Understanding your · The lowest-scoring question may not necessarily be a question that you are...

1© Best Companies Limited 2018

Understanding your Employment Group Data Pack


How this guide works

This guide will help you to make sense of your data packs.

You’ll see charts and tables that look a lot like those in your data

packs, except we’ve used dummy data from a hypothetical

organisation.

Using this guide as a reference, you’ll be able to understand

what each table, graph and chart means.

Applying that to your own data pack, you’ll be able to draw

insights from your survey results that you can use to improve

engagement in your organisation.

If you come across a term you’re not familiar with, check the

glossary at the end of this guide.

Look out for these red boxes, which explain what the chart

you’re looking at means


BCI Scores

The Best Companies Index (BCI) is our unique measure of

workplace engagement.

After you’ve surveyed with us, you’ll receive a BCI score out of

1000.

Your data pack shows your score for this survey, and for

previous surveys if we’ve worked together in the past.

For context, you’ll also see what kind of BCI score it takes to

achieve one of our star ratings – and what each star rating

represents.

In this example, the organisation’s BCI score has improved

year-on-year since 2014 and is high enough to earn a Two-

Star rating, which is ‘Outstanding’

What do the Star Ratings mean?

Rating BCI Score Required Definition

Ones to Watch 600 Good

One Star 659.5 Very Good

Two Star 696.5 Outstanding

Three Star 738 Extraordinary


Response rates

Your data pack also shows you the percentage of people in

your organisation who responded to your survey.

We call this your ‘response rate’.

For context, you’ll also see how your response rate

compared to the previous survey and to the average

response rate for organisations that are a similar size to

yours.

In this example, the organisation had the same response

rate as the previous survey, but a slightly lower rate than

the average mid-sized, accredited organisation


Understanding the Affect Model

Our Affect model builds on ‘Russell’s Circumplex Theory of

Affect’ to help measure workplace engagement.

This chart in your data pack shows how your organisation

scores, according to the theory.

It illustrates how people in your organisation feel and how

engaged they are in terms of:

• Engaged – Engaged But Unsure/Highly Engaged

• Satisfied – Satisfied But Passive/Highly Satisfied

• Bored – Highly Disengaged/Bored

• Anxious – Anxious But Active/Highly Anxious

All of the white percentages display the percentage of

employees your organisation has in each of the segments. All

black percentages show the difference compared to either your

previous survey results of the stretch benchmark assigned

We ask two questions in the b heard survey to determine

where your organisation fits into the theory, but we need at

least 30 responses to both questions to create the chart.


8 Factors of Engagement


Understanding your data pack’s colour codes

We use a scale of red to green to help you see, at a glance, how you’re performing against a given

benchmark.

The deeper the red you see, the poorer your performance; the deeper the green, the better.

-15

and

below

-12 to

-14

-9 to

-11

-6 to

-8

-3 to

-5

-1 to

-20 1 to 2 3 to 5 6 to 8

9 to

11

12 to

14

15

and

above


Questions versus benchmarks

This table shows how a specific employment group

(Operations, in this case) responded to questions relating to

Leadership.

It compares their responses to three benchmarks: their

previous survey, the overall organisation and a stretch

benchmark.

Stretch benchmarks are usually the average scores of

organisations which have achieved the next highest level of

accreditation

In this example, the Operations responded more positively

to ‘Senior managers truly live the values of this organisation’

than it did in the previous survey, but considerably below its

stretch benchmark


Heatmaps

Heatmaps illustrate the spread of responses from an

employment group for each question.

Here you see the questions for the Leadership factor.

Some people respond more neutrally to questions, while

others have more extreme responses.

People who are more neutral are easier to influence in a

positive way than those that are already strongly negative.

The questions are ranked from highest to lowest score.

The lowest-scoring question may not necessarily be a

question that you are furthest from the benchmark on - it

could just typically be a lower-scoring question.

