Engagement surveys tell you something is wrong. They don’t tell you why. This instrument does — by measuring the values and beliefs underlying the behaviour of your employees and the climate they are working in.
Each person allocates points across seven value levels and picks the phrases that resonate — for themselves, for the culture they see today, and for the culture they want. The gap is the conversation.
Thirty-two specific behaviours, rated 1–6 with a short written explanation. Mapped to the eight conditions that determine whether your teams collaborate, commit and create.
Not a personality test, not a ranking. Every culture sits across these seven orientations at the same time. What matters is which ones your organisation is operating from today — and which ones your people actually want.
Plotting their values against the behaviours their people experience gives you something an engagement score can’t: a clear, named recommendation for what to do next.
Are your people working together — or around each other?
When managers create clarity, remove obstacles and follow through, teams stop duplicating work, silos thin out, and communication carries weight.
Are your people choosing to stay — or counting down?
Discretionary effort follows when work matters, skills are used and people feel they belong to something worth contributing to. This is what retention is downstream of.
Are your people bringing their full thinking — or just compliance?
Killed by fear of judgement and stifled by rigid process. Enabled by psychological safety, permission to experiment, and managers who actively invite difference.
Walk through a sample report in fifteen minutes — the same one your exec team would receive. Or book a call to scope a pilot in your organisation.