Are there any tests for workplace culture?
Business culture is a huge factor for potential and current employees. If the culture does not align with their expectations or needs, it can result in a high turnover or a low retention rate. People at the top of the business may think they know what the culture is, but this may not align with what the culture actually is. It’s useful to know what people think the culture is and how best to support, nurture, and transform the culture you want in a business. Our Culture and Engagement Survey is designed to provide solutions to these challenges.
The culture, values and level of employee engagement within an organisation are widely acknowledged as having key influences on its performance and effectiveness. These influences can be both positive and negative, and may impact on both harder quantitative aspects of organisational performance (e.g. productivity, profitability) and softer qualitative aspects (e.g. staff morale, motivation and team work).
It has also been suggested that the most effective business leaders are those who pay attention not only to what a company does in terms of its operations, but also to how it does it. Additionally, the impact of an organisation's culture, values, and engagement often extends beyond those who work directly for it - for example, it can also impact on customers, suppliers and prospective recruits.
An organisation's culture, values, and engagement will therefore have a crucial impact on the way it operates. It influences what behaviours are rewarded, how people work together and how decisions are made. Managers need to have access to accurate, reliable and comprehensive information about their organisation's perceived culture and values and to act promptly yet sensitively to deal with the implications that follow.
It is not until you have identified your organisation's strengths and development needs that you can create an effective solution that will form a solid foundation for the future. Culture & Engagement provides you with the foundation stone for change in your organisation, and is a real catalyst for improving business performance.
Clarity of Vision
The awareness of the aims and objectives of the organisation, and how it means to reach them.
The enthusiasm for working at the organisation, and willingness to contribute to its success.
Learning From Mistakes
The ability for an organisation to learn from its mistakes and take steps to avoid repeating them.
This section shows how much your employees understand what it means to work for your organisation and actively promote its ideals.
The extent to which people feel the organisation has a helpful and effective policy on wellbeing and supports its employees in this respect.
How engaging the organisation is to work for as a whole in the opinion of its employees, together with their views on how it treats others.
The emphasis on colleagues being honest, open, trusting and fair with each other.
The encouragement within an organisation for people to co-operate and work together.
The importance placed on customers and their needs by an organisation.
The recognition and respect for individuality and diversity within an organisation.
The emphasis on training staff and encouraging them to learn new skills.
The degree of wellbeing experienced by the people who work for the organisation and how much they minimise their levels of stress.
How engaged people feel working for the organisation and how much they are inspired by doing so.
The maintenance of high work standards, eliminating faults and improvement of procedures.
The encouragement of new ideas and approaches, original thinking and creativity.
The weight an organisation places on performance, profit, commercial success and growth.
The freedom of colleagues to work in their own way, take the initiative and implement their ideas.
This section shows how much your employees feel that they get regular feedback on their performance and understand how their role contributes to success.
Culture & Engagement allows you to compare your results to other organisations, and to your own past surveys. To allow you to put the information in context, survey details are provided regarding the number of people who took part, the dates over which they completed it, the region of area where the survey took place, the sector of the workforce involved and the size of the organisation participating. This information is also provided for any comparison groups you choose to include in the survey, and your own past survey results.
Customizable Initial Questions
The initial section of the questionnaire is fully customisable, allowing you to ask questions to gather factual information that describes the participants who have been asked to take part in the survey. We provide a default range of questions, but this section can be tailored to include any information that you would like to collect. Questions can be single or multiple choice, voluntary or compulsory and can all be used to further analyse the results gathered from the Culture & Values, and Employee Engagement sections of the survey.
Culture, Values, Engagement & Wellbeing
The culture, values and level of employee engagement within an organisation are widely acknowledged as having key influences on its performance and effectiveness. This is also true of how an organisation handles the wellbeing of its employees, which is particularly apparent during difficult times. These influences can impact on both harder quantitative aspects of organisational performance (e.g. productivity, profitability) and softer qualitative aspects (e.g. staff morale and motivation). This section of the survey looks at how an organisation is perceived by measuring a selection of scales including clarity of vision, motivation, organisational learning, integrity, team work, customer focus, diversity, staff development, quality, innovation, business focus and autonomy. Engagement and wellbeing are explored at both an individual and an organisational level.
The survey asks participants to identify the top three areas from the Culture, Values, Engagement and Wellbeing section that matter most to their own personal motivation, as well as the three which they feel matter most to the future success of their organisation. This optional area is very useful for focusing on any subsequent changes that organisations might want to make on the basis of a survey by highlighting what employees really consider important to prioritise. It prevents being distracted by areas which very few consider to be important.
Initial Question Splits
Sometimes it is necessary to understand how different demographic groups perceive your organisation in a variety of ways. Using the initial questions asked at the start of the survey you can use the Culture & Engagement tool to find out how the perception of your organisation varies by department, region, specialism or any other questions you choose to ask.
Sometimes a survey will not discuss all of the topics that a participant may want to address. Whenever a participant is asked to complete a Culture and Engagement survey, they are asked to provide some follow up comments that relate to the feedback they have provided as part of the survey itself or that they feel need to be raised or included as part of the Culture and Engagement process. Ensuring that participants are able to provide comments ensures that voices are heard, views are acknowledged and insights are valued.