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PivotIQ 360 · Leader view
3 hospitals, 11 clinics · 2,760 employees · 2042 responses (74%)
Human Capacity Index
org-wideMean of the six measured domains below.
Strongest domain
Engagement & Fulfillment
74/100
Growth edge
Pressure & Stress Response
35/100
Executive summary
3 requiring action nowOverall, this organization scores 55 out of 100 — watch. 2042 people answered, which is 74% of those asked. Engagement & Fulfillment is the strongest thing here at 74. Pressure & Stress Response is the weakest at 35. Engagement is 74 and Retention is 52: people believe in the work and are leaving anyway. 3 things need action now. They're listed below, most urgent first. Everything below says who should own it, by when, and how you'll know in 90 days whether it worked.
Confidence · strong
74% of people answered — 2042 in total. That's high enough to trust the team-by-team breakdown as it stands.
Most urgent first, not in score order. Open “why we’re saying this” under any finding to see exactly what triggered it.
This is the pattern leaders most often miss, because a strong engagement number is reassuring enough to stop anyone acting. Belief in the mission is being counted on to keep people, and it isn't working. Put the effort into career path, the relationship with the manager, and fairness — not more mission messaging, which is already landing.
What triggered it. Engagement is strong, retention is clearly weaker, and the gap between them is 12+ points.
Why that matters. Engagement measures whether people believe in the work. That's a different thing from whether they intend to stay, and the two come apart often.
People who care about the work carry an unreasonable load for longer before it shows. That delays the warning; it doesn't reduce the cost. The engagement number is what will stop anyone acting here, and it's why the resignations, when they come, will feel like they came out of nowhere.
What triggered it. Engagement is strong, burnout is poor, and the gap between them is 12+ points. (Remember: higher is healthier on every score, so a low burnout number means a lot of burnout.)
Why that matters. Exhaustion shows up before people stop caring. So commitment can still look high after the capacity behind it has gone.
Both of the load-related scores failing at once rules out "people just need to cope better." Resilience and time-management training won't move these numbers, and offering them to a group in this state tends to insult them. What has to change is the workload itself.
What triggered it. Both pressure and burnout are in the red.
Why that matters. When people don't get to recover between demands, ordinary workload accumulates into something heavier. That's a property of the schedule, not of the person.
Burnout & Exhaustion Risk (38), Pressure & Stress Response (35) are in the red. The overall score doesn't describe anyone who actually works here — it's an average, not something a real person is experiencing.
What triggered it. The overall score is middling, and at least one of the six areas is in the red.
The company-wide figure of 35 describes neither of them. Reporting this one number is exactly how a struggling team stays invisible inside an acceptable average — and it's what a single climate survey score does automatically.
What triggered it. This is the area where groups differ most, and they differ by 15+ points.
This is what's currently holding things together while other areas struggle. It's also the easiest thing to spend without noticing, because nothing breaks loudly when a strength slips. Work out what's producing it before you change anything that touches it.
What triggered it. The highest-scoring area, and it's in the green.
3 of the 3 areas you actually worked on moved enough to count. Anything that moved elsewhere is drift — report it that way. Claiming it as a result is what makes people doubt the next report.
What triggered it. Went up by 5 points or more.
A healthy area that doesn't move hasn't failed to improve. There was nothing to fix, and the effort correctly went elsewhere. Report these as held, not as flat.
What triggered it. Barely moved, and still in the green.
The order matters as much as the list. An organization that tries to fix all six areas at once fixes none. Each item says who owns it, by when, and how you’ll know in 90 days whether it worked.
Never show the overall score of 55 on its own. Whoever presents to the board should name the areas in the red in the same breath.
Owner
Executive sponsor
By when
Before the first leadership presentation
Because. The overall score looks healthy and is hiding an area in the red. Shown alone, it will talk people out of acting.
Verified by. Every slide or document with the overall score on it also shows the six areas.
