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Survey Questions: Developing Others

• The project lead encourages others to accept projects or tasks that extend their abilities and present opportunities for development.
• Our department designs stretch opportunities that expand an employee's capabilities and supplements them with targeted feedback and practical advice at key points in the project.
• Managers provide stretch assignments with structured support -- combining challenging work with guidance, check-ins, and resources.
• Our department assigns stretch projects that push employees beyond their comfort zones and combines those assignments with regular check-ins to ensure they have the support needed to succeed.
• Our manager helps employees grow by giving them ambitious assignments and creating a supportive framework of guidance, progress check-ins, and developmental feedback.
• I am able to develop employees by offering and encouraging them to take on new or additional responsibilities.
• Supervisors match employees with development-focused assignments and stay actively engaged by offering guidance, answering questions, and removing obstacles as they progress.
• My manager assigns high-impact tasks that require new learning and ensure employees have access to the training, tools, and coaching needed to perform successfully.
• My manager assigns tasks and responsibilities to develop skills of employees.
• My manager provides challenging tasks to subordinates.
• Leaders give employees challenging tasks that build new skills and provide the necessary coaching, tools, and feedback throughout the process.
• Managers give challenging task to the employees.
• My team encourages employees to take on complex responsibilities and provides structured support (such as mentoring, resource recommendations, and milestone reviews) to help them navigate the challenge.

• Supervisors help employees build structured development plans that prioritize key skills, outline growth opportunities, and establish timelines for achieving each goal.
• I am able to help employees identify long-term career goals and translate them into a structured 6 to 12-month development roadmap with clear milestones and learning activities.
• Leaders work with employees to design development plans that align their career aspirations with the skills and experience needed for future roles.
• The supervisor collaborates with employees to set personalized development objectives and create a clear plan that guides their learning and skill-building over the next 6 to 12 months.
• My manager assists employees in mapping out skills to build, experiences to gain, and milestones to reach over the next 6 to 12 months.
• My team leader is aware of the career development goals of subordinates.
• Our manager works with each employee to create a personalized development plan that outlines the specific skills they need to build and the experiences that will help them grow over the next year.
• I can help employees create career goals.
• My supervisor works with employees to create individualized development plans.
• My manager partners with employees to map out targeted development plans that include new responsibilities, training opportunities, and measurable progress checkpoints.
• Managers create individualized learning plans that specify which competencies to strengthen, which project to pursue, and what success look like at each milestone.

• My manager helps employees expand their knowledge by coordinating short rotations in other areas of the organization where they can learn new processes and workflows.
• My manager strengthens team capability by creating structured job-shadowing experiences that allow employees to learn from experts in other functions and apply those insights to their own work.
• Supervisors expose employees to different part of the business by offering cross-training assignments that deepen their operational awareness and versatility.
• Managers expose employees to other roles, departments, or process to broaden their understanding of the organization.
• Leaders encourage employees to spend time shadowing team members in specialized roles to broaden their perspective and build new skills.
• Managers arrange job-shadowing opportunities that allow employees to observe colleagues in other roles.
• The project leader supports employee development by giving them opportunities to observe how other teams work, helping them understand how their role connects to broader organizational goals.
• I am able to provide cross-training experiences so employees can learn key task from other departments and strengthen their overall understanding of how the business operates.
• My department offers job shadowing or cross-training opportunities.

• Leaders introduce employees to internal and external specialists who can coach them on advanced skills and industry best practices.
• The project manager pairs employees with experienced colleagues who can offer new perspectives, answer questions, and support their development in specialized areas.
• My manager helps to coach other employees.
• The project manager provides advice and suggestions to others.
• The supervisor helps employees expand their knowledge by arranging mentoring relationships with experts who can accelerate their learning.
• My manager facilitates access to knowledgeable mentors who provide targeted advice and are able to help employees navigate complex responsibilities.
• Managers encourage employees to seek guidance from subject-matter experts and make those connections easier by coordinating introductions and learning sessions.
• My manager facilitates access to mentors and subject-matter experts.
• The supervisor connects employees with mentors and subject-matter experts who can provide guidance, share insights, and help them build deeper expertise.
• Managers connect employees with people who can accelerate their learning and offer their perspective.
• Supervisors strengthen employee development by linking them with mentors who offer real-world experience, strategic insight, and ongoing support.

• My supervisor discusses career goals with employees.
• Senior executives hold regular development conversations with employees.
• Managers check in with employees about their development plans, offering guidance and helping them refine their goals as their interests evolve.
• Supervisors schedule regular development conversations with employees to review their progress, discuss challenges, and identify new opportunities for growth.
• My supervisor holds ongoing development discussions that help employees reflect on their progress, adjust their goals, and explore emerging career aspirations.
• The team leader meets with employees consistently to talk through their learning goals, career interests, and any obstacles that may be slowing their development.
• The department head maintains consistent development dialogues that focus on progress, barriers, new skill interests, and long-term career direction.
• Managers help subordinates in building individual development plans.
• Managers discuss progress, obstacles, new interests, and evolving career aspirations.
• Managers engage employees in thoughtful conversations about their strengths, areas for improvement, and the experience that will help them advance.
• My manager creates space for employees to share what they're learning, what they want to pursue next, and what support they need to continue growing.