Whether the question is positively or negatively phrased,

it’s always better to see more green than red in your

heatmaps.

In this example, the highest scoring question is: This

organisation is run on strong values/principles


Feedback questions

This chart shows responses to feedback questions from a

specific employment group. “Operations”, in this instance.

It’s responses are compared to three benchmarks:

responses from the previous survey, the organisation overall

and a stretch benchmark.

Stretch benchmarks are usually organisations which have

achieved the next highest level of accreditation.

In this example, Operations answered more positively to

‘What is expected of me in my work is made completely

clear to me’ than in the previous survey, as indicated in

green


Your top 15 correlated questions

This table shows the 15 questions from the b heard survey that

are having the biggest effect on your BCI score.

The score column shows the statistical value of the correlation

for each question, on a scale of 0 to 1 (1 being the highest). This

value does not relate to how well the employment group

performed on the question.

Questions highlighted in red relate to Organisational Clarity,

while questions highlighted in grey relate to Managerial

Engagement.

These two strategic themes appear in most organisations’ top 15

correlated questions and represent key areas for improvement.

In order to calculate your top 15 questions, we need at least 50

survey responses from your organisation.

When there are fewer responses, this slide will show information

for the organisational level above.

In this example, ‘I think I have a positive future ahead of me

in this organisation’ has the highest correlation, scoring

0.616


Managerial Engagement

Managerial Engagement is one of the key themes that

drives engagement in an organisation.

It reflects how relationships between managers and their

teams affect overall workplace engagement.

This table shows the questions most strongly correlated

with overall engagement in your organisation which relate

to Managerial Engagement.

It compares your organisation against three benchmarks.

Numbers show the percentage that Head Office (in this

example) is above or below the given benchmarks.

Colours help to show this at a glance.

The bracketed number in each column heading shows the

numbers of responses.

In this example, for ‘My manager cares about how satisfied

in my job’ Head Office is below the benchmark compared to

the previous survey, the overall organisation and the average

Two-Star, mid-sized organisation.

However, it is above the benchmark compared against the

overall organisation for ‘I have confidence in the leadership

skills of my manager’


Organisational Clarity

Organisational Clarity is one of the key themes that drives

engagement in an organisation.

It reflects how leadership, a clear strategy and good

communication impact an organisation.

Here we show how the questions relating to Organisational

Clarity that are found in the 15 questions that are most

strongly correlated with engagement in this employment

group (Head Office in this example).

Numbers show the percentage that Head Office is ahead

or behind the given benchmarks.

Colours help to show this at a glance.

The bracketed number in each column heading shows the

numbers of responses.

In this example, Head Office responded to ‘Senior

managers truly live the values of this organisation’ more

positively than the overall organisation, but less positively

than the average Two-Star, mid-sized organisation


Glossary of terms

Accreditation

Organisations that achieve a high enough BCI

score may receive a best companies

accreditation

BCI

The Best Companies Index is our measure of

workplace engagement, scored out of 1000

Benchmark

A benchmark is a standard against which

something is compared

Correlation

A statistical relationship between two or more

things

Data

The information generated by your b heard

survey results

Employment Group

A section of your workforce. A department, for

example

Feedback questions

Questions in the b heard survey which don’t

contribute to the overall score, but provide

interesting insights

Heatmap

A colour-coded diagram which shows the distribution

of responses to a question

Job grade

Typically a level of seniority within an organisation

Managerial Engagement

Management behaviour which has an overall affect on

workplace engagement

Organisational Clarity

The way in which clear strategy and communication

has an overall affect on workplace engagement

Star-rating

The highest performing organisations receive a best

companies star-rating: One-Star, Two-Star and Three-

Star or can achieve a One to Watch status.


“Helping to make the world

a better workplace”

Best Companies Limited

Tel: 01978 856 222

Web: support.b.co.uk

https://support.b.co.uk/

Understanding your · The lowest-scoring question may not necessarily be a question that you are...

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