Culture Amp FAQs

The report sharing page has been updated to make the experience more intuitive. No features have changed however a few sections have been reorganised.

Changes of note

You can edit and delete reports by selecting the dropdown menu at the top of each report block (click on the 3 dots).

Notification emails can be previewed directly inside each report block.

Notification emails can be sent to users inside each report block.

Notification emails can be resent to user by clicking the dropdown option on the notify user button and selecting resend to all users

Please contact [email protected] if you are interested in learning more.

how to add comparisons to your survey

Comparisons are an important part of interpreting your Culture Amp Results. Culture Amp has two kinds of comparisons available for customers; internal and external comparisons. To learn more, see our advice on using comparisons.

Customers now don't have to contact Culture Amp support to add an external benchmark or internal comparison. Customers are now empowered to manage their own comparisons, by adding, removing and reordering the comparisons for their surveys.

This new feature is available to customers on the Comparisonsmenu item of their survey configuration. With comparisons loaded, the following will be available to them. See .

Customers are now able to edit the label for the 'Company Overall' comparison option shown in reporting. This lets customers give it a name that is relevant to their organizational context.

Culture Amp has two types of comparisons that you can load, Internal and External comparisons. For help see advice on using comparisons.

TIP: To ensure consistency and accuracy it is best to finalize your survey design before adding comparisons.

To begin, navigate to the Post Launch: Comparisons survey configuration page, which will look like the below if you haven't added any comparisons yet. 3 changes that we recommend not benchmarking in our Culture Amp Training course

Decide if you want an Internal or External comparisons. Internal comparison: compare your results to your own company's results. External comparison: compare your results to one of Culture Amp's benchmarks.

Select your desired comparison from the dropdown list, confirm the label and click on 'Add new comparison'

Go through the question matching process, matching your survey questions to the comparison questions when they are equal and have the same intent. Unsure if they have the same intent? Learn the .

Once finished matching questions, click on "Add new comparison" at the bottom of the screen

Your new comparison will now be shown in the comparisons list on the Comparisons configuration page.Now that you've added a comparison to your survey, you'll be able to rename it, delete it and reorder it with other comparisons as you need. If you follow the link of the comparison name you'll also be able to view the question matches of that comparison using your comparison list as shown in the image below.

For internal comparisons: If you've loaded an internal comparison, it will only bring in by default the overall score from the survey. You'll need to click on "Request to compare demographics" in order bring in scores for your demographics in your survey. This is required in order to show comparison scores as you add demographics filters to your reports.

View Question Matches

Customers are able to see how their survey questions have been matched to any of the currently loaded comparisons. This is helpful when looking through the reports and needing to confirm exactly what the comparison score for a question is.

To view the question matches for a comparison, click on the comparison name and you will see the page below.

Please note that perfect matches will be hidden by default to easily allow you to see where questions have been manually matched or have not been matched at all.

One of our aims with Culture Ampis to create a straight-forward survey experience. Here we'll answer some general queries about answering a survey using the Culture Ampsystem. If you've been asked to complete a survey, but haven't received an invitation, check our section on getting your survey invitation. Your first source of information is any emails or invitations sent to you. Your survey will also have a Welcome Screen that will explain the basics. If you ever have any questions or feedback, see contacting support.

Feeling comfortable to provide feedback

Most organizations care about getting honest feedback from their employees, whether it's good or bad, so they can use the data to help create better places to work. With that said, we know some people may feel nervous about providing honest feedback. While we encourage you to answer every question there may be valid reasons not to answer a question. You may feel the question is not relevant to you. Or you may simply feel uncomfortable with the question for personal reasons. If this is the case for any of the questions, you can skip them. Or, if you feel your answers are more nuanced, you can add comments (on a per question basis), if configured in your survey (described more below).

Can you see my individual responses?

This depends on the type of survey and feedback being collected. For some surveys, it makes sense to see individual responses (e.g. onboarding or exit surveys). For other surveys (e.g. engagement surveys), it's more important to understand how employees are feeling generally, so aggregated results provide more meaningful and representative feedback. Most engagement surveys are set-up in a way that does not allow Culture Amp to show individual-level data.

To understand how your particular survey is set up, the specificreporting rules for the survey are included in your invitationand reminder communications. The reporting rules outline the reporting group minimum for the survey, as well as whether survey administrators have access to raw data. We encourage you to familiarize yourself with the specific reporting rules for your survey.

For example, Company X runs an engagement survey with a reporting group minimum of 5, and no access to raw data. In this case, because we do aggregate reporting, people with access to the results can only see results in groups of 5. So if 5 people in your location/department submit, people will be able to see the aggregate (combined) total for your area. In this example, we do not reveal your individual responses.

Part of our aim as an external party is to provide confidence around the confidentiality of the results. If you have any other concerns or queries, feel free to email us directly at [email protected].

How will my answers be used?

Survey information is used in a variety of ways. At Culture Amp we deal with a lot of organizations conducting surveys of their employees. Almost universally these companies have a genuine desire to connect with their employees and make positive changes. Talking to employees is the quickest and most direct method - that is, someone could just ask you for your opinion. However, surveys provide an opportunity to gather feedback in a different way. First and foremost, surveys allow for the confidential collection of feedback. This isn't always possible in other forums. Surveys also allow for an analytical view of the data. Surveys let organizations see trends over time. A simple conversation is very powerful, but it's very difficult to turn that into a reasonably objective, organization-wide picture. This is where surveys become essential.

Is it just a waste of my time?

We don't see that a lot. Generally nobody begrudges doing a survey if they see real, positive change from it. The organizations we see genuinely want to make a positive change from their surveys. It's possible that there may not be any change from your survey. Or there may be, but you're not getting to see or hear about it. Sometimes it just takes time. If you feel that is the the case, we'd encourage you to discuss with your manager and HR representatives and let them know. If that's not possible for you, see if you can let them know via the survey. It's possible to have serious issues with your organization. We hope the survey is your opportunity to convey that and get heard. Your engagement in this process is one of the best mechanisms for enabling real change to occur.

Answering Rating Questions

Our general questions follow what is called the "Agree Format". For these questions, we put forward a statement, and you tell us how much you agree or disagree with that statement. In Culture Ampyou use our "Heat Bar" to enter your answers. Simply swipe left to right to select from Strongly Disagree to Strongly Agree. Clicking on your response will select that answer. If you're on a laptop or desktop you use your trackpad or mouse pointer to select. If you're on a tablet or smartphone you can simply swipe.

support mostbrowsers

Why only five answers? I'd like more choice.

The evidence on the effectiveness of more options is mixed at best. We favor having simpler surveys with clear questions that are quicker for you to complete. More options tends to be an issue when people weight questions against each other. Try not to do this. Answer each question on it's own merits. If you feel that an answer requires explanation, use the comments feature (where available).

Why are the questions framed positively?

It's not trying to bias the survey, in fact quite the opposite. We frame each question as an ideal state that we'd all generally like to be true of how we feel or experience our organizations. This makes the survey consistent - this is easy to understand, leads to less confusion and is quicker to complete. However, the response scale allows you to be neutral or completely disagree with these statements - if you respond negatively the results will reflect this.

Is there a 'not applicable' option?

No. If a question does not apply to your situation, simply do not answer that question. This is the equivalent of a 'n/a' response.

Can I add comments?

Comments are not enabled on all Culture Ampsurveys. If comments are enabled for your survey, you will be informed on the Welcome Screen. You will also see the comment icon for each question. Adding a comment is as simple as clicking the Add button, shown below:

Do not feel you need to add a comment on every question. Use comments to provide directed feedback on the topics you feel deserve additional attention. Many surveys also include free-text questions. Often you have the opportunity to provide feedback in these sections. It may not always be necessary to comment at the question level.

Will comments identify me?

Confidential surveys do not identify comments. However, it's naturally possible to identify yourself by the content of your comment. If you'd like to remain confidential, do not include identifying information such as people's names or departments.

Can I complete the survey on a smartphone or tablet?

Absolutely, in fact we think the experience is better! We support most modern desktop, laptop, tablet and mobile devices. If you're on a mobile device, we support Android version 2.3 or higher and iOS (iPhone or iPad) version 2 or higher. We .

Can I save my survey and complete it later?

Yes. Culture Amp allows you to save your changes every time you use it. You can use the original link that was provided to return to where you left off. However, be aware that this link will not function after the survey is closed. For most survey types, you will be sent a reminder to complete the survey if you have not done so before the survey's closing date. You can even switch between devices while completing your survey.

Do I need to answer every question?

No. There are some mandatory questions in Culture Amp, but these are the exception. We encourage you to answer every question, however, there are valid reasons not to answer a question. You may feel the question is not relevant to you. Or you may simply feel uncomfortable with the question for personal reasons.

Can I change my answers?

You can change your answers anytime before finishing the survey. If you already submitted your survey and would like to change your answers, the survey link can be reset by following the original survey link and using the Redo Survey link at the bottom of the Thank You page. You will receive a new survey invite link by email. Be aware that resetting a survey removes all your previous answers. You will need to complete the entire survey again.

I get surveyed too much!

Getting surveyed too much is an intrusion and we recognize that. It's important that the contribution you're making is recognized. We see terrific results from surveys. If you think the frequency or content of your surveys is affecting your results, let us know via the comments. Finally, we spend a bit of time trying to make our surveys as quick and easy to complete as possible. At the completion of any Culture Ampsurvey you get to give us feedback. If there is a way we can make the experience better, please let us know. We're listening.

"Great managers and autonomous working are the top drivers of engagement for these aspirational New Tech companies."

Summary:

The New Tech numbers tell a story of (mostly) young and fast-growing companies that are some of the most in-demand places to work in the world right now. But what makes a New Tech company is not their age, size or industry - it is their approach to business. All of our New Tech companies are disruptive at their hearts; often internet-based or focused on creating bold new technologies.

New Tech 2019 | Top 10%: This benchmark is an even more aspirational benchmark that represents the point at which scores are in the top 10% of all companies on any given question.This benchmark represents a threshold in the overall benchmark so does not involve a different subset of companies.

Anatomy of the benchmark:

Response rate:

81% average response rate across all companies

Bottom quartile (25th percentile) was 76% participation

Top quartile (75th percentile) was 92% participation

Sub industries:

Computer Software

Internet

Information Technology and Services

Computer & Network Security

Computer Games

Glassdoor ratings:

We have connected the employee feedback data with ratings for each company included in the benchmark to provide the below insights.

4.5/5 stars average overall company rating

66% average CEO approval

88% average recommend to friend

Key Insights and Data for the People Geeks!

How engaged are employees in New Tech - Top 10% companies?

Insight: Employees in New Tech - Top 10% companies tend to be more engaged than employees in other regions. Higher engagement scores across New Tech - Top 10% companies are primarily a function of greater intention to remain at the organization over the longer-term.

here

New Tech - Top 10% companies employee engagement scores by percentile

If you are interested in the spread of employee engagement ratings, below are the engagement scores by percentile.

Bottom quartile (25th percentile)

85%

Median (50th percentile)

88%

Top quartile (75th percentile)

92%

What has the biggest impact on employee engagement in New Tech - Top 10% companies?

Insight: Great managers and having autonomy have the largest impact on employee engagement.

Learn more

Gain a deeper understanding of what makes our benchmarks special and learn more about how we calculate our Industry benchmarks.

Once your survey results are ready to share, you can start thinking about rolling them out to various people within the organization by using the report sharingfunction.

In this article, you'll the three steps involved in sharing reports:

Create reports

Adding report viewers

Notifying viewers

If you like being ahead of the curveyou can even begin setting up access to reports before the survey launches so that managers can monitor and encourage greater participation from their teams once the survey goes live.