• The project lead enhances the knowledge and skills of others.
• The supervisor suggests targeted development programs that build critical competencies and prepare employees for upcoming responsibilities or advancement opportunities.
• The project manager recommends relevant courses, certifications, or learning programs.
• Managers help employees identify high-value training programs that strengthen their capabilities and align with both their career aspirations and departmental priorities.
• Supervisors stay informed about relevant training options and proactively share recommendations that support employees' long-term skill development.
• Leaders recommend courses and certifications that match each employee's development goals.
• My supervisor creates opportunities for professional development.
• My manager helps employees choose learning programs that offer the greatest impact.
• The supervisor facilitates employee training when implementing new programs or systems.
• Our department helps employees identify high-value training aligned with their goals and the organization's needs.
• My manager encourages employees to pursue certifications and structured learning paths that deepen expertise and contribute to stronger team and business outcomes.
• Managers guide employees toward learning opportunities such as workshops, online courses, or certifications.

• Leaders give timely, skill-focused feedback that help employees correct issues, build confidence, and make measurable progress.
• Associates are open to receiving feedback.
• Managers make sure that employees are aware of how they perform in their job.
• The supervisor provides actionable guidance that helps employees understand exactly what to improve.
• The supervisor provides clear, constructive input that helps employees translate feedback into meaningful changes in employee work habits and capabilities.
• My manager gives employees constructive feedback that highlights specific behaviors and offers clear steps they can take to strengthen their skills.
• My supervisor delivers developmental feedback focused on building targeted competencies.
• Managers give feedback that identifies growth opportunities and outlines specific actions employees can take to develop those skills.
• The members of my team provide developmental feedback that helps employees grow specific skills.
• My supervisor provides constructive feedback to others.
• Managers provide constructive, actionable feedback.
• My manager offers feedback that breaks down complex tasks into practical suggestions employees can use to improve their performance.

• My manager encourages employees to attend external networks, conferences, or workshops.
• My team leader recommends industry events that align with employees' development goals and helps them stay current with changes in the field.
• Managers support employees in attending conferences, workshops, and seminars that expose them to new ideas, best practices, and emerging trends.
• The project manager provides opportunities for employees to engage with external experts and professional communities that enhance learning and career growth.
• My supervisor supports employee participation in external workshops, networking events, and association programs that build relevant skills and insights.
• Managers encourage employees to participate in professional associations and industry events that expand their knowledge and strengthen their professional networks.
• Supervisors help employees identify high-value conferences and association activities that deepen their understanding of industry challenge and innovations.
• The supervisor encourages employees to join professional groups and attend events that broaden their perspectives and connect them with peers across the industry.
• The project manager supports employee participation in professional associations or industry events.

• Managers encourage employees to develop leadership skills by having them facilitate team meetings and lead discussions on key topics.
• Supervisors promote employees to higher positions.
• My manager builds leadership capability by assigning employees to roles where they must influence others, manage timelines, and communicate progress effectively.
• My manager gives employees leadership opportunities.
• Supervisors help employees grow by asking them to mentor junior colleagues, providing guidance while allowing them to practice coaching and support skills.
• The project manager strengthens employee development by giving them the responsibility for coordinating project tasks and for guiding their teammates toward shared goals.
• Our manager tries to ensure employees are ready to move to the next level.
• My team leader allows employees to represent the team in cross-department meetings or collaborative initiatives.
• My manager creates leadership opportunities for employees.
• Managers give employees leadership opportunities by assigning them small projects where they can take ownership, make decisions, and guide the work to completion.
• The supervisor assigns leadership roles such as leading a small project, facilitating a meeting, or mentoring a junior colleague.

• My manager encourages experimentation by reassuring employees that mistakes are part of learning and will be treated as opportunities for growth.
• The supervisor creates a supportive atmosphere where employees can test new methods, reflect on outcomes, and adjust their approach without fear of embarrassment.
• My manager creates a psychologically safe environment for learning.
• Supervisors encourage employees to ask questions, experiment, and learn from mistake without fear of embarrassment.
• Managers foster open dialogue where employees can express uncertainty, seek clarification, and share learning need without hesitation.
• The project manager creates an environment where employees feel comfortable asking questions and exploring new ideas without worrying about being judged.
• Leaders reinforce that learning is valued more than perfection.
• Supervisors ensure employees feel respected and encouraged when they take on unfamiliar tasks.
• Managers respond to errors with support and guidance rather than criticism, helping employees to feel safe taking risk and trying new approaches.
• The project lead models psychological safety by admitting my own mistakes and showing how i learn from them, reinforcing that growth comes from trying and improving.

