A CulTRUE culture and performance analysis for CulTRUE Client. This report surfaces how employees experience their work across five dimensions of fulfillment — measuring what matters most and how well it's being delivered.
CulTRUE Client
May 1, 2026
30
4
01 — Framework
The CulTRUE 5-Factor Model
Every employee deserves a workplace where they feel safe, supported, aligned, purposeful, and growing. These five dimensions define the conditions for genuine fulfillment — not just satisfaction.
01
🛡
Psychological Safety
Feeling safe enough to bring your whole self to work without fear of negative consequences — speaking up, taking risks, and being authentic.
02
📣
Advocacy
Receiving active, public support for your potential and current capabilities from leaders and peers who champion your growth.
03
🧭
Flexibility
Having the flexibility and structure to meet both professional and personal needs — where organizational goals and individual lives coexist.
04
✦
Purpose
Being involved in meaningful work that has a greater impact beyond the immediate outcomes — connecting daily effort to something larger.
05
↗
Growth Satisfaction
The ability to continually learn, grow, and advance — with real investment in your future from the organization and your direct leadership.
How we measure — Importance vs. Demonstration
For each factor, respondents rate two dimensions: Importance (how much this matters to you, 1–5) and Demonstration (how well the behaviors are shown in practice, 1–5). The gap between these two scores is your Fulfillment Gap — the space between what employees need and what they experience.
Section Notes
02 — Organization
CulTRUE Client Organization Overview
How the full organization of 30 respondents rates each of the five factors — and where demonstration exceeds or falls short of what employees say matters most. Use this as the baseline to interpret team and individual results.
3.23
Avg Demonstration Score
4.35
Avg Importance Score
−1.12
Fulfillment Gap (Imp-Demo)
30
Respondents
4
Departments
Importance vs. Demonstration — All Factors
Importance
Demonstration
Fulfillment Radar — Organization
Importance
Demonstration
Fulfillment Gap by Factor — Organization (Demonstration − Importance)
Green bars = demonstration exceeds importance (positive experience). Orange bars = unmet need. Larger gaps signal highest-priority focus areas.
📊 Org-Level Analysis
Standout Strength
Psychological Safety (+1.20)
Demonstration (3.92) far exceeds importance (2.72) — employees feel safer at work than they expected to. This is the organization's single biggest fulfillment asset. The team mirrors this pattern even more strongly (+1.97).
Biggest Unmet Need
Flexibility (−0.19)
The highest-rated factor by importance (3.42) but falling short in delivery (3.23). Employees value flexibility more than any other factor — yet it's the one area where the organization doesn't fully deliver. This gap is notably worse for the individual (−2.50) than the org average.
Watch Area
Growth Satisfaction (−0.14) & Purpose (−0.04)
Both nearly balanced at the org level — but the team underperforms on Growth Satisfaction (dem 3.03 vs imp 2.75), and the individual shows a reversed pattern: strong on Purpose but a meaningful growth gap.
Key Pattern
Advocacy slightly over-delivers (+0.29)
Employees feel more advocated for than they expected (dem 2.91 vs imp 2.62). However, this masks a stark divide: Non-Managers score 2.89 on Advocacy demonstration while Managers score 2.95 — suggesting advocacy is not evenly distributed.
Trend Over Time — Overall Fulfillment Score
Demonstration scores are rising (+0.28 over 5 periods) while importance ratings are gently declining — a narrowing gap that suggests improving alignment between what employees need and what they experience.
Section Notes
03 — Team
Your Team 10 Respondents
How your direct team of 10 experienced each factor — and where they diverge from the broader organization. Team scores above the org average signal local strengths; scores below signal areas where your team's experience is worse than peers elsewhere in the organization.
3.14
Team Avg Demonstration
4.07
Team Avg Importance
−0.93
Team Gap (Imp-Demo)
4
Managers
6
Non-Managers
10
Team Size
Team: Importance vs. Demonstration
Importance
Demonstration
Team vs. Organization Comparison
Organization
Team
📊 Team Analysis vs. Organization
Where Team Outperforms Org
Psych. Safety: Team 4.13 vs Org 3.92
The team demonstrates psychological safety at a higher level than the broader organization — a meaningful signal that team culture and leadership are creating a notably safe environment. The gap vs. importance is +1.97 on this team, vs. +1.20 org-wide.
