Acme Corp · Organization-Wide Engagement Scan
412 employees invited · 347 responses (84%) · LeaderDNA Employee Engagement Assessment™
A broadly engaged organization with strong purpose and team trust, an elevated retention-risk pocket in mid-tenure managers, and a clear 90-day plan to close the leadership-communication gap.
The LeaderDNA Engagement Index of 72 places Acme in the Healthy band: above the cross-industry benchmark, with two specific risks worth acting on this quarter.
Organizational Commitment, Team Relationships, and Psychological Safety are the standout strengths. The cultural foundation is real and worth protecting.
Leadership Confidence and Communication Effectiveness are the two highest-leverage development priorities. Both concentrate in mid-tenure individual contributors and first-line managers.
Recommendation: run the 90-day leadership-communication plan, hold a Retention-Risk review for the mid-tenure manager cohort, and re-baseline in 12 months.
Dimension breakdown
Organizational Commitment
82%Strong · Pride in the mission and long-term intent to stay are above benchmark; advocacy outside the building is genuine.
Team Relationships
81%Strong · Peer trust and direct conflict-handling are top-quartile; collaboration is reported as real, not political.
Psychological Safety
78%Strong · Employees feel safe to speak up and disagree; mistakes are largely treated as learning, with a small dip in one department.
Job Satisfaction
76%Healthy · Work-to-strengths fit and daily energy are solid; a meaning gap shows up in mid-tenure individual contributors.
Work Environment
74%Healthy · Tools and resources rate well; workload sustainability is the watch item in two high-growth teams.
Recognition & Appreciation
70%Healthy · Wins get celebrated publicly; timely, individualized praise from direct managers is the inconsistency.
Growth & Development
68%Developing · Learning opportunities exist but advancement paths feel opaque; manager investment in development varies widely.
Retention Risk (inverted)
66%Watch · 12-month stay intent is healthy overall, with an elevated risk pocket in mid-tenure managers (3-6 years).
Communication Effectiveness
62%Developing · Information flows down but two-way communication is thin; employees report surprises from leadership too often.
Leadership Confidence
58%Priority · Confidence in executive direction and strategy clarity is below benchmark; integrity ratings are intact, so this is a clarity gap, not a trust gap.
Strengths to leverage
- +Organizational Commitment (82) is the most durable engagement signal in the profile; people are choosing to stay for the mission, not just the paycheck.
- +Team Relationships (81) and Psychological Safety (78) together create the conditions where hard conversations actually happen on teams.
- +Job Satisfaction (76) means most people feel their work matches their strengths and produces energy day to day.
- +Integrity ratings inside Leadership Confidence remain healthy; the gap is about clarity of direction, not trust in leaders.
Growth edges
- →Leadership Confidence is the highest-leverage focus; publish a quarterly strategy-clarity message and run executive AMAs in every business unit.
- →Communication Effectiveness needs a two-way channel, not more all-hands; install a structured upward-feedback rhythm with named owners and visible responses.
- →Growth & Development benefits from a transparent advancement framework and a manager-investment expectation tied to the engagement baseline.
- →Retention Risk in mid-tenure managers warrants a named cohort review with stay-conversations and a targeted re-engagement plan.
Coaching questions
- Question 1Where is the single biggest gap between what leadership thinks it has communicated and what employees say they have heard?
- Question 2Which two teams carry the heaviest workload right now, and what would protect sustainability without slowing delivery?
- Question 3What does the advancement path look like for a strong mid-tenure manager today, and is that path actually visible to them?
- Question 4Which executive behavior, if changed in the next 90 days, would move Leadership Confidence the most?
Recommended action plan
- • Publish a one-page summary of the LEI results to every employee with three named priorities.
- • Assign an executive owner for Leadership Confidence and a cross-functional owner for Communication Effectiveness.
- • Launch a quarterly strategy-clarity message plus an executive AMA in every business unit.
- • Stand up a structured upward-feedback channel with monthly themes, named responses, and a visible action log.
- • Run stay-conversations with the mid-tenure manager cohort and publish a re-engagement plan.
- • Re-survey the two priority dimensions only (LC and CE) at day 90 to confirm directional movement before the 12-month rebaseline.