• The supervisor calls attention to skill gains and learning breakthroughs so employees understand that their progress is seen and appreciated.
• My manager reinforces that learning, effort, and improvements matter.
• My department recognizes when developmental progress is being met.
• My manager reinforces a growth mindset by acknowledging learning milestones and developmental achievements, not just finished work.
• Leaders recognize employees for the effort and learning they demonstrate.
• Leaders make a point to recognize incremental improvements, helping employees stay motivated as they continue building their capabilities.
• My manager sets performance objectives for subordinates that encourages development opportunities.
• My manager acknowledges employees' developmental progress by highlighting the new skills they've built.
• The team leader reminds employees that improvement is just as important as results.
• My supervisor celebrates meaningful growth by employees (such as increased confidence, stronger problem-solving, or improved collaboration) to show that development is valued at the company.
• The supervisor provides positive reinforcement when employees make noticeable strides in their abilities, regardless of whether the task is fully completed.

• My manager eliminates obstacles to learning by securing access to training materials, software, or equipment that supports employees' development goals.
• My manager removes barriers to development.
• My department helps employees overcome development challenges by providing additional support, clarifying expectations, or streamlining processes that hinder progress.
• Managers adjust workloads so employees have the time and capacity to focus on building new skills.
• My supervisor enables employees to pursue growth by adjusting workloads, providing tools, or advocating for resources.
• The project manager ensures employees can pursue growth opportunities by reallocating tasks or redistributing work when their development plans require dedicated time.
• The supervisor removes constraints (such as conflicting priorities or excessive workloads) that prevent employees from participating in training or skill-building activities.
• Managers advocate for employees' development needs by requesting budget, resources, or organizational support that enable them to pursue meaningful learning opportunities.
• Leaders advocate for the tools, technology, and resources employees need to fully engage in their learning and development activities.

• Supervisors give specific praise when employees accomplish something noteworthy, emphasizing what they did well and why it mattered.
• Supervisors support the successes of other employees.
• Managers make a point to acknowledge employees when they accomplish important tasks or deliver strong results.
• The project manager recognizes employees for completing challenging assignments and highlight the impact of their work on the team or organization.
• My manager recognizes and celebrates accomplishments of others.
• Managers create a work environment that fosters positive feedback to employees.
• Our manager recognizes employees when they accomplish things.
• The supervisor celebrates employee accomplishments (big or small) to reinforce the idea that their contributions matter.
• The project manager acknowledges employees who reach milestones or complete significant projects to reinforce positive performance.
• My supervisor rewards and recognizes employees for engaging in professional development activities.
• My supervisor offers timely recognition when employees achieve goals, ensuring they feel appreciated for their effort and success.
• My manager recognizes employees for their achievements to help build confidence, motivation, and a sense of value within the team.
• Managers encourage employees through recognition of positive change in behavior.
• Managers encourage both team members and associates through recognition of positive change in behavior.

• Managers encourage employees to pause after completing major task and consider the insights gained from both the challenge and the achievements.
• The project leader guides employees through reflective conversations that help them connect their experiences to broader development goals.
• My supervisor prompts employees to think about the skills they strengthened during new experiences and how those skills can be applied going forward.
• The team leader asks employees to analyze what they learned from mistakes or setbacks so they can turn those experiences into meaningful growth.
• My manager helps employees build reflective habits by discussing what went well, what didn't, and what they would do differently next time.
• The team leader asks employees to analyze what they learned from successes, failures, and new experiences.
• The supervisor encourages reflective practices.
• Supervisors support reflective practice by asking employees to articulate key lessons learned and how those lessons will shape their future approach.
• My manager encourages employees to reflect on recent successes and identify the specific actions or decisions that contributed to those positive outcomes.

• The project lead establishes routines (such as learning huddles or skill-sharing sessions) where employees exchange practical tips and best practices.
• The project manager creates an environment where employees feel comfortable sharing expertise, helping the team build collective knowledge and improve performance.
• Senior executives recognize that each employee needs training and development based on their individual learning style.
• My manager encourages employees to document and share useful insights, making it easier for the entire team to benefit from individual learning.
• Managers promote knowledge sharing within the team.
• The supervisor encourages team members to share insights from their projects so others can learn from their experiences.
• Leaders strengthen team capability by having employees present what they've learned from training, conferences, or major assignments.
• Supervisors promote knowledge sharing by creating regular opportunities for employees to teach each other new skills, tools, and techniques.
• Supervisors create routines where employees can teach each other new skills or insights.
• Leaders support knowledge sharing by pairing employees so they can teach each other specialized skills and broaden their understanding of team processes.
• Managers encourage employees to participate in development programs.

• Managers discuss their own learning goals and progress so employees can see that continual improvement is expected at every level.
• My manager stays current with industry trends and shares relevant insights with the team to reinforce the importance of ongoing professional growth.
• The project manager demonstrates commitment to development by participating in training, workshops, or courses and encouraging employees to do the same.
• My manager demonstrates a commitment to development so employees could see learning as a shared expectation.
• Supervisors show employees that learning is valued by seeking feedback on work and using it to strengthen skills and leadership.
• My manager models a growth mindset by embracing new challenges, experimenting with new approaches, and reflecting on what was learned along the way.
• The supervisor demonstrates continual learning by regularly updating knowledge, tools, and methods, signaling that development is a shared responsibility across the team.

• The supervisor uses planned and unplanned visits as opportunities to train.
• My manager conducts regular reviews to explore development opportunities.
• The project leader assesses employees' developmental needs.