Employee surveys in coaching processes

Surveys in the coaching process: Expert tips & recommendations

To support you as effectively as possible in delivering your survey projects, we regularly seek advice from experts who conduct surveys in specific contexts and share insights from their practical experience. The following sections contain recommendations on employee surveys in coaching processes.

This article was written by Erik Quast, founder and owner of imCHANGE. imCHANGE is a specialist consultancy for digital transformation and change. Its systemic organisational development consultants and agile coaches support individuals, teams and entire organisations through change.

How employee surveys can improve the efficiency of your coaching process

As the founder of a coaching company, I am convinced of the effectiveness of coaching in a business context. Coaching provides an important space, especially for managers, to talk openly about uncertainties. Managers are far too often left to cope on their own. They are expected to make informed decisions in a highly complex world. Coaching can help managers gain clarity and direction in an ambiguous world, enabling them to make better decisions and achieve their goals.

However, coaching needs one thing above all: time. When dealing with more complex issues, leadership coaching can extend over several months. During this time, coach and client meet regularly. The framework for the one-to-one sessions is established at the start of the coaching process. A written agreement between coach and client also determines whether further follow-up discussions should take place once the coaching has ended.

There is nothing fundamentally wrong with this approach, but there are ways to make the process more efficient and to monitor the effectiveness of coaching more objectively. Minimising the time required outside regular work tasks can help make coaching a more effective option for employee development. How can this be achieved? One way to improve efficiency is to use questionnaires at different stages of the coaching process. This approach helps establish the basis for coaching and allows employees to reflect individually on their experience throughout the process without needing to meet the coach.

Using employee surveys in the coaching process

Employee surveys can be used across the organisation or at the coach–client level. Because coaching is confidential, survey results at the coach–client level should remain outside the organisation’s sphere of access. Questionnaires and surveys can be used in three main phases of the coaching process:

1. Before coaching

At the start of a coaching initiative, an employee survey can be used to assess an employee’s level of competence, identify their goals or establish what they already know about a situation. This may indicate a need for coaching.
At the coach–client level, an online questionnaire could be used in advance to capture and clearly present a person’s personality profile. Coaching based on this is particularly efficient because it can address the individual’s personality directly and therefore strengthen their specific abilities.

2. During coaching

During the coaching process, an interactive employee coaching form can be used at the coach–client level to make clear what is and is not working for the employee between coaching sessions. The insights gained could be used to prepare subsequent sessions precisely, without the coach having to ask about the situation again. This could be particularly effective for managers, as they are not tied to a fixed appointment and the time needed for the coaching itself is reduced. A personality assessment questionnaire could also be incorporated at this stage to make behavioural patterns and changes transparent.

3. After coaching

Finally, employee surveys can be used as a reflection tool at the end of the coaching process. The survey can help assess the client’s development process and the effectiveness of the coaching. This can identify areas for action and enable follow-up appointments to be tailored accordingly.
For evaluation purposes and to achieve the best possible results, it is very important to conduct surveys anonymously at organisational level in order to assess and continuously improve the coaching initiative itself.

Objectives of employee surveys before, during and after the coaching process

  • Identify existing knowledge and skills
  • Capture a personality profile
  • Identify the need for coaching
  • Support the development process
  • Assess the effectiveness of coaching
  • Reflect on the coaching process
  • Identify areas for action for follow-up appointments

What are the benefits of employee surveys in the coaching process?

The main benefit of using employee surveys is that they help define coaching goals in advance and allow the client to think deeply about themselves and their professional goals in their own time, without the coach’s initial influence.
Later in the process, an interactive employee coaching form or questionnaire can help establish more objectively what is and is not working. The coach can then adapt their coaching style and their questions or suggestions for professional development to the employee’s needs. This in turn makes the process more efficient, as the employee can reflect on the process to date and provide valuable feedback for the coach and the organisation.
If you want to improve the efficiency of your coaching process, you should use employee surveys or questionnaires at the different stages of coaching. They help identify an employee’s individual goals before coaching, tailor coaching to individual needs and evaluate the effectiveness of coaching sessions, continuously improving the efficiency and effectiveness of such initiatives at organisational level. Above all, they save everyone time.

You may wish to use our questionnaire template Feedback on the coaching process, which can be used after coaching to assess the process from the employee’s perspective.


EXPERT TIPS from
Erik Quast, founder and owner of imCHANGE

As an organisational development consultant, Erik Quast supports individuals,
teams and companies through digital change


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Last updated on October 2, 2026


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