Where Team Trails Org
Flexibility: Team 3.00 vs Org 3.23
Flexibility scores are 0.23 points below the organization average on this team. Given that Flexibility carries the highest importance rating (3.42 org-wide), this gap is worth addressing — employees on this team value flexibility highly and feel it less than peers elsewhere.
Growth Satisfaction Signal
Team 3.03 vs Org 2.92 — slight edge
Growth Satisfaction demonstration is marginally stronger on this team than org-wide. However, individual scores vary widely (Person 7 scores only 3.00 while Person 9 is at 1.25) — suggesting growth experience is inconsistent within the team itself.
Advocacy & Purpose
Both closely tracking org averages
Team Advocacy (3.06 vs org 2.91) and Purpose (2.95 vs org 2.92) are within 0.15 points of the organization. No significant outlier — though the team's Advocacy score is slightly stronger, consistent with a well-managed team environment.
Section Notes
04 — Individual
Your Results
Your personal scores across all five dimensions compared to your team and the full organization. Pay attention not just to your gaps, but to where your experience diverges from your team — that divergence is often the most actionable signal.
3.74
Avg Demonstration
−0.34 vs org avg
4.20
Avg Importance
+0.25 vs org avg
−0.47
Fulfillment Gap
High unmet need
Director
Level / Layer 4
Manager · HR
Woman
Gender
Person 1
Your Importance vs. Demonstration
Importance (what matters to you)
Demonstration (what you experience)
You vs. Organization vs. Team
You
Organization
Team
Your Fulfillment Gap by Factor (Demonstration − Importance)
Psych. Safety
+2.33
Flexibility
−3.75
Growth Satisfaction
−0.50
Advocacy
−1.00
Purpose
−1.17
Green = demonstration exceeds your importance rating. Orange = unmet need. Your largest gaps are in Flexibility (−3.25) and Psychological Safety (−2.00). Growth Satisfaction is the only factor where demonstration exceeds importance (+0.50).
📊 Your Results vs. Team & Organization
Your Biggest Gap vs Org
Flexibility: You 1.25 demo vs Org 3.23
Your Flexibility demonstration score (1.25) is 1.98 points below the organization average and 1.75 below your team (3.00). This is your most critical unmet need — and it lands in the factor the organization already struggles most to deliver.
Where You Exceed the Org
Advocacy: You 3.40 demo vs Org 2.91
You experience more advocacy than the average employee (+0.49 vs org, +0.34 vs team). Your manager appears to champion your contributions effectively — this is a genuine strength in your working environment worth recognizing.
Growth Satisfaction Surprise
You 3.75 demo — highest in any view
Your Growth Satisfaction demonstration (3.75) is 0.83 above the org average and 0.72 above your team. Even though it wasn't your highest importance factor, this is the area where the organization delivers the most for you personally — relative to what you expected.
Psych. Safety Pattern
You 2.33 — below team (4.13) and org (3.92)
While your team overall scores highly on Psychological Safety, your personal experience falls 1.80 points below them. This suggests a gap between the team's collective experience and your individual one — worth exploring in a direct conversation with your manager.
Section Notes
05 — Comparative Analysis
What's Working. What's Not.
A cross-view of all five factors across every lens — organization, team, and individual — to pinpoint which areas are thriving, which are at risk, and where the widest gaps between importance and experience exist.
Factor Performance Ranking — Demonstration Score vs. Importance (Org Average)
Key Takeaway
Psychological Safety is the only factor with a large positive gap at all three views — Org (+1.20), Team (+1.97), and most demographic groups. Flexibility consistently underperforms against importance across every view. The gap column shows where each factor stands: green means the org is over-delivering relative to what employees say matters; orange signals unmet need.
Demonstration Scores — All 5 Factors × Org vs. Team vs. Individual
Organization (n=30)
Team (n=10)
Individual (Person 1)
Fulfillment Gap Heat Map — Demo minus Importance, All 5 Factors × All Views
Each cell shows Demo − Importance per factor. Green = demonstration exceeds importance. Orange/Red = unmet need. Avg Gap column summarizes across all 5 factors.
✦ Strengths — Demo Exceeds Importance by Factor
⚠ Risk Areas — Demo Falls Short of Importance by Factor
Importance vs. Demonstration Scatter — All 5 Factors × Org, Team & Individual
Psych. Safety
Flexibility
Growth Satisfaction
Advocacy
Purpose
Each factor appears 3× (circle=Org, triangle=Team, diamond=Individual). Diagonal line = perfect match. Above the line = demonstration exceeds importance.
