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PivotIQ 360 · Leader view
2 plants, 3 shifts · 640 employees · 442 responses (69%)
Human Capacity Index
org-wideMean of the six measured domains below.
Strongest domain
Leadership & Manager Effectiveness
58/100
Growth edge
Team Safety & Cohesion
41/100
Executive summary
1 requiring action nowOverall, this organization scores 52 out of 100 — watch. 442 people answered, which is 69% of those asked. Leadership & Manager Effectiveness is the strongest thing here at 58. Team Safety & Cohesion is the weakest at 41. Team Safety at 41 stands out — it's 8+ points below everything else. Everything below says who should own it, by when, and how you'll know in 90 days whether it worked.
Confidence · adequate
69% of people answered — 442 in total. The company-wide picture is solid. Be a little more careful with the smallest teams than the biggest ones.
Most urgent first, not in score order. Open “why we’re saying this” under any finding to see exactly what triggered it.
When safety alone is low and the rest looks fine, it means people are seeing problems and not saying anything. On a plant floor or a ward, that's an early warning about an incident — and the next piece of evidence you get is usually the incident. The fix is how supervisors react in the first minute after someone brings bad news. It's trainable and it moves fast.
What triggered it. Team Safety is below the green range and at least 8 points under every other area.
Why that matters. Teams where it's safe to speak up report more problems, not fewer — because they're surfacing them rather than hiding them.
The company-wide figure of 41 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.
Look underneath it: Growth & Path is 45, while Recognition & Fairness is 54. Growth & Path is the piece to work on. Aiming at the area as a whole spreads your effort across both and moves neither.
What triggered it. This area scored between 40 and 60 — the amber range.
Look underneath it: Recovery & Reset is 47, while Load & Appraisal is 52. Recovery & Reset is the piece to work on. Aiming at the area as a whole spreads your effort across both and moves neither.
What triggered it. This area scored between 40 and 60 — the amber range.
Look underneath it: Energy & Vigor is 51, while Meaning & Purpose is 59. Energy & Vigor is the piece to work on. Aiming at the area as a whole spreads your effort across both and moves neither.
What triggered it. This area scored between 40 and 60 — the amber range.
2 of the 2 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.
Pick one thing: Learner Safety, inside Team Safety & Cohesion. 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. Team Safety & Cohesion is your lowest area at 41, and Learner Safety at 37 is what's pulling it down.
Verified by. Learner Safety up 5 points or more when you remeasure in 90 days.
Start with Production — 3rd shift 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. Production — 3rd shift is well below the other groups, and a company-wide rollout spends the same money where things are already fine.
Verified by. Production — 3rd shift closes at least half the gap to the company average by the next round.
Train every supervisor on the first minute after someone brings bad news: thank them by name, ask what happened rather than who approved it, fix the problem together, then fix the process. Check a month later whether anything actually got reported.
Owner
Frontline supervisors, sponsored by the operations lead
By when
Within 45 days
Because. Safety is low while everything else looks fine, which means people are seeing problems and not saying anything — and the next thing you hear is usually the incident.
Verified by. Team safety up 5 points or more, and more problems and near-misses reported voluntarily over the same period.
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 69% 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
55/100
Cynicism & Detachment
60/100
Efficacy & Accomplishment
61/100
The Manager Relationship
53/100
Growth & Path
45/100
Recognition & Fairness
54/100
Meaning & Purpose
59/100
Energy & Vigor
51/100
Mattering & Voice
52/100
Vision & Direction
61/100
Coaching & Development
56/100
Empowerment & Autonomy
55/100
Inclusion Safety
45/100
Learner Safety
37/100
Challenger Safety
42/100
Load & Appraisal
52/100
Composure & Regulation
50/100
Recovery & Reset
47/100
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 |
|---|---|---|---|---|---|---|---|
| Production — 1st shift | 180 | 57 | 47 | 56 | 58 | 45 | 54 |
| Production — 2nd shift | 150 | 57 | 39 | 57 | 59 | 27 | 48 |
| Production — 3rd shift | 110 | 49 | 35 | 54 | 56 | 26 | 51 |
| Maintenance | 90 | 58 | 48 | 56 | 54 | 41 | 44 |
| Quality & logistics | 110 | 56 | 50 | 51 | 59 | 44 | 54 |
Same instrument, same people, 2026-06-01 vs 2026-03-02 — 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.
Calder Precision Manufacturing doesn't exist. The six domains, eighteen sub-dimensions and scoring above are exactly what a real respondent completes — take it yourself and see.