Pick one thing: Load & Appraisal, inside Pressure & Stress Response. Give it one owner and one change to make. Don't start a second effort somewhere else at the same time.
Owner
HR / People lead, with an executive sponsor named
By when
Planned within 2 weeks, running within 4
Because. Pressure & Stress Response is your lowest area at 35, and Load & Appraisal at 34 is what's pulling it down.
Verified by. Load & Appraisal up 5 points or more when you remeasure in 90 days.
Start with Emergency instead of rolling this out everywhere. Widen it to other groups only after the 90-day result.
Owner
Programme owner
By when
When you plan it
Because. Emergency is well below the other groups, and a company-wide rollout spends the same money where things are already fine.
Verified by. Emergency closes at least half the gap to the company average by the next round.
Stop using mission and purpose messaging to try to keep people. Put that effort into the three things retention is actually made of — career path, the relationship with their manager, and fairness — and have stay conversations with the group most at risk.
Owner
HR business partner + line managers
By when
First 30 days
Because. People already believe in the work. That isn't what's missing, so more messaging about it can't fix a problem it isn't causing.
Verified by. Retention up 5 points or more, with most of the movement coming from the manager relationship.
Change the workload before offering anything about resilience or wellbeing. Go through recurring meetings, on-call and after-hours expectations, and remove or move the two heaviest.
Owner
Operations lead with the executive sponsor
By when
First 30 days
Because. Both load-related scores are failing, which rules out "people need to cope better." Offering coping training here won't work and will land badly with the people you measured.
Verified by. Burnout and pressure both up 5 points or more, without something else dropping to pay for it.
Within two weeks, tell everyone who answered what you found and the two things you've decided to change. Do it even if the plan isn't finished.
Owner
Executive sponsor
By when
14 days
Because. Saying nothing after asking people to answer is the fastest way to get a worse response rate next time — and the next round is what turns this from an opinion into a result.
Verified by. At least 74% answer again next round.
Put the 90-day remeasurement in the calendar now, at the same time you book the work — not after it finishes.
Owner
Programme owner
By when
This week
Because. A survey nobody runs again can't show that anything changed, and one booked afterwards almost always slips.
Verified by. A date is in the calendar, using the same team groupings as this round.
Each with its own three sub-dimensions
Exhaustion & Depletion
37/100
Cynicism & Detachment
37/100
Efficacy & Accomplishment
33/100
The Manager Relationship
57/100
Growth & Path
55/100
Recognition & Fairness
51/100
Meaning & Purpose
76/100
Energy & Vigor
78/100
Mattering & Voice
70/100
Vision & Direction
68/100
Coaching & Development
60/100
Empowerment & Autonomy
68/100
Inclusion Safety
65/100
Learner Safety
68/100
Challenger Safety
69/100
Load & Appraisal
34/100
Composure & Regulation
37/100
Recovery & Reset
35/100
Every group here clears the 5-person privacy floor
The same six domains, broken out by group. Where the free Baseline gives one org-wide number, this shows which teams are actually carrying the strain.
| Team | People | Burnout | Retention | Engagement | Leadership | Team | Pressure |
|---|---|---|---|---|---|---|---|
| Inpatient nursing | 890 | 26 | 52 | 78 | 63 | 70 | 24 |
| Emergency | 340 | 25 | 51 | 75 | 61 | 75 | 20 |
| Ambulatory | 620 | 38 | 52 | 76 | 63 | 70 | 31 |
| Clinical support | 540 | 41 | 50 | 74 | 61 | 71 | 39 |
| Administration | 370 | 50 | 51 | 66 | 63 | 69 | 46 |
Same instrument, same people, 2026-04-20 vs 2026-01-19 — the only way to know whether a program changed the conditions instead of just running and hoping.
Aggregate & consent-first — individual answers are never shown, in the demo or the real product.
Alder Ridge Health System doesn't exist. The six domains, eighteen sub-dimensions and scoring above are exactly what a real respondent completes — take it yourself and see.