Create a report

You can find the Report Sharing tab at the top of your administrator report. Once there, you can click New report to configure a new report.

sign in to our platform

Select your data set: Decide if you want this report to be an 'All Results' report (whole of company) or a report that is limited to a demographic (people will only see their department, for example).

Name your report: give your report a name and a description for ease of reference (name is visible to viewers, description is only visible to administrators).

Select the type of report:

Participation: Users will only have access to the Participation report -great for group managers that are responsible for encouraging people to respond to the survey

Summary only:Users have access to simplified report that displays theoverall engagement score along with three strengths and three opportunities.- great for organizations that are not ready to share a standard Culture Amp report with managers

Standard: Users will have access to Participation, Insights, and Questions reports, plus the Take Action tab -great for executives, and managers to get the information that they need without drowning in too much information

Advanced: Users will additionally have access to all the reports including the Heatmapand Customreports -great for the CEO + HR + People & Culture teams to slice and dice the data

Select your demographic filters:Decide if you want people with access to this report to have the ability to filter the results further by other demographics. If so, select all the filters that you want them touse

Select (or exclude) comments:Decide if you want them to have access to the Comments report

Finish:Click Save

See here for more information on how to select the right level of information for your report viewers.

Adding report viewers

After you've created your reports,you can add people to give them access to the employee feedback relative to their teams and departments, and notify them that they have a report to review or act on.

TIP: you can now create a report, add viewers to it and save it in a draft unpublished state without giving viewers immediate access to it. This means you can prepare reports ahead of time, waiting until you are ready to publish the report and notify recipients.

You can add people to reports in two ways:

By individual reports, through our platform

By working with our support team to upload a spreadsheet identifying which viewers should have access to specific reports

To add people through our platform:

Select the report you would like to add viewers to.

Preview a created report by clickingView Reports(the eye icon) to get an idea of the data within the report

ClickAdd users(the person icon) for the report to which you'd like to add people

In the text box, select all of the users you would like to add as viewers to the report. You can find a specific user by typing part of the user's name to filter the list of users. To add everyone included in the report as a viewer select Add Participants.

ClickSave

TIP:IfUnreportableappears next to the report,thegroup size for the report is less than the Reporting Group Minimum set for the survey, and therefore the data within the report cannot be shared. You won't be able to add users to these reports.

Notifying individuals of access

There are two ways to notify individuals that they have access to a report:

Use the Culture Amp platform to send notifications to individuals

Send an email outside of the platform

Notifying people through the Culture Amp platform

After you've added viewers to a report:

ClickPublish and notify

Once you have confirmed that you would like to publish and notify, a notification will be sent to the report viewers.

We will send a reminder to users that have not opened their report one week after the initial notification.

Resending notifications:

Once you have sent the initial notification, the notify new user button will have a drop down option:Resend to all users.

Selecting theResend to all usersbutton, notifies all users who have access to the report.

If the report is still not opened we will not send an additional reminder email.

For report viewers, the notification will include a link to the report. If the individual has never logged into the platform, and your company doesn't currently use Single Sign On, the email will also provide a link for creating a password to access the platform.

NOTE: Administrators cannot modify the default text of the email. The email text will include your account and survey name.

Email to Report viewers:

Notifying individuals outside the Culture Amp platform

If notifying individuals in bulk with your own email, we recommend:

Asking viewers to set a password if they had not previously signed in to Culture Amp

Asking viewers toto view their reports

Sharing any important overall themes and instructions

Common report configurations

The most typical configuration for reports access is based on roles:

HR Managers: have access to all report types, all results (e.g. all departments and teams etc - everything!), including comments which are filterable by the Department (or equivalent) demographic

Execs / VPs / Directors: have access to their direct reports (where they have 5+ direct reports) and have access to their department / area. For example, the VP of engineering "John Smith" will be assigned access to the "Department: Engineering" Report and also the "Manager: John Smith" report. They will also be given access to comments at the department level.

Managers: have access to their direct reports (where they have 5+ direct reports) and if such a demographic exists - a "Team" (or equivalent) demographic. Often comments access is not provided to managers. Other configurations are possible, however, this is a recommended starting point.

Administrators have the ability to create self-reflection cycles through theAdmin settingsinterface in Culture Amp Performance.

Setting up your self-reflection cycle

Navigate to Performance, click on Admin settingsand then selectSelf-reflections.Once you've navigated to the self-reflection dashboard click Create self-reflection cycle.

Completing a Self-Reflection in Culture Amp

Follow the steps outlined in the creation flow to complete setup. You can save and exit at any time to create a draft state of your cycle to return to at a later date.

Name and schedule -You can set the dates and time zone of the self-reflection as appropriate. Employees can submit self-reflections until you manually close the cycle. The end date is a communicated close used to trigger email reminders to participants.

Add questions - Culture Amp provides default questions for your self-reflection cycle but you can also use your own custom content or choose to duplicate the questions from a previous cycle.

Manager prompts-Provide in-app guidance to managers when they comment and respond to self-reflections.

Assign employees - Select which employees you would like to be added to this specific cycle. It's also possible to run multiple self-reflection cycles at the same time for different groups within your company.

Available question types in self-reflections

Multiple-choice - Gives you the option to create a multiple choice question that doesn't have a numeric rating associated with it.

Rating-scale- Gives you the option to create a ratings question with up to 5 choices. The lowest is scored 1 while the top choice is scored as a 5.

Open-ended- Freeform open text area with rich text editing capabilities.

Tip: Save your self-reflection cycle in draft form at any time by selectingSave & Exit. You can choose to omit any field and proceed to subsequent steps while the cycle is in draft form. The cycle will only becomescheduledwhen all fields have been entered and you clickFinishon the final step.

Self-reflection features

Edit name and dates - You can edit the start date until that date has passed. You can change the end date as needed. The name can be edited at any time.

Edit questions - You may edit the questions until the start date of the self-reflection has passed. Then you may only view the questions.

Duplicate questions - You may duplicate a cycle's question set by selectingDuplicate cycle from the cycle's drop down menu. Only the questions will be duplicated.

Add employees - You can update which employees are included at any point, even if the cycle is in progress. If you remove someone that had started a self-reflection and then add them back into the cycle, their responses will be preserved.

Close/Open a self-reflection -This gives you the ability to re-open a closed self-reflection cycle, or close one that's in progress. A closed status means that no one can submit a self-reflection. If the cycle is open, even if the due date has passed, employees will have the ability to submit their self-reflection.

Export self-reflection data - This gives you access to all self-reflection data including responses in a CSV format sent directly to your email.

Complete self-reflections on behalf of employees - As an Admin or HR Business Partner, you have the ability to complete a self-reflection on an employee's behalf. You can do this if the cycle is open or closed; however, it is only available if the Self-reflection hasn't yet been submitted.

Automated reminders

Employees will receive both an email notification and in-app Tasklist item when the cycle opens.

Culture Amp sends automated email reminders if self-reflections have not been completed seven days before the due date. Reminders are also sent three, two, and one day before the due date. Reminders are not sent if the self-reflection has been completed.

Reviewing self-reflection progress

When you open a cycle that's in session, you'll have access to view the self-reflections and see completion rates. You can also see if managers have read or responded to self-reflections.

More information

Manage Your Team's Self-Reflections

Administrators and HRBPs can manage evaluation cycles, track the progress of each evaluation and identify which employees need friendly reminders tocomplete this critical step of a performance review.

Managing an evaluation

Exporting evaluation results in a CSV

When you are ready to export your results for further analysis, you can select the cycle to view the evaluation summary and click on ...to download the csv. Filters that have been selected will be reflected in the csv.

Administrators and HRBPs

Sharing an evaluation

Evaluations are shareable once sharing is enabled underManage sharing. Sharing can be enabled at any time.

When sharing is enabled, managers will receive an in-app notification that evaluations can be shared. While we encourage you to empower managers and let them share evaluations themselves, Admins and HRBPs can also share evaluations on behalf of managers.

Sharing an evaluation

When sharing is enabled, managers will receive an in-app notification that evaluations can be shared.

When sharing is enabled, managers are able to share evaluations either individually or in bulk by clicking on theSharearrow in the left-most column of the evaluation summary screen.

are also able to share evaluations on behalf of managers by navigating to the evaluation summary screen withinAdmin settings > Employee evaluations.

Ending an Evaluation

Ending an evaluation will cause all of the evaluation contents to become read-only. Managers will no longer be able to submit or update their evaluations. Until an evaluation has been manually closed by an Admin, managers are able to submit and update their evaluation responses.

Go to the upper right-hand corner of the page and click on the...

ChooseEnd Evaluation

If you have not enabled sharing yet, select whether or not you'd like to allow managers to share their evaluations.

Employee evaluations allow managers to review the performance and growth of their direct reports. Administrators can create multiple ongoing evaluation cycles and manage them separately.

What's in an evaluation?

An evaluation can include three question types:

Rating-scale questions: Gives you the option to create a ratings question with up to 5 choices. The lowest is scored 1 while the top choice is scored as a 5.

Open-ended questions: Freeform open text area with rich text editing capabilities.

Assessment groups: This is a set of performance ratings that managers, Admins and HR Business partners can assign to each employee. Only one assessment group can be included per evaluation cycle.

Tip: Performance question types are different from question types used in Engagement, Experience, and Effectiveness.

Only administrators can create an evaluation cycle. Once created, managers and administrators/HRBPs can update all responses, even after an administrator ends the evaluation cycle.Until an evaluation has been manually closed by an Admin, managers are able to submit and update their evaluation responses.

Updates to the evaluation are noted in the activity log for each employee along with who made those changes.

Creating an employee evaluation

Scheduling and creating questions:

Click on Admin Settings in the bottom left corner of the homepage

Click on Create evaluation cyclefrom theMore... menuon theEmployee evaluations page

Sharing an evaluation

Name and schedule -You can set the dates and time zone of the evaluation cycle as appropriate. Managers can submit evaluations until you manually close the cycle. The end date is a communicated close used to trigger email reminders to managers.

Add questions- Culture Amp provides default questions for your evaluation cycle but you can also use your own custom content or choose to duplicate the questions from a previous cycle by selectingDuplicate cyclefrom any existing cycle's dropdown menu.

You can amend labels on multiple-choice questions to match your company culture. You can also add descriptions to assessment groups to provide more clarity to managers during the evaluation process.

Sharing & previewing questions:

Select sharing - Choose which questions you would like to have managers share with their direct reports when sharing is later enabled by an Admin.You can amend this selection before the cycle's start date; after the cycle begins, questions selected for sharing are no longer editable.

You can wait to enable sharing (e.g. until after managers have finished their evaluations and calibrations have occurred). Sharing can be enabled/disabled before, during or after a cycle has ended.

Preview evaluation - Questions with an asterisk (*) will be shared when sharing is enabled by an administrator.

Adding employees manually or with a CSV:

Add employees manually using the filters provided or by uploading a CSV.

Add manually: Select everyone in the organization by clicking on the box to the left of Team members. If you click it again, it will deselect everyone.

Upload from CSV: Click on upload a CSVto import employees into the evaluation. The CSV should have a single column of your employees' emails.

Conversely, you can click Finish to postpone selecting employees for the evaluation cycle.

You can add people to a cycle even after it starts. Once you're satisfied with the selection, click Finish.

Final reminders appear on the confirmation screen after creating an evaluation cycle:

If you need to make any changes to questions or what questions you'd like to be shared, these must be done before the cycle has started.

Managers with direct reports in the evaluation cycle will receive both an email andTasklist item when the cycle opens.

Evaluation features

Edit name and dates- You can edit the start date until that date has passed. You can change the end date as needed. The name can be edited at any time.

Edit questions- You may edit the questions until the start date of the evaluation has passed. Then you may only view the questions.

