The extent to which the organisation listens systematically to its people, understands the employee experience, uses insight to drive action and creates a culture where values, inclusion, trust and engagement are reflected in everyday experience.
1. The organisation uses a range of employee listening channels — including engagement surveys, pulse surveys, employee networks and listening forums — to understand the experience of different employee groups. 1. The organisation uses a range of employee listening channels — including engagement surveys, pulse surveys, employee networks and listening forums — to understand the experience of different employee groups.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
2. Employee insight is appropriately cascaded through the organisation, with leaders and people managers given access to relevant data at organisational, functional and local levels while protecting employee anonymity. 2. Employee insight is appropriately cascaded through the organisation, with leaders and people managers given access to relevant data at organisational, functional and local levels while protecting employee anonymity.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
3. Feedback leads to visible action and accountability, with clear owners and follow-through; where action is not possible, this is communicated transparently with an explanation of why. 3. Feedback leads to visible action and accountability, with clear owners and follow-through; where action is not possible, this is communicated transparently with an explanation of why.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
4. Employee networks and other voice mechanisms are connected to decision-making, and the organisation uses them to understand inclusion, culture, trust and whether stated values are being experienced in practice. 4. Employee networks and other voice mechanisms are connected to decision-making, and the organisation uses them to understand inclusion, culture, trust and whether stated values are being experienced in practice.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
5. The organisation tracks meaningful measures of employee experience over time — including engagement, inclusion, trust and action effectiveness — and uses trends and insight to assess whether interventions are making a difference. 5. The organisation tracks meaningful measures of employee experience over time — including engagement, inclusion, trust and action effectiveness — and uses trends and insight to assess whether interventions are making a difference.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
