Purpose and boundaries
Explain what this feedback is for.
Name the cycle, leader, review period, intended use, and when themes will be shared.
- Review period and leader.
- Response reviewers.
- Theme-sharing timeline.
Describe the leaders and behaviors employees should assess. Makeform creates an editable upward-feedback form with rating scales, examples, and optional follow-up.
Route leadership feedback to Google Sheets, Slack, and Zapier.
Sample prompts for the builder
Choose a scenario, adapt its prompt, and send it to the builder.
Audience
Employees giving routine feedback to their direct manager
Format
Behavior ratings with two focused comment boxes
Prompt size
314 chars
Example form structure
Behavior ratings with two focused comment boxes
Team and feedback period
How consistently does your manager set clear priorities?
Which behavior should this leader continue?
What change would most help the team?
May HR follow up about this response?
Suggested routing tags
Communication
Team support
Follow-up requested
Ask about observable behaviors and recent examples, not whether someone is a good leader.
Step 1
Frame
name the cycle, audience, and intended use
Step 2
Ask
measure observable behaviors on one clear scale
Step 3
Review
group patterns and read comments in context
Step 4
Act
share themes, commitments, and the next check-in
Better upward feedback
Focus employees on observable behaviors, useful context, and clear response handling.
Use one labeled scale across topics and include Not observed so employees do not have to guess.
Ask for a recent situation, the behavior noticed, and its effect on the work.
State who reviews responses, how comments are shared, and how employees request follow-up.
Feedback cycles
Match the scope to a pulse, formal review, transition, or project retrospective.
Use a short recurring set of behavior questions instead of a full competency review.
Pair competency ratings with examples, development priorities, and start-stop-continue comments.
Check clarity around priorities, roles, decisions, one-to-ones, and the next 90 days.
Assess planning, tradeoffs, risks, inclusion, and blocker removal after a project.
Form-building workflow
Define the purpose, generate the structure, then review its wording and response path.
Name the respondents, leader, review period, and how HR will use the results.
Replace personality judgments with observable actions, labeled scale points, and Not observed.
Explain name collection, response access, comment sharing, and routes for urgent concerns.
Share the themes heard, actions chosen, and date of the next update.
Choose the right format
Choose based on sensitivity, group size, and the need to compare themes.
Field guide
Use these six parts to make responses clearer and easier to act on.
Purpose and boundaries
Name the cycle, leader, review period, intended use, and when themes will be shared.
Working context
Ask only for context needed to interpret different working relationships and exposure levels.
Behavior scale
Use specific statements, one labeled scale, and Not observed for behaviors outside someone's experience.
Evidence and ideas
Ask what should continue, what should change, and how the behavior affected the work.
Privacy expectations
An omitted name field does not ensure anonymity. State what is collected, who has access, and how comments may be shared.
Follow-up and action
Add optional HR follow-up and a separate reporting route for urgent workplace concerns.
Related tools
Pair upward leadership input with broader employee listening, self-evaluation, and performance-review forms while keeping each form focused on its own audience.
Collect feedback from managers, peers, direct reports, and self-review around a shared competency set.
Open toolCreate a general channel for suggestions, workplace experience, and process feedback beyond manager reviews.
Open toolMeasure broader themes such as role clarity, belonging, workload, recognition, and intent to stay.
Open toolLet managers reflect on results, challenges, team support, and development before the review conversation.
Open toolStructure a recurring performance conversation around expectations, outcomes, feedback, and next-period goals.
Open toolGather team-level input on collaboration, meetings, communication, and shared ways of working.
Open toolFAQ
Practical answers for HR teams designing upward-feedback and manager-development cycles.
It is a structured way for employees to assess how leaders communicate, set direction, make decisions, coach, remove blockers, and support the team. It combines behavior ratings with focused comments so HR can review patterns and examples.
Ask about observable behaviors: clear priorities, timely decisions, listening, follow-through, useful one-to-ones, recognition, workload support, inclusion, and responses to disagreement. Add Not observed, one behavior to continue, one change, and an optional example.
That is an organizational choice. Removing the name field does not ensure anonymity because team, role, writing style, or incident details may identify someone. Explain what is collected, who sees raw responses, how comments are shared, and whether follow-up is available.
A five-point frequency scale from Never to Consistently works for observable behaviors. Avoid mixing frequency, quality, and agreement labels. Include Not observed so employees do not use the midpoint as a guess.
Use neutral prompts: Describe a situation that shaped your rating; What should this leader continue; What change would help the team; or What would a useful next step be? Avoid assuming a failure occurred, and make examples optional.
Match cadence to the decision. Use short quarterly pulses for recurring behaviors and annual reviews for broader competencies. New-manager and post-project forms fit their milestones. Keep core questions stable when comparing periods.
Yes. Makeform offers unlimited free forms and responses, so you can generate, edit, publish, and repeat feedback cycles without a response cap. The paid tier removes the Makeform badge. Review the wording, privacy explanation, and routing before launch.
Review group context before interpreting scores, look for repeated themes, and route urgent concerns through the appropriate HR process. Share what leaders heard, what they will work on, and when employees can expect an update.
Make upward feedback easier to give and use.