Duplicate questions- You may duplicate a cycle's question set by selectingDuplicate cyclefrom the cycle's drop down menu. Only the questions will be duplicated.

Add employees- You can update which employees are included at any point, even if the cycle is in progress. If you remove someone whose manager had started an evaluation and then add them back into the cycle, their manager's original responses will be preserved.

Close/Open an evaluation-This gives you the ability to re-open a closed evaluation cycle, or close one that's in session. A closed status means that no one can submit an evaluation. If the cycle is open, even if the due date has passed, managers will have the ability to submit their employee evaluations.

Export evaluation data- This gives you access to all evaluation data including responses in a CSV format sent directly to your email.

Complete evaluations on behalf of managers- As an Admin or HR Business Partner, you have the ability to complete an evaluation on a manager's behalf. You can do this if the cycle is open or closed.

Updating an employee's manager- This will notify the new manager by email that there are new direct reports for them to review.

Enabling sharing- You can enable sharing at any time, which will notify managers with an in-app notification only. They will need to take action to share their evaluations when they are ready. You can also share evaluations on behalf of managers once sharing is enabled.

Automated reminders

Managers will receive both an email notification and in-appTasklist item when the cycle opens.

Culture Amp sends automated email reminders if evaluations have not been completed seven days before the due date. Reminders are also sent three, two, and one day before the due date. Reminders are not sent if the evaluation has been completed.

Reviewing evaluation progress

When you open a cycle that's in session, you'll have access to view the evaluations and see completion rates. You can also complete an evaluation on behalf of a manager or add collaborators to the evaluation.

More information:

Completing an evaluation

Managing and ending evaluations

Creating calibration views

Calibration views are an easy way to share performance review data with the right people. They contain employee evaluations, self-reflections, goals and peer feedback data associated with a set of selected employees.

A calibration view could be used to share the right information with all calibration committee members so they can review all the relevant information about the employees who will be calibrated prior to a calibration session.

Creating a calibration view

An Administrator or HR Business Partner will create a calibration view, then share it with the people who need to see it. Follow these steps to create a calibration view:

Navigate toAdmin Settings

Click onEmployee evaluations

Click More...

ClickCreate calibration view

You can select multiple evaluation cycles to review or only a single cycle. There are also filters to scope the results to a subset of employees within one or more evaluation cycles. For example, you could create a calibration view for engineers at levels 1 and 2 and another and another for all engineering directors.

In addition to searching by email, first and last name, you can filter results by the following attributes when adding employees to a calibration view:

Evaluation cycle

Department

Manager

Job Title

Level

Location

Division

Business unit

Employment type

Gender

Once you've populated the calibration view with the appropriate people, you need to save it. Navigate to the upper right hand corner, and click on More...thenSave view.

Sharing a calibration view

Once the calibration view is created and saved, you can share the view with a group of employees who will need access to the performance review information of the employee group.

To share the view with a group of calibrators, follow these steps:

Click on the view you'd like to share with your calibrators

Click on the More...menu

Click onShare view

Search for the people you'd like to have access to the views

Click on Share

Each of the calibrators will receive an email and in-app notification to access the calibration view. It is important to note that calibrators will have read-only access to this information and will not be allowed to change any performance data. Access to calibration views is only revoked when the calibration view is deleted or individuals are manually removed from the list of recipients found inShare view.

TIP: Only a Survey Administrator or Account Administrator can perform these survey support tasks.

Re-sending survey invitations

If an employee is a participant for a survey, an Administrator can send the person another survey invitation email.The email will use the same unique survey link that was already issued to the employee. This is useful when:

a person can't find their original survey invite (they sometimes go to Spam folder)

a person deleted their invitation

a person was absent, on leave, etc and you want to prompt them to complete the survey by having a new email appear in their Inbox

NOTE: If a person's email address has changed, anAccount Administratormust resend their email after updating their email address.

How to re-send a survey invite email

From the Surveyspage, click Edit surveyon a specific surveyto open the survey administrationpage.

Click Participants, then use the search box and type a partialemail address, or name of the employee that needs support.

Hover over the person's name to display links on the right-hand side of their row.

Click paper planeiconto have their invite emailed immediately.

NOTE: If the person is visible in the list, but their row is un-ticked and no resend link is visible, then they were not a participant in the survey. Tick the box if you believe the person should be included in the survey, then use the Launch Plan page to send their invite.

Clearing a person's survey

Employees that have started or completed their survey can have their responses erased and the survey reset via the redo button after the submission of the employee's response on the feedback page. This is useful when:

a person accidentally submitted their survey before they had finished

a person has reflected on their answers, and wants to make changes (they have to start over)

a person forwarded their survey link to another employee (not realizing each survey link is unique for them) who completed it

Getting a new kiosk code

For employees that have been issued a kiosk code, a new code can be generated by using the reset function if they are using randomly generated codes. If using Employee Ids as codes, do not use reset.

How to reset a survey

From the Surveyspage, click Edit surveyon a specific surveyto open the survey administrationpage.

ClickParticipants, then use the search box and typea partialemail address, or name of the employee that needs support.

Hover over the person's name to display links on the right-hand side of their row.

Clickcircular arrow iconto have all existing answers deleted, and an email sent to the employee with a new survey link to be used.

See also:

Managing bounced emails

Editing user details

With Employee Data Integration, you can automate the import of your employee data to Culture Amp via Secure File Transfer Protocol (SFTP). Culture Amp supports a secure, one-way connection that imports data files from either a third party SFTP client, or from HRIS tools that support SFTP.

Youll now be able to upload employee data files in CSV/XLSX format to our SFTP server. Culture Amp will process the files using our partial import process, allowing you to safely decentralize employee data management across your organisation. Once files are successfully imported via SFTP, youll see added/updated employee details in the Users page of your account.

To set up an Employee Data Integration using SFTP you'll need to follow these steps.

To set up Employee Data Integration:

Navigate to Account Administration

Click on Integrations

Click on Employee Data Integration button

Set up an SSH Key Pair on your computer/in your organization. You may need help from your Technical staff to do this. You can follow the technical instructions below.

Paste the public key from the key pair above into the Public Key field

Click Save Configuration

partial

Setting up SSH Key Pairs

To fill out the credentials for an Employee Data Integration you'll need to create an SSH Key Pair. This is to ensure that the SFTP connection via your client/HRIS is unique and secure.

An SSH key pair is a pair of unique keys that are generated by you and saved on your computer. There's a private key which should only be used by you (or very carefully within your own organisation), and there's a public key which can safely be shared outside your organisation. The integration uses the combination of the two keys to verify the security of the connection.

NOTE:The Employee Data Integration only supports openSSH key pairs, not SSH2. If your HRIS or command line tool generates keys in SSH2 format, you can convert them to openSSH using the instructions in the troubleshooting guide below.

First, check that you have the command line tools you need to generate openSSH keys:

If you're using a Mac, do this...

command + spacebar to search

type 'terminal' which opens the native command line tool

If you're using a Windows machine, do this...

Select the Start button

Type 'cmd' into search bar

Select 'Command Prompt' from the list > If I don't have a command line tool? There are free, opensource key generator apps available to download. A commonly-used tool for generating SSH Key Pairs for Windows is PuTTYgen.

Run the command `ssh-keygen -t rsa` to generate a new key pair

> if my computer is not set up to accept this command? The `ssh-keygen` or `puttygen` apps can be downloaded for free with a search online.

When prompted, enter a file path and filename to save the new key pair to, for example `users/firstname.lastname/department-key-pair/[filename]` You may be asked for a passphrase. It's a good idea to set (and keep a record of) a passphrase if you want to, but it's not compulsory: you can hit enter at this step.

NOTE: create a new folder to save your key pair to so that you don't overwrite any existing key pairs you may have saved.

You can now navigate to the file in which your keys are saved, and

> Copy the public key to Culture Amp's Employee Data Integration setup page.

> Copy the private key to your SFTP client setup side.

NOTE: be wary of sharing your private key. Don't send it anywhere via email, text or through any other insecure means. Multiple key pairs can be generated so you can choose to have a private key per person/SFTP connection.

Helpful links

Here's an example of how to generate SSH key pairs in a Mac environment

Here's an example of how to generate SSH key pairs in a Windows environment

There's specific information about how to correctly format and save SSH keys here.

The popular SFTP Client Filezilla has helpful documentation about how to set up keys here - https://wiki.filezilla-project.org/Howto

Uploading employee data files using the SFTP connection

Using the Hostname and Username provided on the setup page, along with your Private Key generated above, youll now be able to set the connection with your SFTP client (you may need help from your internal IT department/HRIS consultant to do this), and upload employee data files in CSV/XLSX format via that connection. Culture Amp will process the files using our import process.

Most SFTP clients will require the following information to set a connection:

Protocol: SFTP

Logon Type: Key File

Host/Hostname: copy this directly from the Employee Data Integration setup form in your Culture Amp account (Account Admin > Integrations > Employee Data Integration)

Username:copy this directly from the Employee Data Integration setup form in your Culture Amp account (Account Admin > Integrations > Employee Data Integration)

If required by your SFTP client, you may specify `/` as the upload directory

Here's a video example of how to set up a full connection:

Tips for resolving issues with the SFTP connection:

You may receive a 'connection refused' error when setting up an SFTP client. This could be because your organisation has an internal Firewall (either a local or network firewall) that's blocking the SFTP connection. If this is the case, your firewall needs to be configured to allowoutbound access via the hostname (NOT bound to a specific IP address: the IP will change) on TCP Port 22.

make sure the hostname and username you use to set up your SFTP client are copied directly from the setup form in Culture Amp. Both are case-sensitive.

Using SAP Success Factors + Employee Data integration? Convert SSH2 keys to openSSH format.When SAP generates SSH keys for an SFTP integration, the keys are generated in SSH2 format by default. To successfully configure the SFTP integration, the public key need to be converted to openSSH format.

To convert an SSH2 public key into openSSH format:

Locate your public SSH key (named for example `ssh2.pub`). This is a file that, when you open it, contains this kind of information:

```

---- BEGIN SSH2 PUBLIC KEY ----

...

---- END SSH2 PUBLIC KEY ----

```

Ensure that the file has the file format `.pub`

Run this command on the SSH2 file: `ssh-keygen -i -f ssh2.pub > openssh.pub`

In our experience, we've found that preparing for giving and receiving feedback is similar across all people and roles in a business. The leadership group is unique however in that their role is instrumental in setting the direction for the overall organization. The role of the People & Culture team is to guide leaders through the feedback with the intention of helping them find their own focus for the organization. Belowwe've included some guidance for leaders to review before going through theirsurvey results.

Leaders: Preparing to receive your results Regardless of whether you're a startup of 50 people or an organization of thousands, when you're part of the organization's leadership team it can be a daunting process to receive your survey results. Culture Amp enables organizations to capture open and honest feedback from its employees. As a leader in your organization, part of your role is to lead the organization through understanding your data, reflecting on what it's telling you, and support your organization to choose a focus area to act on. For this you need to be open and embrace the feedback given. Easier said than done. Receiving feedback from employees canoften be a confronting moment for all leaders. Leaders who are able to receive feedback gracefully, see it as constructive, consider it with empathy and are able to leverage the feedback to make meaningful change within their organization. So while we love to look at survey data as a great way to learn what people are thinking, here are some principles to keep in mind when reviewing your results to help you to calmly and openly interpret the data:

Receiving feedback gracefully - Your reaction to feedback is important. Keep in mind that individuals who give constructive feedback are going out on a limb and typicallydon'twant to hurt anyones feelings. Offering up what could be construed as confronting news can be scary, especially if the recipient on the other endisn'tprepared to receive it. It also involves a significant degree of trust that the person receiving will act on it in the spirit with which it was given, without fear of retribution.