Section Notes
06 — Slices
Demographic & Role Breakdown
How all five fulfillment factors vary across the organization by gender, tenure, layer, level, department, race, and manager status. The most important question each tab answers: who is experiencing the biggest gaps, and on which factors?
Psych. Safety
+1.20
Org avg gap. Strongest factor across nearly all demographic slices.
Flexibility
−0.19
Org avg gap. Highest importance but consistent under-delivery.
Growth Satisfaction
−0.14
Small org gap. Widens significantly for Entry Level employees.
Advocacy
+0.29
Org avg gap. Non-Managers score notably higher than Managers.
All Five Factors by Gender — Demonstration Score
Women (n=16)
Men (n=14)
Importance vs. Demonstration by Gender — All Factors
Women Importance
Women Demonstration
Men Importance
Men Demonstration
All Five Factors by Tenure — Demonstration Score
Psych. Safety
Flexibility
Growth Satisfaction
Advocacy
Purpose
Fulfillment by Years of Tenure — Overall Average
All Five Factors by Organizational Layer — Demonstration Score
Psych. Safety
Flexibility
Growth Satisfaction
Advocacy
Purpose
Overall Average Demonstration by Layer
All Five Factors by Job Level — Demonstration Score
Psych. Safety
Flexibility
Growth Satisfaction
Advocacy
Purpose
Importance vs. Demonstration Gap by Level
All Five Factors by Department — Demonstration Score
HR (n=11)
IT (n=9)
Finance (n=6)
Marketing (n=4)
Avg Demonstration by Department
Fulfillment Gap by Department (Demo − Imp)
Green = demonstration exceeds importance. Orange = unmet need.
All Five Factors by Race / Ethnicity — Demonstration Score
Psych. Safety
Flexibility
Growth Satisfaction
Advocacy
Purpose
Avg Demonstration by Race / Ethnicity
Fulfillment Gap by Race / Ethnicity (Demo − Imp)
Sample data shown. Race/ethnicity data should be collected with explicit consent and reported only when group sizes are sufficient to protect anonymity (n ≥ 5).
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All Five Factors — Manager vs. Non-Manager Demonstration Score
Manager (n=12)
Non-Manager (n=18)
Radar — Manager vs. Non-Manager
Importance vs. Demonstration — Manager vs. Non-Manager
Mgr Importance
Mgr Demonstration
Non-Mgr Importance
Non-Mgr Demonstration
Section Notes
Leadership Values in Action
Leadership Values in Action
Comparing what employees believe CulTRUE Client's leadership values should look like in practice versus what they actually observe in day-to-day leadership behavior. All five values measured: Compassion, Collaboration, Clarity, Curiosity, and Courage.
What Are Leadership Values in Action?
Leadership Values in Action measures the degree to which employees observe the organization's stated values being demonstrated through the daily behaviors of their leaders — not just articulated in policy, but lived in practice. The gap between stated values and observed behavior is one of the most reliable predictors of culture erosion.
4.30
Compassion
Obs: 3.97 (−0.33)
4.20
Collaboration
Obs: 3.97 (−0.23)
4.27
Clarity
Obs: 3.83 (−0.43)
1.00
Curiosity
Obs: 3.50 (+2.50)
5.00
Courage
Obs: 3.23 (−1.77)
Importance vs. Observed — All Values (Org)
Importance to Employees
Observed in Leaders
Leadership Values Radar — Importance vs. Observed
Importance
Observed
Fulfillment Gap by Value (Observed − Importance)
Courage has the largest gap (−1.77) — rated 5.0 in importance by every respondent, yet observed the least (3.23). Curiosity has the largest positive gap (+2.50) — observed far more than employees expect. Courage remains the biggest unmet need (−1.77). Collaboration has the smallest negative gap (−0.23).
Observed Values — Manager vs. Non-Manager
Manager (n=12)
Non-Manager (n=18)
Observed Values — Women vs. Men
Women (n=16)
Men (n=14)
Observed Values by Department
HR (n=11)
IT (n=9)
Finance (n=6)
Marketing (n=4)
Observed Values by Job Level
Entry Level
Director
VP
C-Suite
Scatter — Importance vs. Observed by Value
Compassion
Collaboration
Clarity
Curiosity
Courage
Each value shown 3× — circle=Org, triangle=Manager, diamond=Non-Manager. Points above the diagonal = observed exceeds importance.
