Overall benchmark score

For executives looking to adopt an intentional approach to culture, determining where to start may feel like an insurmountable task. Your benchmarking results will help you understand your strengths and weaknesses as well as how you rank against other organizations. This will help you decide where to focus — and more importantly where not to focus — as you start to improve your culture.

What do your results look like?

  • Exceptional 500 400
  • Good 399.9 300
  • Satisfactory 299.9 200
  • Needs Improvement 199.9 100
  • Unsatisfactory 99.9 0
  • Overall average 293.9
  • Your score 306.7

Your score is: Good 306.7

Your culture journey is more mature than many organizations. You likely understand what is working and are aligning strategy and culture effectively. Look for results in your detailed ranking below to identify which elements will take your organization from good to exceptional.

Overall score vs. index

This section measures your overall score against the index. These results give you an overall ranking compared to the other companies we surveyed.

    Overall average

    • 49.5
    • 70.2
    • 45.1
    • 71.0
    • 58.1

    Your score

    • 50.1
    • 65.8
    • 52.3
    • 76.5
    • 62.0
    • Workplace environment
    • Sense of community
    • Executive investment in employees
    • Purpose and value system
    • Diversity

    What do your results look like?

    • The number shown is how you've scored in comparison to the overall average.
      • Maximum score
      • Overall average
      • Your score
    • Workplace environment

      +1
      • Overall
        49.5
      • You
        50.1
      • Max
        68.3
    • Sense of community

      -4
      • Overall
        70.2
      • You
        65.8
      • Max
        122.2
    • Executive investment in employees

      +7
      • Overall
        45.1
      • You
        52.3
      • Max
        114.9
    • Purpose and value system

      +6
      • Overall
        71.0
      • You
        76.5
      • Max
        108.1
    • Diversity

      +4
      • Overall
        58.1
      • You
        62.0
      • Max
        86.6
    Workplace environment
    Workplace environment is the foundation for creating a culture that furthers organizational strategy.

    Your Score

    +1
    • Overall
      49.5
    • You
      50.1
    • Max
      68.3

    Your organization scored moderately well in this area, suggesting that it is intentional about advancing many of the factors that contribute to a well-designed workplace, including: executive engagement and communications, creating a safe environment where people can operate at their best, and enhancing HR processes that promote the desired culture.

    Those progressing in this area tend to evaluate the impact of certain workplace design initiatives in isolation, but few measure performance in a comprehensive way to ensure their employees are accountable for behaving in a way that supports their culture. Measuring and evaluating workplace design initiatives in an integrated fashion is essential to an organization's ability to enhance the effectiveness of these initiatives and, in turn, its culture. KPIs for doing so include employee promoter score, retention and employee engagement.

    Sense of community
    According to our research, effective collaboration and employee engagement are two of the primary culture outcomes linked most closely to an organization’s financial performance. They are also critical barometers of an organization's sense of community.

    Your Score

    -4
    • Overall
      70.2
    • You
      65.8
    • Max
      122.2

    Your organization scored poorly in this area and, when organizations do, they typically are letting community evolve instead of cultivating it.

    Building community is deliberate and starts with a plan that incorporates many elements. Following are among the most critical:

    • An organization's mission, vision, and values alone will not give rise to a sense of community; people must understand clearly that they are performing meaningful work that directly impacts the results of the company.
    • Our research found that the team on which one works is not only central to creating a sense of community, but also to enhancing a person's loyalty to an organization. As such, companies need to work to remove silos and incentivize and celebrate cross-team collaboration to a common end.
    • Respect and trust are integral to creating a sense of community. As such, leadership must embody those attributes within your organization’s value system and tolerate nothing less.
    Executive investment in employees
    Among the key findings of our research is the significant disconnect between what executives and employees value in organizational culture.

    Your Score

    +7
    • Overall
      45.1
    • You
      52.3
    • Max
      114.9

    Your organization scored moderately well in executive investment in employees, which suggests that it is not only intentional about investing in its employees, but that it also understands what employees' value and that it is directing investments accordingly.

    Measuring and monitoring the impact of these investments is critical and our research suggests that few organizations - even those making material investments - are doing so. Investments in people, including among those organizations who score low in this area, are typically consequential, so understanding their impact and return needs to be a priority. Measuring the impact of these investments on employee engagement allows organizations to course correct as needed, even if that means scaling back investments. Once your organization can measure and understand the impact of those investments, it can communicate the benefits, showcasing how those investments are directed to bolster its culture and realize its strategy. Whether new investments are being made or investments are being curtailed, transparently communicating about those investments and their impact is essential.

    Purpose and value system
    Companies with healthy cultures understand how their mission, vision, and values align with their strategy, and whether or not their leaders and workforce reflect those ideals.

    Your Score

    +6
    • Overall
      71.0
    • You
      76.5
    • Max
      108.1

    These fundamental tenets give rise to an organization's purpose and value system and yours scored moderately well in this regard. Most of those who benchmark at this level have documented and communicated these core principles. Where they can improve is in activating them.

    Organizations and their cultures are so unique that there is no formula for activation. It is about being authentic and making your mission, vision, and values live beyond words on a page. The most effective organizations have numerous programs and make investments that make it clear who they are and what they stand for - they live their values (and do it in a big way). If leadership espouses respect as a core value, it better be prepared to jettison bad actors, irrespective of their productivity or position. Organizations that prioritize corporate citizenship do more than donate money; they demand that their employees give back to the community and provide them ample time and resources to do so.

    Creating the programs and infrastructure to activate your mission, vision, and values will enhance your organization's purpose and value system.

    Diversity
    Diversity is often cited as essential to an organization’s ability to innovate and satisfy the ever-evolving needs of its customers. Similarly, our work with Oxford Economics found diversity to be central to a healthy organizational culture.

    Your Score

    +4
    • Overall
      58.1
    • You
      62.0
    • Max
      86.6

    Your organization was roughly average when compared to your peer set in terms of its diversity.

    Most companies in this category are actively monitoring the diversity of their workforce and taking action to recruit these candidates and then retain them in the organization. Companies that excel at creating diverse workplaces and cultures, however, have moved beyond tracking percentages and instituting one-off diversity initiatives. They have a diversity approach that aligns with the overall strategy, are pursuing diversity of thought and celebrating incongruent perspectives and are proactively building teams that are diverse not only in terms of race and gender, but in terms of how people approach and attack problems.

    The results of our benchmarking tool are designed to accommodate your organization's unique profile and circumstances. To discuss your results with a member of our strategy team, please contact us: culture@us.gt.com