Viewing feedback as constructive - Feedback typically represents either the reality of the situation, or an individual perception of reality. Whether the recipient agrees with the feedback or not is irrelevant. If you agree that something is broken, then you can start to work on fixing it. On the other hand, if youdon'tagree with the feedback, then there's work to be done to change the perception of the person or people around them - because in the feedback givers experience, the situation is real enough to bring it forward. Either way, feedback represents information to work constructively with.

Approaching feedback with empathy - To the organization, being clear that you as a leader will receive feedback gracefully and view it as constructive feedback is important. It serves to not only recognize the effort by employees to provide constructive feedback but also helps you frame whatever you're hearing by stepping into the shoes of the individual who is giving the feedback.

Not jumping to solution mode - Its important to resist the tendency to shift straight into solving problems and offering suggestions on how to 'fix things'. Instead remain in exploration phase. This means asking questions - what could have led to this? How does this look right now? What does this mean for us? - and general showing a willingness to listen and learn.

Looking for the story - All results are a 'story' to be told, which can be used as a framing when communicating with the organization. Put your strengths and opportunities in context - i.e. What is most important to the organization?What's been happening in the past period of time? Where have we been focused? What is the most important thing to focus on going forward?

We always come back to the model of learn > act > repeat (ie you don't have to act on everything/get it right on the first go) - there's time to try things, change direction and shift tact.

A final few ideas Its worth reviewing our results guides for managers and guide on analyzing survey results as these contain some useful tips (and in our experience, these simple tips are as applicable for the leadership teamas they are for managers - if not more so!).

Sometimes, it's about just doing something together: check out thisgreat blog post by our Chief Scientist who says the key thing is not to overcomplicate the process by trying to optimize for the perfect outcome; sometimes just choosing 1 thing to act on, and prioritizing some action on it, is the best approach.

Want to know why our benchmarks stand out?

Benchmarks can provide you with some additional and important insight. You can read some more about our general advice on using benchmarks here if you haven't already.

The following provides a summary of the available 2019 benchmarks. You can request any of these be included in your reporting dashboards. We'llassess the match to our core questions and you'll see the relevant benchmark data in your reports.

2019 Employee Engagement Benchmarks

Industry Benchmarks

Culture Amp's significant growth in customers has resulted in a number of new benchmarks. To meet customer needs, we have two classes of benchmarks, emerging benchmarks and standard benchmarks. Our standard benchmarks have strict requirements for publication. Our "emerging benchmarks" which have slightly lower requirements for creation than our standard benchmarks to provide value to our customers earlier.

B Corps

Construction & Heavy Industry

Utilities & Energy (emerging)

Education

Engaging Growth

Entertainment & Recreation (emerging)

Finance

Financial Services

Fintech (emerging)

Food & Beverage (emerging)

Healthcare

Health & Wellness (emerging)

Hospitality

Insurance

Legal & Business Services

Logistics & Transport (emerging)

Media & Creative

Marketing & Advertising

Mixed Non New Tech

New Tech

New Tech - Small companies

New Tech - Mid-sized companies

New Tech - Large companies

New Tech - Top 10%

Not-for-profit

Professional Services

Retail

Apparel & Fashion

Consumer Goods & Services (emerging)

Sport Clubs & Associations (emerging)

Technology, Science & Research

Biotechnology & Medical Devices (emerging)

Telecommunications (emerging)

GeographyBenchmarks

Our geography benchmarks are based off individual response location and not company HQ location in order to best capture the culture of a geographic region.

Region

Asia

Europe

North America

Oceania

Western Europe

Dach

Country

Australia

Canada

Germany

United Kingdom

United States

US Mid West

US North East

US South

US West

Emerging geography benchmarks:

Learn more about our emerging benchmarks here.

Region

East Asia

South Asia

Eastern Europe

Latin America

Middle East & Africa

Country

India

Israel

New Zealand

Other Engagement Benchmarks

All Industries (Global) (all companies using the Culture Amp platform)

Engaging Growth (High performing, growing companies)

Enterprise companies

Job Function benchmarks (Job functions such as Sales, Finance, Software engineering...)

Non-Employee Engagement Benchmarks

Diversity and Inclusion 2019

Manager Effectiveness 2019

Team Effectiveness 2019

Exit Benchmark 2019

Onboarding Benchmarks 2019 (2 weeks, 1 month & 3 months)

What Does Good Look Like?

To help customers understand the upper ranges of how organizations are scoring, we have generated benchmark cuts with scores from the Top 25% (75th percentile) and Top 10% (90th percentile) of companies in each of our published benchmarks. Please note that we've only published these upper limit benchmarks when the cuts meet ourown minimum limits for response and company counts.

An important thing to consider when selecting benchmarks is that an exact industry match may not be necessary, or the best thing. You'll want to consider a comparison benchmark that captures where your employees come from and where they might be going.

Selecting create action within a report triggers an improved process for creating an action.

due date

Creating an action is now a three step process: focus, explore, personalize.

Step 1 (Focus)

The first step in creating an action is selecting a focus area. Here you can browse through your survey questions and pick an area you would like to improve.

Step 2 (Explore)

In this step you can browse through inspirations for action. We have also added inspiration tags so that you can more easily find the right content for you.

Step 3 (Personalize)

Finally, you can edit your action and add an optional which will trigger a reminder notification.

Comparisons are an important part of the survey process. At Culture Amp, wehave a number of external comparisons (benchmarks) available for customers and the ability to load internal comparisons.

Administrators can add comparisons to their surveys via the Comparison survey configuration section.

How to use comparisons

It's important to be mindful of how you use comparisons and where they have the most utility. First and foremost, comparisons and benchmarks are not targets, they are context. It's common to see the benchmark as the former. If you are scoring 66% on a particular item, and you see (a relevant)comparison at 70%, then it's natural to see yourself as laggingin some way.However, at a high-level, this isn't that great a difference. You're in the ballpark already.

External Benchmarks

When we discuss"benchmarks" we most often mean External Benchmarks. These arecomparative figures that are based on external companies. Ideally, these companies are very similar to your own. Similar size, industry and basic composition. Usually, a company that is competing for the same or similar talent. There are a few key things to consider when using these benchmarks:

How similar are the surveys? The questions need to be consistent in order to be compared. Even small changes in questions could potentially mean a different interpretation.

How current are the benchmarks? Somedata-sets can be quite old. If you're using a benchmark, ask how current the data in the benchmark is.

What is the composition of the benchmark?It's very common to not identify the exact companies in a benchmark. However, it's good to know the types of companies, their geographies and typical sizes.

Ultimately, is this benchmark relevant to your organization and your culture? A company with a very strong set of values may get less utility from a benchmark of companies that does not necessarily reflect those values.

You'll mostly see benchmarks at the question level unless you have exact matches for allquestions in a given survey factor. Benchmarks are best interpreted at the question level anyway. Also, don't get too focused on the specifics with benchmarks because they move around a little from year to year and they should be thought of as providing context rather than precision.

InternalComparisons

What we see most often with Culture Ampis that the variationwithin your organization is far more significant than any comparison to the benchmark.

Let's sayyou had an overall score of 63% on Engagement.You may then find that one location, department or other demographic is scoring some distance away from that overall 63%. For example, the Sales team may be at 40% and the Engineering team at 78%. Seems contrived, but we see significant distributions in almost every survey we run at Culture Amp. Finding differencesof 80 percentage points between demographics iscommon (if not expected).

Internal comparisonsdo not suffer from some of the limitations of the external benchmark. They may be very different teams, but Sales and Engineering are operating in the same context. There will naturally be cultural differences, but they are similar in numerous other ways. Plus, they have been asked the same questions at the same point in time. So the comparison is direct. In the example above, there may be some aspect of your Engineering culture that you can bottle and bring to your Sales team - a great opportunity.

Trend Comparisons

Even more important is the trend. If the Sales team scored 40% 6 months ago and 55% now, then that is a significant change. Something is going right there and worth investigating. Many Culture Ampcustomers survey every 3 months. Seems like a lot, but once you're in the cadence it becomes much easier. Being able to see the change Quarter-to-Quarter is a powerful tool.

Bringing them together...

We would never advocate discarding external benchmarks as they serve an important role. They let you know, roughly, what's reasonable given the type of company you are. There are some questions that nobody ever scores well on. 40% may not be as terrible a score as you think (and perhaps, 88% not as great as you think). This is really valuable context. However, if you want to dig into the nuance on a particular topic, the nuance is often foundby turning to the internal comparisons and the trend.

See also:

2019 Benchmarks

Emerging benchmarks

Add comparisons to your survey

The information displayed in a report can have more meaning and context when compared to other scores. Comparing your results to a benchmark(e.g. in your industry or geography) may be interesting, or looking at scores compared to your last survey could be more relevant. Click to see our full list of 2019 Benchmarks and advice on how to use them !

Scores from past surveys can be imported as a single score per question representing the organization's overall score, or as a single score per question per demographic, representing past and current results for a group within the organization.

Comparisons can also be done within a single survey by looking at scores for a team compared to the overall organization's scores.

There are several ways comparisons can be made:

comparisons using heatmaps

demographic spread charts

using Compared Todrop-down to spot the differences

Using Compared To Drop-down

The Insight report and Questions report each have comparisonvalueswhich can be used to view how many percentage points a score differs from a comparison point.

A quick guide to results for Managers

The Questions report contains a delta columnon the far right, which can be used to sort the list of questions. This helps identify which questions deviate the most from the comparison point.

The comparison point is selected in the Compared To drop-down, located in the top right-hand corner of the report above the filters area. If you have no benchmarks loaded, and no historical data from other surveys, then the only option will be to filter the reports and have the deltas calculated against the Company Overall.

No comparisons?

If you're seeing the message 'No comparisons', if you're an administrator you can add comparisons to your survey, either external benchmarks or internal, prior surveys to be uploaded onto your survey.

See also:

How do I use the reports?

Participation Rates

Demographic spread charts

How is impact determined?

Impact/Driver Analysis FAQs

Insight Report Overview

Easily request feedback about your direct reports at any time by navigating to the Request Team Feedback page found under My Team.

Select a direct report to collect feedback about

While the Request team feedbackpage defaults to your first direct report in an alphabetically-sorted list, choose a direct report from the right-hand side drawer by clicking on the desired avatar. Expand the drawer by clicking on the drawer header to display the full name of each direct report.

Select reviewers

You can add one or more reviewers by searching for a colleague's name or email address in the Request fromfield. By selecting the field, you will also reveal default and smart reviewer selections, including options to add your remaining direct reports or your direct's reports if they are also a people manager. You may also seeCulture Amp suggestionsdue to interactions between your direct report and the suggested reviewer such as requested or completed feedback between the two colleagues.

Review or edit the question template

Default question templates may be provided by your account admins for both peer feedback and upwards feedback. If available, the upwards feedback default template can be surfaced for people managers by including one or more of their direct reports in the Request fromfield. If additional reviewers are included, the template will default to the general purpose, peer feedback questions.

While default questions may be provided, the template is fully editable by you in order to customize the questions based on your team's circumstances and unique experience.

Manage requested and completed feedback

Once the requests are sent, your reviewers will receive an email notification and pending task in theirTo dolist. Weekly reminders are sent to reviewers until the requests expire 90 days later or the reviewer dismisses the request.

You can manage pending and dismissed requests, as well as review completed feedback by navigating to theRequest historytab. Completed feedback will also be visible from each of your direct report's profiles found on theTeam memberspage underMy team.

As requests are completed, you will receive up to one email per day notifying you of the completed feedback. In addition, you will find an in-app notification for each completed request.

Understand feedback visibility

By default, all account admins and HR business partners assigned to your direct report's department have access to manager-requested feedback, in addition to you and your report's indirect managers.