Value Observation Ranking — Observed Score (Org Average, High to Low)
Section Notes
07 — Insights & Recommendations
What the Data Is Telling You
Synthesized findings from across all six sections — translated into clear, actionable recommendations for the organization, team leaders, and individual contributors.
3.18
Org Avg Demo Score
−1.12
Fulfillment Gap (Imp-Demo)
1
Group Below Importance
3
Groups Above Importance
30
Total Respondents
Key Findings — What the Data Reveals
Finding 01 — Strength
Purpose is the anchor of the culture
Purpose scores are the highest across every view — org (8.2), team (8.0), and individual (9.0). Employees at CulTRUE Client feel meaningfully connected to their work. This is a significant cultural asset and a retention driver that should be actively leveraged and protected.
Finding 02 — Strength
Flexibility is performing well, but unevenly
Flexibility scores are strong at the org level (7.6) and individually (8.1), suggesting flexibility and work-life fit are reasonably well-supported. However, the team score dips to 7.3, signaling that some direct managers may not be creating the same conditions their organization enables structurally.
Finding 03 — Critical Risk
Growth Satisfaction is the single largest unmet need
Growth Satisfaction has the lowest demonstration score (6.4 org, 6.1 team, 5.8 individual) against some of the highest importance ratings. The gap worsens with tenure — employees with 10+ years show the lowest scores — suggesting the organization invests in early career development but struggles to sustain it. This is a flight risk signal.
Finding 04 — Critical Risk
Psychological Safety declines sharply at lower layers
Executives score 9.1 on psychological safety while individual contributors score 6.3 — a 2.8-point gap. This means frontline employees feel significantly less safe speaking up, raising concerns, or being themselves than leadership does. The experience of safety is not democratized across the org.
Finding 05 — Watch Area
Advocacy gaps are consistent and systemic
Advocacy scores trail across all views (6.8 org, 6.4 team, 7.0 individual). Employees don't strongly feel that leaders are actively championing their capabilities or publicly investing in them. Managers score notably higher on advocacy than ICs, suggesting this is a manager behavior gap rather than a policy gap.
Finding 06 — Pattern
Manager experience is measurably better across every factor
Managers score higher than ICs on all five dimensions — with the largest gaps in Psychological Safety (+1.5) and Advocacy (+1.1). This is a signal that managerial status is a significant predictor of fulfillment. Organizations should examine whether access to sponsorship, voice, and development is structurally gatekept by position.
Priority Recommendations
01
Build a formal Growth Satisfaction infrastructure
Critical — Org-wide
Growth Satisfaction is the #1 gap between importance and experience at every level. The org must move from informal development conversations to a structured system with clear pathways, dedicated budgets, and manager accountability metrics.
→ Launch individual development plans (IDPs) for all employees with quarterly check-ins
→ Create visible internal mobility pathways and publish open roles internally first
→ Reactivate development investment for tenured employees (5+ years), not just new hires
→ Include "growth conversations held" as a metric in manager performance reviews
02
Democratize psychological safety from the frontline up
Critical — Layer Focus
The 2.8-point safety gap between executives and ICs is the most structurally damaging finding in this report. Cultures where only senior people feel safe to speak will systematically suppress the ideas, concerns, and innovations that come from the frontline.
→ Train all people managers on psychological safety behaviors — specifically modeling vulnerability and rewarding dissent
→ Implement anonymous upward feedback mechanisms for ICs to surface concerns without career risk
→ Hold skip-level listening sessions quarterly to hear directly from L1–L2 employees
→ Measure and report safety scores by layer in every future CulTRUE cycle
03
Train managers to be active advocates, not just supervisors
High Priority — Manager Enablement
Advocacy scores are low organization-wide, but the manager-vs-IC gap reveals that this is a manager behavior issue. Managers who advocate — sponsoring people for opportunities, naming their contributions publicly, and championing them in rooms they're not in — have a proven impact on retention and belonging.
→ Define what "advocacy behaviors" look like specifically at CulTRUE Client and share with all managers
→ Ask employees directly in 1:1s: "Do you feel I'm championing you?" Make it a standing question
→ Include advocacy scores in manager effectiveness dashboards tied to CulTRUE results
→ Recognize and celebrate managers who score highly on advocacy publicly
04
Protect and amplify Purpose — your strongest asset
Sustain — Culture Strategy
Purpose is the highest-scoring factor across the board and is especially strong among Gen X and Boomer employees and senior leaders. This is rare and valuable. Healthcare organizations that maintain high purpose scores during periods of change and growth outperform on retention, patient outcomes, and engagement.
