellbeing matters.
- Close the loop quickly because targeted surveys create a strong expectation of action.
Bullying, Harassment, Respect and Speaking Up
Use where respect, safety, speaking-up confidence or conduct risk requires a more focused diagnostic.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| BH1 | People in my work area treat each other with respect, even when under pressure. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH2 | Unreasonable behaviour, intimidation, exclusion or humiliation is not accepted in my work area. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH3 | Sexual harassment, discriminatory behaviour or inappropriate comments are not accepted in my work area. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH4 | I know how to raise a concern about bullying, harassment, discrimination or unacceptable behaviour. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH5 | I would feel safe to raise a concern about bullying, harassment, discrimination or unacceptable behaviour. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH6 | Concerns about bullying, harassment or unacceptable behaviour are handled fairly and consistently. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH7 | Managers take early action when poor behaviour is observed or reported. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH8 | People who raise concerns are protected from negative consequences. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH9 | Bystanders are encouraged and supported to speak up when they see unacceptable behaviour. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH10 | Confidentiality is managed appropriately when behavioural concerns are raised. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH11 | Council’s response to bullying, harassment and unacceptable behaviour is trusted by employees. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
| BH12 | Overall, my work environment is respectful, inclusive and psychologically safe. | Wellbeing & Psychological Safety / Governance & Integrity / Values-Based Leadership | Culture and Cause — safe, fair, ethical and values-led work. |
Change Consultation, Fairness and Organisational Justice
Use during restructures, service reviews, technology changes, budget-driven changes or consultation processes.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| CF1 | Decisions that affect my work are explained clearly. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF2 | Employees are consulted early enough when workplace changes may affect their role, team or worksite. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF3 | Consultation gives employees a genuine opportunity to influence how change is implemented. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF4 | The reasons for workplace changes are communicated honestly. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF5 | Changes are implemented in a way that considers workload, service delivery and employee wellbeing impacts. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF6 | Managers have the information they need to support employees through workplace change. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF7 | Decisions about work allocation, rosters, flexibility, development and opportunities are made fairly. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF8 | Policies and procedures are applied consistently across teams. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF9 | Employees can question or challenge decisions that affect them without negative consequences. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF10 | When concerns are raised, the process for considering them is clear and fair. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF11 | I trust senior leaders to make decisions that balance service needs, employee wellbeing and fairness. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
| CF12 | Overall, workplace change and organisational decisions are managed fairly at Council. | Innovation & Change / Values-Based Leadership / Governance & Integrity | Culture and Cause — fair change, trust and organisational integrity. |
Flexibility & Ways of Working
Use where hybrid, rostered, operational or flexible work practices require clearer evidence about fairness and practicality.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| PBF.2.1 | I have input into when and where I work, consistent with service needs. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.2.2 | Our hybrid/rostering practices support collaboration and service delivery. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.2.3 | I can access flexibility without negative career consequences. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.2.4 | Work scheduling is predictable enough for me to plan outside of work. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
Pay & Benefits
Use where reward, benefits or recognition themes require more detail than the annual survey can provide.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| PBF.1.1 | I understand how pay is set and reviewed here. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.1.2 | Decisions about pay and progression are fair and consistent. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.1.3 | Non-cash benefits available to me are valuable. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.1.4 | I receive recognition that is timely and linked to contribution. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
| PBF.1.5 | My pay is competitive for similar roles in our region/sector. | Pay, Benefits & Flexibility | (3.6) Pay is equitable and competitive; flexibility is real and workable; benefits are valued. |
Remote, Isolated and Field Work
Use for field, depot, remote, after-hours or isolated roles where local working conditions are not fully visible through enterprise survey results.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| RI1 | My role involves working alone, remotely, after hours, in the field or away from immediate support. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI2 | When I work alone or remotely, Council knows where I am and how to contact me. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI3 | I have reliable communication methods when working alone, remotely or in the field. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI4 | There are clear check-in, escalation or emergency procedures for my work when I am isolated or off-site. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI5 | The risks of travel, site access, weather, public interaction and environmental conditions are properly considered before work is undertaken. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI6 | I have the equipment, information and authority I need to stop or change work if conditions become unsafe. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI7 | Managers understand the practical risks and pressures of remote, isolated or field-based work. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI8 | I am not expected to continue working alone or remotely in situations where support is clearly needed. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI9 | Incidents, near misses or concerns from remote, isolated or field work are followed up appropriately. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
| RI10 | Overall, Council manages remote, isolated and field work risks effectively. | Health & Safety / Tools & Equipment / Values-Based Leadership | Capability and Culture — safe work with the right tools and support. |
Violence, Aggression and Traumatic Events
Use for role groups exposed to aggression, abuse, distressing content, animal matters, community conflict or emergency response environments.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| VT1 | In my role, I may be exposed to aggression, abuse, threats or intimidating behaviour from the public. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT2 | The level of aggression, abuse or threatening behaviour in my role is actively monitored and understood. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT3 | I know what to do if I experience aggression, abuse, threats or intimidating behaviour. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT4 | I have received practical guidance or training for managing difficult, aggressive or distressed members of the public. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT5 | The controls in place are effective in reducing the risk of violence, aggression or abuse in my role. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT6 | I would be supported by my manager if I experienced aggression, abuse, threats or intimidating behaviour. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT7 | Incidents involving public aggression, abuse or threats are reported and followed up appropriately. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT8 | My work may expose me to distressing events, material or situations. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT9 | If I were exposed to a traumatic event or distressing material, I would receive timely and practical support. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT10 | After difficult incidents, my team is given enough opportunity to debrief, recover and learn. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT11 | Council takes action to prevent repeat exposure to aggression, abuse or traumatic events where reasonably possible. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
| VT12 | Overall, I feel Council manages violence, aggression and traumatic exposure risks effectively. | Health & Safety / Wellbeing & Psychological Safety | Culture — a safe, fair and inclusive workplace. |
Workload, Capacity and Work Design
Use where survey results, workforce metrics or local feedback suggest workload pressure, unclear priorities, insufficient capacity or process drag.
| Question Number | Question | EOF Driver | Supporting Aspiration |
|---|---|---|---|
| WD1 | The volume of work I am expected to complete is manageable within my ordinary working hours. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD2 | My workload allows me to complete work to an appropriate standard without regularly cutting corners. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD3 | My team has enough people with the right skills to meet current work demands. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD4 | Work priorities are clear when there are competing deadlines or urgent requests. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD5 | I can raise workload or resourcing concerns without being seen as not coping. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD6 | My role has an appropriate balance between routine work, complex work and reactive work. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD7 | The systems, tools and processes I rely on help me manage my workload effectively. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD8 | I have enough control over how I organise my work to manage competing demands. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD9 | Interruptions, urgent requests or unplanned work are managed in a way that protects core work priorities. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD10 | I am able to take breaks, leave and recovery time without work building up unreasonably. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD11 | The way work is allocated across my team is fair and sustainable. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
| WD12 | Overall, my current role design supports safe, effective and sustainable work. | Resourcing & Capacity / Roles & Clarity / Systems & Processes | Capability — equipped people, clear roles and simple systems. |
CSV resource: Resources/CSV/targeted-micro-survey-item-library.csv