Only you have the ability to comment on completed feedback with the feedback's author; however, any comments are also visible to indirect managers.

The feedback author has the ability to also share their feedback directly with your direct report at the time of submission. If they choose to share their feedback, a note is visible to you above the body of the feedback clarifying that the feedback has been shared.

Administrators have access to a wide variety of information to track manager requested feedback progress. Within a specified date range, administrators can view how many requests have been initiated and how many have been completed to ensure that managers are collecting peer feedback as part of a performance review cycles.

Administrators can access the dashboard from Admin Settings > Manager requested feedback > Request history.

Feature breakdown

Select date range from the default options of 30 days, 3 months or 6 months and then select the department you want to review.

Statistics - Feedback requested shows the percentage of employees about whom their managers have requested feedback along with the range of requests sent and average number of requests sent about each employee. Feedback completed shows the percentage of requested that have been answered along with a range and average of requests received by each employee.

Breakdown of individual manager's status with their directs -This surfaces whether or not a manager has sent requests about their directs. If you click on the manager's row, it will expand to show the status of each individual request.

Raw data download -If you click Download data it will compile all manager requested feedback status information and then send it to you via email for further analysis. This process can take 5-10 minutes. You can also see the list of managers who have not requested feedback about their directs.

Create organizational transparency and strategic alignment by aligning your individual and department goals to higher-order department and company goals.

Align new or existing goals

You can align your goal to one or more higher-order department and company goals while creating the goal by searching for the name of the department or company under Goal alignmentsand selecting the desired goal.

If you have already created your goal, you can return to the goal at any time and selectEditin order to add one or more goal alignments.

Complete a request for feedback

At any time, people managers at your organization can request feedback from you about their direct reports. Those requests will trigger an email notification, as well as an action item in yourTask list.

A draft of your feedback is autosaved so that you can return to it at any time to complete and submit it. Your feedback becomes read-only once submitted.

You will receive weekly reminders to complete pending requests for feedback until those requests expire 90 days after they're sent; however, you can dismiss requests at any time by choosing toDismiss requestand selecting a reason from the list of options.

Update the visibility of your feedback

Manager-requested feedback is visible to the employee's manager, as well as indirect managers, account admins, and HR business partners assigned to your department. By default, the feedback is not visible to the individual you're providing feedback about; however, you're able to share your feedback directly with the reviewee by selecting the checkbox toAlso share with...prior to submitting it.

Administrators can request peer feedback for managers who are unavailable to do it for themselves. This comes in handy when managers are out of town or on leave in the middle of performance review cycles.

Requesting peer feedback

Go to Admin settings in the side navigation

Click on Manager Requested Feedback and Request Feedback

Select the manager you are requested for in the Request on behalf of field

The selected manager's team is automatically populated in the About field. Select who you want to collect feedback about.

Then choose the peers who will write the feedback.You can select multiple people at once in the from field.

Finally review the default questions populated and modify them as needed.

Administrators have the following abilities to help launch and manage goal setting:

Assigning department managers who can create department goals

Creating department and company goals

Viewing individual goals in Admin settings

Viewing goal stats

Assigning department managers

In Admin settings, select Manageusers.

Next, click on the employee name to view the details of their profile.

Select the Department goal creator checkbox and select the department this employee is responsible for.

Viewing individual goals

Also in the Admin settings, you are able to click on Goals to see all of the individual goals created as well as filter by department, manager, etc.

Creating department and company goals

On the employee side of the app, go to My Company to see department and company goals. You can create any number of them for employees to view. Employees can see goals for their departments only.

Viewing goal stats

In the Admin settings, administrators can view a number of interesting statistics on goal usage. Click on Usage stats > Goals stats to access the dashboard that shows how many employees created goals and distribution of goals across new, in progress, blocked and accomplished states. It also allows administrators to download the list of employees who have not created any goals in the system. Administrators can also drill down by each department as well.

As a manager, you'll be notified when your direct reports have completed their self-reflections via email and inbox notifications. We also provide an easy way to view the overall completion rate and actions that you've taken on your team's self-reflections.

Completed -Your direct has finished their self-reflection and you can view it now.

Read by me-You've opened your direct's self-reflection and have reviewed it.

Replied by me -You've replied to your direct's self-reflection.

Incomplete-Your direct has yet to complete their self-reflection.

Click on these boxes to filter the results.

Accessing your team's self-reflections

Access your team's self-reflections by selectingMy Team>Team self-reflectionsin the left-hand navigation. Click on the cycle you'd like to see. You can review the contents of self-reflections if a team member has completed and submitted theirs.

Commenting on self-reflections

We encourage managers to comment on self-reflections. This lets you dig deeper into the reasons behind your team members' answers. Both managers and direct reports can comment on self-reflections to add context and respond.

Performance administrators can provide managers with prompts to help managers write specific and actionable comments.

Other features

View your org's self-reflections -Managers can review the content of indirect reports' self-reflections as well. Click on Groups to select indirects and/or directs.

Search by user- You have the ability to search for individual members in your organization. This is an additive search, so you can identify multiple individuals at once rather than searching one by one.

Search by manager- You can search by manager to view their direct reports' self-reflections.

Search by department-You can filter by department to view self-reflections of employees in specific departments.

Searches can be additive -If you'd like to have multiple different factors taken into account, the search results will filter down based off of all the different tags that you add.

Give feedback helpful, constructive feedback using continuous feedback. This feedback focuses on a set of customizable skills, which typically consist of three categories: company culture, interpersonal interactions, and job-related functions. Continuous feedback can be scheduled to run automatically every week or triggered manually.

Example of continuous feedback

What to expect when giving continuous feedback

Starting from the home screen, click onGive feedback

The system automatically picks a colleague as the subject of your feedback

You have the ability to skip the selected person don't have any feedback to share.

Giving feedback is a two step process. The first part is to review your coworker's skills and the second part is to provide qualitative feedback. Generally, you'll see approximately 10 skills to review. After reviewing skills, you can provide written feedback as well.

Targeting people for continuous feedback

Go to My Company and selectEveryone. You can search for a colleague by name/email or scroll down the page.

Hover over an employee profile, select the star icon, and click on Review skills.

This will take you to an area that pulls up skills and allows you to give feedback to your co-worker.

A couple of things to note

Rocking it, this indicates that your co-worker truly excels at this skill.Theyhave mentoring capabilities and can help teach others how to improve.

Getting theremeans that your co-worker is approaching greatness, but could benefit from mentorship on the subject.

You may also receiveautomatic email notifications to prompt you to give feedback.These will come on average once per week.

As a manager, you play a critical role in performance development. You have the opportunity to share objective, actionable feedback about your direct reports using theEvaluation feature. Continue reading to learn more about how to start an evaluation, submit an evaluation, add collaborators to the evaluation, and share evaluation results with colleagues.

Start an evaluation

Find any outstanding evaluations by clicking on Inboxor navigating to Team Evaluationsin the left-hand navigation sidebar.

Select any evaluation marked as In Session.

Evaluate your team

Your direct reports will appear on the right of your screen, along with the ability to view each employee's profile. Use employee profiles to reference previous feedback, self reflections, evaluations, goals or your private notes about them.

Your evaluation responses are auto-saved as you write. You can jump to another evaluation and respond in any order if you wish.

Until your administrator closes the evaluation cycle, you can edit your responses even after you submit your feedback.

Any question with an asterisk (*) can be shared with your direct report by you or your administrator.

Once you have evaluated your team, you will have the opportunity to see all employees reporting up to you (both indirectanddirect reports). You can also filter employees to focus on certain assessment groups.

Collaborators

Need help completing your evaluation? Culture Amp lets you collaborate with another person on your evaluations to ensure your feedback is timely and actionable.

To add a collaborator:

From the evaluation dashboard, select the...menu on an individual's row.

This will pull up a side drawer where you can select multiple individuals to add as collaborators to the evaluation.

Provide coworkers with an explanation as to why they have been added as a collaborator. Once you have completed your note,clickaddto invite these collaborators.

After adding collaborators:

New collaborators will receive notifications via email and in their Inbox.

Once given access, new collaborators can comment on each question within the evaluation.

You can add or remove collaborators at any time. When collaborators are removed, their comments will persist but they no longer have access to the evaluation.

Collaborator notes are only visible to you, the manager, and your administrator. Your direct report will not see these comments if you decide to share your evaluation with a direct report.

Sharing evaluations

Managers can share evaluations with their direct reports if your People team enables this capability. Once enabled,you can shareresponses toevaluation questions marked with an asterisk (*) directly with your team members.

Share evaluations with your direct reports using the steps below:

Navigate to My Team

Click on Team Evaluations and find the cycle you're interested in sharing.

Share evaluations with individual direct reports using the the arrow icons next to each individual evaluation for your direct report.

Click on the ...icon on a row if you would rather share using a PDF or printable version of your evaluation.

Tip:You can share evaluations with your entire team by clicking on the arrow icon to the left of the column marked Employee. This will show the questions that will be shared, but will not generate a preview.

Self-reflections help you to take a brief pause and share your achievements, learnings, and areas for growth.

Self-reflections are shared with your manager. This ensures you can engage in a dialogue with your manager to acknowledge achievements and chart a path to move forward.

Writing your self-reflection

When a self-reflection goes live, it will show up as an action item in yourtask list in Performance.You can also access this under the sidebar menu under Me > Self-reflections.

Culture Amp auto-saves your responses every five seconds. Feel free to take your time to respond. You can return and complete your self-reflection before the end date.

When you submit your self-reflection, your responses become read-only and are sent to your manager.You may add comments later but cannot edit the submitted text.

As you complete your self-reflection, you will have access to your goals, feedback and any prior self-reflections to help you reflect and substantiate your responses.

Tracking your self reflection

You can find your self reflection underMe>Self-reflections.

From there you or your manager will be able to use the text fields to add comments.

The Goals feature helps you keep track of your work and development goals. Your goals can be aligned to department or company-level goals. You could also share your goals and invite your colleagues to collaborate with you on goals. You can access anyone's goals to better understand what your colleagues are working on.

Navigate to Goals

To create or edit your individual goals, click on Me in the side navigation, then Goals. Your goals are displayed in three columns - Created for your new goals, In progress for your goals that you started on and Accomplished for your completed goals. You can drag and drop goal cards across these columns to move them from new to in progress to accomplished.

Create & customize your goal

To create an individual goal, there are several fields to complete:

Due date: Select a date

Priority: Pick the appropriate priority level

Visibility: Make it accessible to Your manager only, Everyone in the company, or Yourself only or select a custom list of coworkers who have visibility to the goal

Goal: What is your main objective?

Description (optional): Provide more details on why it's important and how you plan to get there.

Key Results (optional): Share key results you want to track to achieve your goal

Alignment (optional): You can align this individual goal to a department or company goal

When you publish your goal, an email is sent to your manager if visibility includes your manager.

Tracking goals

Your goals start in the Created column and you can drag and drop it in the appropriate status column as necessary. As you start working on goals, you can update the key results to track progress. The average of all the key results is the displayed as the goal progress.

You can mark a goal as blocked when you are unable to make any progress on it. The system automatically notifies your manager of the blocked goal. You can also invite others to collaborate with you on goals by @ mentioning them in the discussion section of the goal.

You can view goals that others shared by clicking on an employee's profile picture from the My company -> Everyone page and clicking on the Goals tab.As a manager, you can see all the goals of your team in one view with Team Goalsunder My Team.

Quick comment is a free-form feedback mechanism to provide unstructured feedback without reviewing skills cards. It is a way to provide unsolicited feedback about an employee to them directly, to the employee's manager, or both the employee and their manager.

Where to find Quick comment

From My company, go to Everyoneon the side navigation to see people in your company. When you hover over a persons name, you can select Quick Comment. Once you jot down your feedback, you can choose to send the feedback to the employee, the employee's manager, or both.

