1. Culture Survey
This document provides examples of how we analyze and report our clients’ culture survey data. It includes data from several clients in order to maintain confidentiality, so reported values may not add up or remain constant across pages. The content of an actual report would depend on the unique trends and patterns identified during data analysis, along with the client’s specific objectives. We also provide an appendix with all qualitative feedback and descriptive data for all survey items.

2. Agenda Survey Design and Administration
This slide illustrates the typical structure of the report.
Survey Design and Administration
Understanding of and Commitment to Company ABC’s Vision and Values
Extent to Which Company ABC Is “Living the Values”
Importance of Operating Practices—Today vs. Future
Key Drivers
Demographic Differences
Recommendations

3. Demographics Corporate Franchise Network N=111 N=321 General Managers
This slide provides a sample of the demographic characteristics of the survey respondents.
Corporate
Franchise Network
N=111
N=321
General Managers
N=11
N=41
Owners
N=20

4. Understanding the Vision and Values
Percentage of Favorable Responses
This slide shows the extent to which employees understand the organization’s vision and values. Similar data could be presented for demographic segments, e.g., geography, level, tenure, etc.

5. Commitment to the Vision and Values
Percentage of Favorable Responses
This shows the extent to which employees are committed to the organization’s vision and values. Similar data could be presented for demographic segments, e.g., geography, level, tenure, etc.

6. Representative Comments: Strengths
“Constant messaging of the vision and values at departmental meetings and monthly Town Halls [is effective].”
“Senior management has set clear expectations for the company and expects employees to live up to them.”
“I think we finally have a management team that really cares not only about the bottom line, but the changes that need to be made to get there.”
“[We have] individual department initiatives around living the mission, vision, and values of our company.”
“Everyone here is committed to ABC and its success!”
“Upper management is excellent and has the vision in mind with every opportunity.”
“The people make all the difference and we have high-quality people who know what they need to do to keep the customer (whether internal or external) happy.”
“I do my job above and beyond every day without exception. I do what is needed regardless of what I am being paid to get the job done. My manager also goes above and beyond.”
This slide includes quotes from the survey to clarify the quantitative results.

7. Are We “Living the Values”?
This slide provides an overview of the employees who believe Company ABC is “Living the Values.” Additional demographic breakouts could be provided.

8. To What Extent Are We “Living the Values”?
Act With Integrity, Ethics, and Honesty (73%)
Exceed Customer Expectations (72%)
Strength
Treat Everyone With Respect (71%)
Celebrate Success and Recognize Outstanding Achievement (66%)
65%
Perform With Passion and Commitment to Surpass Our Goals; Succeed Through Teamwork (63%)
% Favorable Responses (N=352)
Warning
Take Initiative and Expect Accountability (57%)
50%
This slide provides a high-level picture of the values that are strengths, warnings, and alert areas based on the percentage of favorable responses provided.
Alert
Franchise respondents were asked to rate the extent to which Company ABC behaves in a manner that is consistent with each of its values. Percentages represent favorable (“to a very great extent” or “to a substantial extent”) ratings.

9. Overall Respondent Segmentation*
This chart maps people’s perception of “living the values” with confidence in ability to achieve the vision. Similar slides can be created for other demographic variables or outcome measures.
Confident
Optimists 4% (N=19)
True Believers
59% (N=296)
Confidence in Company ABC’s Ability to Achieve the Vision
Doubters
18% (N=90)
Wait and See
12% (N=59)
Lack Confidence
Not Living the Values
Living the Values
Perception That Company ABC Is “Living the Values”

10. Overall Values Analysis
Key:
Green=Strength Orange=Warning Red=Alert
Percentage of Favorable Responses
This slide shows the extent to which employees believe the values are in place. Similar data could be presented for demographic segments, e.g., geography, level, tenure, etc.

11. Most Critical for the Future
Importance
This slide shows the operating practices most frequently selected as critical today compared to those selected most frequently as critical for the future.
Most Critical Today
We continuously improve existing capabilities. (62%, Perform With Passion and Commitment to Surpass Our Goals)
Quality is monitored consistently. (61%, Exceed Customer Expectations)
Information, knowledge, and best practices are widely shared across the company. (50%, Succeed Through Teamwork)
Plans and decisions are made with the customer in mind. (62%, Exceed Customer Expectations)
People communicate openly and honestly about problems without fear of retribution. (53%, Act With Integrity, Ethics, and Honesty)
People keep promises and honor commitments. (58%, Treat Everyone With Respect)
Most Critical for the Future
We continuously improve existing capabilities. (62%, Perform With Passion and Commitment to Surpass Our Goals)
Quality is monitored consistently. (61%, Exceed Customer Expectations)
Information, knowledge, and best practices are widely shared across the company. (50%, Succeed Through Teamwork)
Plans and decisions are made with the customer in mind. (62%, Exceed Customer Expectations)
People in different organizational units form alliances to achieve mutual objectives. (54%, Succeed Through Teamwork)
We continuously challenge and develop employees’ skills and knowledge. (51%, Perform With Passion and Commitment to Surpass Our Goals)
Note: Participants were asked to select the five practices most critical to Company ABC’s success today and the five most critical over the next three years. The items above were selected most frequently as one of the “top five.” Percentages represent favorable responses. All items are in the “warning” zone.

12. Importance (cont.)
This slide provides an example of conclusions drawn from our analysis of importance.
Corporate and franchise respondents had similar perceptions of both current and future importance.
Four core, enduring operating practices were identified as critical both today and in the future.
Two additional operating practices were selected as critical to success today—these items are directed toward building trust.
Two additional operating practices were selected as critical for the future—these items are directed toward teamwork and professional development.
All of the items selected as critical for success today and in the future were rated favorably by 62% or fewer respondents and, therefore, are considered to be in the “warning” zone.

13. Key Drivers
This data answers the question: Of all the items on the survey, which have the greatest impact on our ability to “live our values” and achieve our vision, and how are we doing in those areas?
There is a clear focus on retaining existing customers. (70%, Exceed Customer Expectations)
People do whatever it takes (within legal and moral guidelines) to get the job done. (67%, Perform With Passion and Commitment)
Overall, Company ABC is currently “living the values.” (67%)
The actions and behaviors of senior leadership are consistent with the values. (66%, Leadership Behavior)
I am confident that we can achieve the vision. (75%)
The actions and behaviors of middle- and lower-level managers are consistent with the values. (64%, Leadership Behavior)
People have strong feelings of loyalty toward Company ABC. (56%, Act With Integrity, Ethics, and Honesty)
We continuously improve existing capabilities. (62%, Perform With Passion and Commitment)*
Key:
=Strength
=Warning
*Identified as one of the most important (current and future)

14. Demographic Differences
West Coast respondents provided significantly more favorable ratings than East Coast respondents on all of the items identified as most critical today and in the future, as well as on all of the key drivers.
No significant differences in favorability ratings were detected between managers and employees on the items identified as most critical today or in the future.
No significant differences in favorability ratings were detected between owners, General Managers, and employees on the items identified as most critical today or in the future, or on any of the key drivers.
No significant differences were detected between Corporate managers and employees on the other key drivers.
Demographic differences are analyzed to help determine specific actions that will begin to close the gap between current and desired culture.