→ Connect daily work to mission explicitly — in team meetings, communications, and onboarding
→ Watch purpose scores for younger employees (18–34) closely — they trend lower and may need mission storytelling investment
→ Protect mission clarity during organizational changes, restructures, or leadership transitions
→ Use purpose as a differentiator in talent acquisition messaging and employer branding
05
Close the manager-to-IC experience gap systematically
High Priority — Equity & Access
Managers consistently score higher than ICs on every single factor. While some gap is expected given scope of authority, a gap this consistent and this wide suggests that fulfillment itself is becoming a managerial privilege. This threatens both engagement equity and pipeline diversity.
→ Design IC-specific programs that mirror what managers get: visibility, sponsorship, and voice
→ Create cross-functional project opportunities for high-performing ICs to gain influence without requiring promotion
→ Analyze whether the IC fulfillment gap correlates with attrition data to quantify business impact
→ Set a target to reduce the manager-IC gap by 0.5 points per factor over the next two CulTRUE cycles
Action Priority Matrix — Effort vs. Impact
Bubble size reflects number of employees affected. Top-right = high impact, high effort (strategic bets). Top-left = high impact, low effort (quick wins).
Suggested Action Timeline
0–30 Days
Share results with all people managers with context and interpretation support
Hold team-level debrief conversations using this report as the discussion guide
Identify 3 managers with highest advocacy scores to serve as peer models
30–90 Days
Launch IDP pilot program for a defined employee cohort
Train all people managers on psychological safety behaviors
Establish a cross-functional IC visibility program with first cohort
90–180 Days
Run next CulTRUE pulse survey to measure movement on critical factors
Review IDP pilot outcomes and scale org-wide if effective
Correlate CulTRUE scores with attrition, performance, and absenteeism data
Section Notes
Individual Development Plan
Your Personal Development Plan
Based on your CultuREAL® results, the three factors with the widest gap between importance and demonstration are your highest-priority development opportunities. This plan provides milestones, a 12-month timeline, and a quarterly check-in tracker to help you and your manager stay on track.
Priority #1
Growth Satisfaction
Importance
4.56
Demo
2.92
Gap
−1.64
The largest unmet need in the organization. Employees feel growth and development are important but aren't experiencing them. Closing this gap requires visible investment in learning, challenge, and career progression.
Development Actions
✦ Identify 1–2 stretch assignments per team member per quarter
✦ Create individual learning goals tied to career paths
✦ Host monthly growth conversations in 1:1s
✦ Connect employees to cross-functional learning (Q2)
✦ Review IDP progress in quarterly check-ins
Priority #2
Purpose
Importance
4.41
Demo
2.92
Gap
−1.49
Employees want to feel their work matters — but don't consistently experience connection to the organization's mission. Leaders need to actively narrate the "why" behind work and make meaning visible at every level.
Development Actions
✦ Begin each team meeting with a "mission moment" story
✦ Explicitly connect projects to organizational impact
✦ Facilitate a team values conversation (Q1)
✦ Recognize purpose-driven contributions publicly
✦ Run purpose alignment check-in every half (Q2, Q4)
Priority #3
Advocacy
Importance
4.26
Demo
2.91
Gap
−1.35
Employees value advocacy strongly but don't feel consistently championed. Leaders should actively sponsor direct reports' visibility, publicly acknowledge contributions, and take concrete steps to advance careers.
Development Actions
✦ Launch a weekly recognition practice in team meetings
✦ Sponsor 1 direct report for a visible opportunity per quarter
✦ Have explicit career advancement conversations each 1:1
✦ Advocate for direct reports in senior-level forums (ongoing)
✦ Track advocacy behaviors in quarterly self-assessment
✦ Launch recognition practice ✦ Map team career goals ✦ Schedule advocacy 1:1s
✦ Sponsor 1 DR for visibility ✦ Career convo each member ✦ Advocate in senior meetings
✦ Mid-year advocacy self-check ✦ Second sponsorship opportunity ✦ Public recognition review
✦ Year-end advocacy score ✦ Career advancement review ✦ Plan next year sponsor acts
Quarterly Progress Tracker
After each quarterly check-in, rate your progress on each priority. Click a number to record your score. Progress bars update automatically. Share with your manager each quarter.
5 Exceeded milestone4 On track3 Progressing2 Needs attention1 Not yet started