You receive 10 Zugi points for giving feedback.

When you receive feedback, you can share this with your manager or teammates at any time. This could be an opportunity to share positive feedback with your manager or ask for help from a trusted colleague when you receive constructive feedback.

Sharing feedback

When you receive feedback and open it, you'll be able to click on the sharing icon. Add in names of colleagues to share with. You have the option to write a note to accompany the feedback. The receiver will receive an email notification along with an in-app notification to access the feedback you shared. The receiver will have the ability to comment on it.

The Team Summary page allows managers to understand their team(s) skills - both strengths and growth areas - through anonymized and aggregated skills data collected from peer-to-peer feedback. Managers can see summary information by skill category, as well as top strengths and development areas. To protect the privacy of employees, team summary data is not available when the team is smaller than 5 employees.

For larger teams

Once enough feedback has been given to members of your team, the system generates a summary of skills. Managers of managers can drill down to review individual team skills, as long as each of the teams has at least 5 employees.

For smaller teams

We take data privacy seriously so that our users feel empowered to share honest and constructive feedback and consequently, continuous feedback is sent only to the recipient of the feedback. For managers with fewer than 5 direct reports, this summary view is not available.

You can request feedback from anyone in your company at any time. You can include a specific question in your request so when you receive feedback, you will not only receive feedback on skills but the answer to your specific question.

Requesting feedback:

From the home page, click on Request Feedback.

You can enter the name of the person you want feedback from and include a specific question that you'd like them to answer when providing feedback to you.

Another option:

Go to My Company.

Click on Everyone, from there you can either search by name, email or just scroll down the page to find the name of the person you want to ask for feedback.

When hovering over the person's profile picture, you will see an option to request feedback. Click Request Feedbackto request feedback from that person.

A couple things to note:

You can request feedback from multiple people about yourself at the same time by entering multiple names.

Requesting feedback about yourself will trigger a skills review, followed by the customized question that you included.

Receiving Notifications:

When someone you work with provides you with feedback, you'll receive an email notification and an in-app notification that you received new feedback. Clicking on either of them will lead you to the feedback to open. Depending on how your administrator configured the system, you may need Zugi points to open the feedback. Note that you primarily earn Zugi points by giving feedback to a colleague.

Now that you've read your feedback:

You canlikethe feedback and/orcommenton the feedback. If you like or comment on the feedback, the system sends a notification to the feedback sender. Asking for context, clarification, recommendations or even suggesting an in person conversation are all great ideas for commenting on feedback.

You can share the feedback with anyone in the company.

You can provide feedback on the feedback itself by clicking on the 'Is this feedback useful?' button. Here you can select some of the reasons why the feedback was useful and how the feedback could be more useful.

A couple of things to note:

Peer-to-peer feedback is only visible to the receiver. Any feedback you receive from your colleagues is only visible to you and the person who provided the feedback unless you decide to share it with someone.

If your administrator enabled Zugi points, it will cost you Zugi points to open feedback. You can earn Zugi points by giving feedback to others or by replying to your colleagues' questions about the feedback you provided to them.

As an administrator, you have the opportunity to select which responses you'd like managers to share with their direct reports once they have completed their evaluations, as well as enable when sharing is available for managers. When sharing is enabled, managers, administrators and HRBPs are able to share completed evaluations.

Identify which questions will be shared

As you progress through the evaluation cycle creation workflow, you'll arrive at theSelect sharingstep.

Select the questions to be shared by managers with their direct reports.You'll be able to return to this screen to update your selections at any time until the cycle goes live.

As managers complete evaluations, shared questions will be identified with an asterisk. When managers first begin an evaluation cycle, a splash screen is provided describing how to identify shared questions within the evaluation.

Administrators and HRBPs

Enable sharing

From theSelect sharingpage, you also have the ability to enable sharing.

Sharing can be enabled at any time. Once the cycle has been created, navigate toManage sharingunder theMore menu in theupper right-hand corner of the cycle summary page to enable or disable sharing.

Sharing an evaluation

When sharing is enabled, managers will receive an in-app notification that evaluations can be shared.

When sharing is enabled, managers are able to share evaluations either individually or in bulk by clicking on theSharearrow in the left-most column of the evaluation summary screen.

are also able to share evaluations on behalf of managers by navigating to the evaluation summary screen withinAdmin settings > Employee evaluations.

NOTE: Performance permissions do not impact Engagement, Effectiveness, and Experience surveys. Learn more about permissions on the rest of the platform in Account Settings & Administration.

There are three different roles a user can have in Performance with varying levels of access to employee information.

Performance administrator- As a performance admin, you have the ability to manage and access everything on the administrative side of your account. You will also be able to assign the following roles to others:

HR Business Partner (HRBP)- As the HR business partner, you have Admin rights but only for specific department(s) assigned to you. You will be able to access information related to evaluations, self reflections and more.

Department Goal Creator- As a department goal creator, you can create and manage department goals for employees in the department(s) you are assigned to. Department goal creators cannot create, edit, or view other features such as evaluations, self-reflections or employee information.

Performance administrator feature access

NOTE: Performance administrators must also be an Account Administrator in the rest of your account.

Account level

All permissions available to an Account Administrator

Evaluations & self-reflections

Manage evaluations & self reflections: Launch, Complete (on behalf of others) and End

Evaluation dashboards to view completion and overall ratings

Self reflection dashboards to view completion, read by manager, commented and incomplete items

Calibration views: Create and Share

Goals

Manage all company and department goals

Users

Assign Performance roles: Performance admin, HRBP & Department manager

HR business partner feature access

Evaluations & self-reflections

Evaluations and self reflections: Complete (on behalf of others) within the departments assigned to them.

Evaluation dashboards to view completion and overall ratings within the departments assigned to them.

View self reflections within the departments assigned to them.

Calibration views: Create and Share

Goals

Manage department goals for the departments assigned to them.

Feedback

View manager-requested feedback of people within the departments assigned to them.

Request feedback on behalf of managers within the departments assigned to them.

How to manage roles

Account Administrators can change the roles of others.

Click onAccount Adminand selectUsers

Search and select the personyou want to update a role for.

You will see the user's profile. UnderPermissions, select the appropriate role for this person.

If you selectHR Business PartnerorDepartment goal creator, you must assign them to specific department(s).

Edit, update and comment on your goals. Onceyou'vecreated a goal, there are a few ways to keep track of and communicate goal progress.

Edit and update a goal

Edit a goal's details

You may edit any part of the goal by clicking on the goal and selecting Edit. Only you can edit your goal's details.

Update a goal's progress

You or your manager can update a goal's progress by manipulating the slider bars. If your goal has key results, you may update progress on each one and the overall progress percentage will update automatically.

When the progress percentage is > 0%, your goal will automatically transition to the in progress status. Similarly, when your goal reaches 100%, it will automatically transition to accomplished.You can also drag and drop a goal into a different status on the goals overview page to manually move a goal between states.

Comment on a goal

Anyone with visibility of your goal can leave a comment within the comment thread of that goal. Leave a comment yourself if you'd like to capture any status updates or provide additional context related to your goal's progress.

Users can also at-mention other individuals that have visibility of your goal in order to bring them into the conversation.

Identify a goal as blocked

At any point, you can update the status of your goal to blocked(by clicking on the goal and selecting the drop-down menu for status) in order to indicate that there may be circumstances impeding your progress. If your manager has visibility of your goal, they will receive an in-app and email notification, allowing them to follow-up and discuss ways to move forward.

Easily stay up to date on relevant goal activity through your daily goal digest email. Your digest includes key goal updates related to your personal, team, department and company goals. Only notifications that you have not yet read are included in the digest.

Manage goals from the admin dashboard

Personal goal notifications

The following personal goal notifications are included in the digest email:

Your goal has a new comment

You were mentioned on a colleague's goal

If you are a people manager, you will also see relevant details related to the goals of your direct reports, including when your direct report:

Creates or accomplishes a goal

Identifies a goal as blocked

Mentions you on one of their goals

Team goal notifications

If your organization uses team goals, you will receive relevant updates specific to your teams:

Team goal created or accomplished

You've been added as an owner of a team goal

You've been mentioned on a team goal

Department and company goal notifications

Lastly, you'll receive an update anytime your department or company has created a new goal.

More information

For more information on creating and managing goals, check out the following articles:

Create and view goals

Update and track goal progress

Align goals to higher-order goals

Overview

This article covers standard communications that Culture Amp Performance users can receive. E-mail is the primary method for all communications. Specific communications are deliverable via Slack, depending on your account configuration.

What to expect?

The following screenshot provides an example of what to expect from e-mail communications coming from Culture Amp Performance.

Daily goal digest

To view examples of the supported Performance notifications sent through Slack, check out the following Academy article - Neko's Communications via Slack.

General

Communication Topic

Recipient

Communication Support

E-mail

Slack

Admin CSV export completed

Requester

Password reset requested

Requester

Continuous Feedback

Communication Topic

Recipient

Communication Support

E-mail

Slack

User is invited to provide feedback

Any user

User receives feedback

Any user

Feedback is commented on

Recipient / Author

Recipient shares feedback with another user

Any user

Skills summary shared with another user

Any user

Weekly automated email to give feedback (optional)

Any user

Goals

Communication Topic

Recipient

Communication Support

E-mail

Slack

Any user

Self-Reflections

Communication Topic

Recipient

Communication Support

E-mail

Slack

Cycle launch

Any user

Reminder to complete (7 day remaining)

Any user

Reminder to complete (3 days remaining)

Any user

Reminder to complete (2 days remaining)

Any user

Reminder to complete (1 days remaining)

Any user

Direct report submits self-reflection

Manager

Comment provided by manager or direct report

Manager / direct report

Evaluations

Communication Topic

Recipient

Communication Support

E-mail

Slack

Cycle launch

Manager

Reminder to complete (7 day remaining)

Manager

Reminder to complete (3 days remaining)

Manager

Reminder to complete (2 days remaining)

Manager

Reminder to complete (1 days remaining)

Manager

Collaborator invited to evaluation by manager

Collaborator

Collaborator submits comments on evaluation

Manager

Manager shares evaluation with direct report

Direct report

Manager-Requested Feedback

Communication Topic

Recipient

Communication Support

E-mail

Slack

Invite to provide one or more peer or upward feedback

Any user

Feedback has been submitted from one or more request

Manager

Direct report receives feedback shared by author

Any user

Weekly reminder to provide outstanding feedback

Any user

Feedback comment provided by author or manager

Manager / author

Calibrations

Communication Topic

Recipient

Communication Support

E-mail

Slack

When a calibration view is shared

Any user

Teams

Communication Support

Communication Topic

Recipient

E-mail

Slack

Team member added to team

Any user

Praise

Communication Support

Communication Topic

Recipient

E-mail

Slack

User has received 'Praise' on the 'Public Praise' wall

Any user

Public praise is peer-to-peer feedback visible to your entire organization. Celebrate colleagues, thank teammates for a job well done, and give quality feedback in the flow of work with public praise. Culture Amp Performance's Praise Wall enables your team to share public kudos about anyone in your organization. You can find thePraise WallunderMy Companyin the left-hand navigation of Culture Amp Performance.

How to share your feedback

You can also provide praise directly from a Quick Comment by navigating to My Company > Everyone and selecting Quick Comment by hovering over a colleague's tile.

NOTE:You will soon be able to give feedback to colleagues, provide praise, and see goals directly from your internet browser. No more interrupting your workflow and hopping into another tab to give timely feedback. The Chrome Extension and Outlook Add-in will soon be available in Q4 2019.

Public praise triggers an email and in-app notification to the recipient. In addition to living on thePraise Wall, praise is also visibleto both the recipient and their manager on the recipient's dossier to refer to while completing a self-reflection or employee evaluation. Additionally, any praise given through the 'Praise Wall'will be visible to any user in the platform - to support them in activities like responding to 'Manager Requested Feedback' and collaborating on evaluations.

More information

For more information on providing peer-to-peer feedback to colleagues, check out:

Give feedback directly to colleagues

Requesting peer feedback

Opening peer-to-peer feedback

NOTE: We're currently in the process of rolling out the protections against indirect identification described below.

Maintaining individual participant confidentiality throughout the process of analyzing the aggregate results of a survey is crucial for ensuring that employees feel comfortable with continuing to provide open and honest feedback. Our reporting functions protect confidentiality whilst still maintaining the highest possible degree of analytical utility.

Culture Amp combines 2 different methods to protect the confidentiality of survey participants within reports:

Protection from Direct Identification - preventing direct filtering on demographic groups with too few responses

Protection from Indirect Identification - preventing filtering on demographic groups that leave behind remainder populations with too few responses

In both of these protections - too few responses is defined by the Reporting Group Minimum size. This value is set to 5 by default and is configurable.

In the below example, because there are only 4 participants from the Sales department, filtering on Department: Sales is disabled.

Also in the below example, subtracting the Technology department results from the Company Overall results will indirectly identify the Sales department results. Because of this, filtering on Department: Tech is disabled.

Find out more here. Example 1: Direct Identification vs Indirect Identification

In the below example, it is not possible to use the Department: Technology filter to indirectly identify a group with fewer than 5 participants. Applying this filter leaves behind a remainder population of 6 participants. Because of this, the filter is enabled.

Example 2: Indirect Identification is not possible when filters do not leave behind small remainder populations.

Our filter privacy rules will always disable the fewest amount of filters whilst still protecting the minimum reporting group from indirect identification.

In the below example, being able to filter on both Department: Tech and Department: Sales would allow for the indirect identification of Department: Science. Because both of these filters are needed for indirect identification, only one of them needs to be disabled. Because Sales is smaller, it is disabled. Science is also disabled because of direct identification.

If there were other departments with 6 or more participants, their filters would all be enabled.

Example 3: Indirect identification can be made impossible by disabling filters on one large group within a demographic, leaving all other large groups enabled.

FAQs:

Can I adjust the Reporting Group Minimum size?

The Reporting Group Minimum size is set to 5 by default and can be configured prior to a surveys launch. Note that invitees are shown the Reporting Group Minimum size on the surveys Welcome Screen and that lowering the Reporting Group Minimum could adversely impact your participation rates.

Does this affect comments?

There is a separate, independently configurable Reporting Group Minimum option for Comments (also set to 5 by default). It works exactly as above (protections from both forms of identification). Because of the information-rich nature of comments, we allow for the Comments Report to have stricter protections against direct and indirect identification than the rest of reporting e.g. if you choose to dial your Reporting Group Minimum value down to 3, youre able to leave the Comments Reporting Group Minimum at 5.

Does this affect report sharing?

The creation of shared reports is exempt from protections against indirect identification. In Example 3, it would be possible to create a Sales shared report even though a Sales filter would not be enabled on an All company report.

Does this affect lifecycle surveys?

The Reporting Group Minimum for onboarding/exit surveys is defaulted to 1. If this value is raised, protections from direct and indirect identification will apply.

With indirect identification, how will I know why a certain filter is disabled?

When you try to apply a filter that is disabled, an error message that explains why it is disabled will be displayed.

1. Prepare - think about the individual beforehand. What specific work have you seen them do beyond just the last few weeks? What do you value in them as a co-worker? Where do you think are their biggest opportunities to improve?

2. Speak from your own experience - avoid 'I've heard...' statements

3. Be specific - provide examples wherever possible and avoid general statements like 'really good or difficult to work with

4. Keep it actionable-always describe behaviors, not traits. Focus on what the person can actually do something about going forward (i.e. more of, less of, keep doing - It would be good to see more of X as it leads to Y).

5. Be respectful AND honest - development feedback can at times be challenging to give. Keep in mind the purpose of the survey is for development and not to judge or evaluate performance.

-----

A simple framework you can use along with these tips is the SBI model, which improves feedback by providing clarity on the situation being mentioned, the behavior the individualdemonstrated, and the impact they had:

The file of employee information, whether obtained from Culture Amp or another HR system, may need updates to keep Culture Amp in sync with the current status of employees.

We offer integrations with SFTP, Namely, BambooHR and Workday, or changes can be made using Excel, or any other tool that allows the file to be saved in an XLSX or CSV format. New columns can be added, and existing columns removed, as long as the mandatory columns of Name and Employee Id/Email are retained. Any new columns added are assumed to be new demographics, rather than personal details for the user.

upload

Important Formatting Tips:

For file uploads, you can include anywhere from a fractionof your employees to everyone in your company directory. A full import will modify every record in your account employees not present in the file will be marked inactive. A partial import will only update the employees included in your uploaded file all other employees will remain unchanged and active in Culture Amp.Partial imports are not available for HRIS integrations.

Field names for personal details must match the template field names (Name, Preferred Name, Email, Employee ID, and if you choose to include: Date of Birth, Start Date, End Date, Language)

The date columns forStart DateandDate of Birth must be in an accepted format. We request dates in the format Mmm dd, yyyy (eg Feb 20, 1947), and can accept dates in these additional formats: MMM DD YYYY (eg Feb 20 1947); YYYY-MM-DD (ISO 8601 standard, eg 1947-02-20). Instructions for customizing the date in Excel can be found here: Create a custom date format

The date columns are used for Age and Tenure calculations, so there's no need to load age and tenure separately

TheLanguagecolumn is optional, and only used when you have languages other than English configured for your account. This field indicatesa person's preferred language and determines in which language they will receive their communications (if applicable). The value entered must be lowercase letters.

The order of the columns will be reflected in the employee'sDemographicspage, so grouping similar fields together is advisable (e.g. Division, then Department, then Team).

Your file to be uploaded can only have one sheet, e.g. if you used more than one sheet to pull your employee data together with pivot tables, etc, these will need to be removed (or just copy your final data set to a new file)

The file name can't contain any special characters or punctuation, or you will get an Invalid data format. Please make sure you have followed the required order error.

The file can't have a password

The file can't have any hidden columns

The file header row (first row) can only contain Text characters, no invisible control characters (like Shift-In)

To make changes to user information

open the downloaded file of users (you may need to clickEnable Editing)

add rows for new users, NameandEmailcolumn are mandatory, Date of Birth and Start Date are used for Age and Tenure filters

insert anEnd Datefor inactive users, if known, or

if you select a full import format, remove rows for users that need to be made inactive (Culture Ampinserts the date of upload as theEnd Datefor the user)

review user's personal details, such asName, Preferred Name, Email, Date of Birth, Start Date, Locale (preferred language, defaults to English if left blank) and amend if required

review the user's demographic details (Gender, Location, Department, Team, etc)

save the file (there is no need to rename it)

The next step is to this file into Culture Amp.

NOTE: TheNamecolumn is used in emails to employees from Culture Amp, such as survey invitations, reset password emails, etc. Ensure it contains First Name only, or First Name followed by Last Name. e.g. Jane Smith. Some HR systems may export data Last Name, First Name, e.g. Smith, Jane.

Unique identifiers for users

People can have the same first and last names within an organization, but most systems use an employee number, or employee ID to tell who is who. If your organization uses employee identifiers, these can be included in the file and will load into Culture Ampas theEmployee Idfield.

If your organization does not currently use a numbering system for employees, then Culture Ampwill use a person's email address to uniquely identify them in the system. A consequence of this approach is that when a person's email address is changed using the Import Usersprocess, the system treats this event as a 'new' person being added, and the existing person (with the old email address) being removed. It may be preferable to change email addresses manually (if there's just a few of them) by clicking the user's name in Culture Ampand editing the field directly.

"Employee engagement levels within Europe remain consistently strong with 7 in 10 employees engaged."

Summary:

Culture Amp geography based benchmarks are calculated based on the location of the respondent when the survey was completed. Employees in the Western Europe benchmark work for companies headquartered in Western Europe as well as other regions around the world. This benchmark is intended to broadly represent employee experience working within Western Europe regardless of company HQ, industry or function.

Anatomy of the benchmark:

Countries:

Germany

France

Netherlands

Ireland

Spain

Italy

Belgium

Switzerland

Sweden

Denmark

Portugal

Finland

Austria

Norway

Luxembourg

Malta

Iceland

Gibraltar

Response rate:

79% average response rate across all companies

Bottom quartile (25th percentile) was 71% participation

Top quartile (75th percentile) was 90% participation

Sub industries:

Computer Software

Internet

Information Technology and Services

Financial Services

Marketing and Advertising

Health, Wellness and Fitness

Apparel & Fashion

Computer Games

Leisure, Travel & Tourism

Entertainment

Consumer Electronics

Publishing

Media Production

Computer & Network Security

Management Consulting

Glassdoor ratings:

We have connected the employee feedback data with ratings for each company included in the benchmark to provide the below insights.

3.8/5 stars average overall company rating

74% average CEO approval

71% average recommend to friend

Key Insights and Data for the People Geeks!

How engaged are employees in Western Europe?

Insight: Employees in Western Europe tend to be more engaged than employees in other regions. Higher engagement scores across Western Europe are primarily a function of greater intention to remain at the organization over the longer-term.

Western Europe employee engagement scores by percentile

If you are interested in the spread of employee engagement ratings, below are the engagement scores by percentile.

Bottom quartile (25thpercentile)

59%

Median (50th percentile)

69%

Top quartile (75th percentile)

79%

What has the biggest impact on employee engagement in Western Europe?

Insight: Learning and development and leadership communicating a motivating vision have the largest impact on employee engagement. We also find that the scores on these topics are generally more favorable in our Western Europe Benchmark compared globally. here

Learn more

Gain a deeper understanding of whatmakes our benchmarks special and learn more about how we calculate our Regional benchmarks.

"Confidence in leadership has the greatest impact on engagement for companies in this region"

Summary:

Culture Amp geography based benchmarks are calculated based on the location of the respondent when the survey was completed. Employees in the Middle East & Africa benchmark work for companies headquartered in Middle East & Africa as well as other regions around the world. This benchmark is intended to broadly represent employee experience working within Middle East & Africa regardless of company HQ, industry or function.

Note that this is an emerging benchmark.

Anatomy of the benchmark:

Countries:

South Africa

Nigeria

Kenya

Angola

Zambia

Morocco

Ghana

Mozambique

Botswana

Uganda

Mauritius

Tanzania

Zimbabwe

Egypt

Namibia

Ethiopia

Tunisia

Rwanda

Seychelles

Malawi

Israel

United Arab Emirates

Turkey

Saudi Arabia

Armenia

Oman

Palestine

Qatar

Hashemite Kingdom of Jordan

Lebanon

Bahrain

Response rate:

82% average response rate across all companies

Bottom quartile (25th percentile) was 77% participation

Top quartile (75th percentile) was 92% participation

Sub industries:

Computer Software

Internet

Financial Services

Information Technology and Services

Glassdoor ratings:

We have connected the employee feedback data with ratings for each company included in the benchmark to provide the below insights.

3.7/5 stars average overall company rating

79% average CEO approval

69% average recommend to friend

Key Insights and Data for the People Geeks!

How engaged are employees in Middle East & Africa?

Insight: Employees in Middle East & Africa tend to be more engaged than employees in other regions. Higher engagement scores across Middle East & Africa are primarily a function of greater intention to remain at the organization over the longer-term.

here

Middle East & Africa employee engagement scores by percentile

If you are interested in the spread of employee engagement ratings, below are the engagement scores by percentile.

Bottom quartile (25thpercentile)

61%

Median (50th percentile)

71%

Top quartile (75th percentile)

77%

Questions included and excluded:

Engagement Questions Excluded: The following questions did not have enough responses to be included in this generation this year.

I have been provided an opportunity to see and discuss recent employee survey results

My manager, or someone else, has communicated some clear actions based on recent employee survey results

I have seen positive changes taking place based on recent employee survey results

I believe action will take place as a result of this survey

%ACCOUNT_NAME% really allows us to make a positive difference

%ACCOUNT_NAME%'s commitment to social responsibility (e.g. community support, sustainability, etc.) is genuine

We are genuinely supported if we choose to make use of flexible working arrangements

Learn more

Gain a deeper understanding of whatmakes our benchmarks special and learn more about how we calculate our Regional benchmarks.

"Employee engagement levels within Europe remain consistently strong with 7 in 10 employees engaged."

Summary:

Culture Amp geography based benchmarks are calculated based on the location of the respondent when the survey was completed. Employees in the Eastern Europe benchmark work for companies headquartered in Eastern Europe as well as other regions around the world. This benchmark is intended to broadly represent employee experience working within Eastern Europe regardless of company HQ, industry or function.

Note that this is an emerging benchmark.

Anatomy of the benchmark:

Countries:

Poland

Romania

Ukraine

Estonia

Serbia

Bulgaria

Hungary

Belarus

Czech Republic

Latvia

Greece

Croatia

Republic of Moldova

Republic of Lithuania

Bosnia and Herzegovina

Slovak Republic

Czechia

Slovenia

Cyprus

Albania

Response rate:

81% average response rate across all companies

Bottom quartile (25th percentile) was 73% participation

Top quartile (75th percentile) was 91% participation

Sub industries:

Computer Software

Internet

Information Technology and Services

Leisure, Travel & Tourism

Financial Services

Marketing and Advertising

Glassdoor ratings:

We have connected the employee feedback data with ratings for each company included in the benchmark to provide the below insights.

3.6/5 stars average overall company rating

69% average CEO approval

69% average recommend to friend

Key Insights and Data for the People Geeks!

How engaged are employees in Eastern Europe?

Insight: Employees in Eastern Europe tend to be more engaged than employees in other regions. Higher engagement scores across Eastern Europe are primarily a function of greater intention to remain at the organization over the longer-term.

here

Eastern Europe employee engagement scores by percentile

If you are interested in the spread of employee engagement ratings, below are the engagement scores by percentile.

Bottom quartile (25thpercentile)

64%

Median (50th percentile)

73%

Top quartile (75th percentile)

83%

Learn more

Gain a deeper understanding of whatmakes our benchmarks special and learn more about how we calculate our Regional benchmarks.

Culture Amp Training (CAT) is our learning platform where you are able to: Take courses on-demand Register for live training and Masterclasses (or watch pre-recorded versions) Learn how the Culture Amp platform has changed this quarter via Product Updates Find other resources to help guide you to get the most from the Culture Amp platform

How do I access Culture Amp Training?

You can access Culture Amp Training by clicking "Help" in the top right corner of the Culture Amp platform. This will open the Help Panel, from there you can click "Get trained up." Or by bookmarking cultureamptraining.com.

[email protected]

Who can access Culture Amp Training?

Anyone who is loaded as a user in Culture Amp can access Culture Amp Training, either via links or via the Get trained up button in the help panel. If they are a user but have never logged in before, theyll need to click Forgot password to set up their Culture Amp password.

What is this consent page all about when I click Get trained up in my Culture Amp account for the first time?

Culture Amp Training is hosted on a platform called Skilljar. In order to log into the platform, the information listed on the consent page is sent from Culture Amp to Skilljar. This allows us to give you access to rich content in Culture Amp Training.

If you don't Accept, you will not be able to access our training platform. If you choose to do so, you can still of course access the Academy, which is full of helpful articles, but you will not be able to access on-demand courses and live training.

Need more help?

Please contact your internal People team or the Culture Amp Support Team at.

Before you launch your survey, it's important to communicate the"what, why, and when" to let people know they should look out for a survey from Culture Amp - and to get them comfortable with providing feedback. The most common way to is to send an email a few days before the survey launches. As part of that email or as a separate communication, many also find it useful to includea list of FAQs for employees and managers. Last but not least, it is popular to discuss the upcoming survey at an all-hands meeting.

Pre communicating details about the survey allows you to solicit questions or concerns and leads to a higher participation rate.

Here is a template that we suggest you use as a potential starting point - Pre Survey Communications. You should tailor this message to fit your company's voice, just make sure to include:

What an engagement survey is

Why you're running it at your company

What you're trying to achieve

How feedback will be collected and reported

Who is eligible to participate, and

What to expect next

If you're interested in hearing best practices and some of the creative ways we've seen customers communicate their survey, check out Promoting your survey

The ability to detect unique themes specific to your company, or a particular survey, is now available on engagement and other culture type surveys (e.g. Wellbeing, Values) within the comments report.

What

We use machine learning techniques that can automatically detect groups of comments based on shared words or patterns of words they contain. These groups, or clusters, are highlighted as potential Emerging themes for you.

Different to our Topic analysis, where comments are tagged with one or two of our 18 pre-learnt Topics, our Emerging Themes algorithms can find themes that are unique to your business or comment set. For example, if people have commented about an office in a new city, the Emerging Themes algorithms are designed to pick up on this and will likely detect comments mentioning the city (even if the new city isn't well known).

The Tech:

The Emerging Theme algorithm works by finding themes within comments that have higher levels of similar word combinations and patterns. To make this more meaningful we do some pre-filtering to remove very common words and weight fairly common words less strongly. The algorithm itself works by iteratively building up groups of comments, assigning each comment to the best-known theme and repeatedly refining, We also use statistical analysis on the clusters as they are built up to determine the optimal number of Themes.

Why

We know it is common for people to feel the need to read all of the comments. This is done for various reasons;

to feel you have a better sense of what people are saying / feeling / needing

to look for sensitive comments

to identify possible opportunities, ideas or areas of focus

We know this process can be time-consuming and often there is time pressure to produce a report for executives or other stakeholders. We saw an opportunity to make this process a little faster and easier by using machine learning to pre-identify some potential key themes.

How

You can see the Emerging Themes feature by clicking into the comments report.

At the top of the screen you'll see two tabs;

1. Topics This is the comments report you are used to seeing. It contains a topic frequency bubble chart, the comment filters with the topic tags and the sentiment analysis.

2. Emerging Themes this is the new feature that detects unique themes specific to your business.

This first page contains potential themes our algorithms have detected.

The bold words listed are the most frequent words in the Emerging Theme

Below that are 3 example comments from the Emerging Theme using these words

To the right you will find the overall sentiment associated with that Theme

On the right you'll see the number of comments in that Theme and what percentage of total comments this Theme represents.

If you click into a specific Theme you can see a little more detail.

A full list of the most common words found within that Theme

A list of all the comments associated with that Theme

What's coming?

Emerging Themes for an entire survey At the moment we only show Themes on questions that have a minimum comment count of 250. Going forward we want to enable Themes across an entire survey

Exporting Emerging Themes Allows you to export the comments from any Theme

Standard filters These filters are the standard filters you are use to seeing on the topics tab. Bringing them into the Themes tab will allow you to sort and filter within a cluster.

Show translated comments At the moment our themes are built on all comments that our translation service can translate to English. We do not however show the translated version of the comment in the themes tab these comments are only shown in their original language. Soon we will enable all the comments in English.

FAQs

When is Emerging Themes available?

Upon survey close. If the survey was closed after January 2019, ET will automatically be triggered for you. If a survey closed prior to this date your CS coach or support team will be able to run this feature on that survey for you.

How soon is Emerging Themes available after a survey has closed?

About 2 hours after close

Who can view Emerging Themes?

Emerging Themes is available to survey admins within the comments report and anyone who can see a shared report where all comments are present. Emerging Themes is not shown when a filter has been applied.

Why is this feature only available for some questions?

We've tested our algorithms across many surveys and we've seen best results on questions with a minimum comment count of 250 comments or more. For this feature we have only run Emerging Themes on questions that meet this comment count.

Can I see Emerging Themes on an entire survey?

At this point no but it is coming next.

Can I see Emerging Themes on old surveys?

Yes this is possible. For any survey closed prior to Jan 2019 you will need to get your coach to run this for you.

Can I turn Emerging Themes off for shared reports?

Yes this is possible. Please contact your customer support rep to disable this feature.

Why do I see the Emerging Themes tab but no themes?

Emerging Themes is triggered upon survey close. It does take some time to run in the background, while this is happening you will see a message where Emerging Themes will appear. It may also be that questions in your survey didn't meet the minimum comment count for this feature to work. The messages shown on the tab should make it clear why you are not (or not yet) seeing Emerging Themes.

Can I filter on Emerging Themes?

Demographic filters have been turned off for MVP. These are still available in the topics tab.

Who can edit Emerging Themes labels?

All Survey Admins can edit the labels, these will override any previous edits

Any other questions please contact our support staff

There are severaldifferent roles a user can have in Culture Amp with varying levels of access to employee information and administration functions.

Account Administrator

An Account Administrator in Culture Amphas the highest level of access in the system. The following account-level functionsare available only to Account Admins:

Create surveys

Maintain user details, including names, email addresses, dates of birth, and demographic information.

Manage bounced emails sent byCulture Amp

Invite users to sign in toCulture Amp from within the platform

Create other Administrators in the account.

Change account settings, such as the logo and primary contact details

The process foradding an Account Administratoris explained here.

Survey Data Analyst

A Survey Data Analyst is able to extract raw data from surveys for an account (where Raw Data Extracts have been enabled for a survey), and view an Audit Log of all raw data extracts that have been performed on surveys.

The process for adding a Survey Data Analyst is explained here.

Survey Creator

A Survey Creator is able to create surveys in addition to having all the survey-level functions of a Survey Administrator, as described below.

The process for adding a Survey Creator is explained here.

Survey Administrator

The survey-level functions for a Survey Administrator are as follows, and are also available to Account Admins and Survey Creators:

Edit surveys and report factors

Add/Edit participants allowed for a survey

Edit and schedule emails

Launch surveys and close surveys

Resend survey invitation emails

Reset survey responses

View all reports, including Action Dashboard report for a survey

Edit comment classifications for a survey

Share survey reports

Set up inspirations for a survey

Start an exit/onboard process (only applies if exit or onboard surveys have been configured).

Archive surveys or delete surveys

Create other Survey Administrators

The process for adding a Survey Administrator is explained here.

For Performance customers, there are also specific Performance administration roles that can be assigned.

Due to our ongoing commitment to data privacy, we are limiting the extracting of raw data for engagement and effectiveness surveys to a new role, the Survey Data Analyst.

here

Raw Data Extracts are extremely sensitive (they contain all responses and all employee data). Previously when RDEs were enabled on the survey level, Survey Administrators for that survey as well as all Account Administrators were able to extract raw data.

As part of the release of this new administration role, the ability of other roles to extract raw data from Engagement and Effectiveness surveys has been removed.

We've made an exception in the case of Experience surveys:as those are identifiable by nature and raw data extracts do not expose any additional information, compared to the in-platform reporting. In Onboarding/Exit surveys RDEs are enabled by default, and all admins can extract raw data for Experience surveys.

I'm an Account/Survey admin who needs to extract raw data! How do I do that now?

Don't worry - if you're an Account Administrator or Survey Administrator who needs to extract raw data for surveys, you can be assigned as a Survey Data Analyst in addition to your current admin role.

How do I assign the new role?

Account administrators can assign other users as Survey Data Analysts using these instructions.

There's a summary of all administration roles .