With the completion of PERSENTIS Analytics, an important milestone has been reached. Your employees took the time to provide honest and open feedback. They provided insights that often remain hidden in day-to-day operations. This step alone sets things in motion: people feel heard, noticed, and taken seriously.
Honest feedback is a sign of trust.
…and trust is something you have to earn and maintain.
Now it is crucial to handle this feedback with care. Your employees' feedback is not raw material for quick assessments or hasty conclusions. It is an expression of experiences, expectations and needs. Anyone who takes them seriously shows respect for the people who shared them.
Define confidentiality levels
Before results are shared or discussed, clear rules are needed. Not every piece of information is intended for every level. A clear division into three confidentiality levels has proven effective:
🔒🔒🔒 Level A – Core Team (strictly confidential)
- Only a small circle that manages the process (e.g., management, HR, project managers).
- Sensitive cross-cutting insights are also discussed here.
🔒🔒 Level B – Managers/Department Heads (confidential)
- Each manager only sees the results for their area of responsibility.
- No forwarding of detailed evaluations to third parties.
🔒 Level C – Teams/Employees (transparent, but protected)
- Teams receive selected, clearly presented core messages.
- The focus is on topics, not numbers.
- No tables are shared, no small groups are disclosed, and no comparisons are enabled that could lead to speculation.
- The goal is guidance, not the interpretation of individual voices.
How to read your dashboard
A meaningful interpretation of results from PERSENTIS Analytics always follows the guiding theme of the Psychological Contract: first understand the overall picture, then identify the levers and derive concrete priorities and measures from them.
Starting point: Psychological contract and overall picture
PERSENTIS Analytics primarily measures expectations, fulfillment, and retention in the sense of the psychological contract – meaning the unspoken deal between employer and employees. What is expected, what is experienced, and what keeps people in the company.
When looking at the dashboard, it is recommended to first examine the overall picture of the company. Key figures such as analytics, retention power, the eNPS, and the interplay between engagement and satisfaction provide essential initial orientation.
Reading core metrics
Analytics Score, Attractiveness and Retention Power show how strong the employer brand and the actual loyalty of the employees are overall; they indicate the “temperature” of the organization. eNPS and Engagement vs. Satisfaction help to recognize whether employees are "only" adequately cared for or whether there is genuine enthusiasm for performance and willingness to recommend.
Checking expectations vs. offerings
Now comes the detailed look into the departments. The orientation allows you to see which guiding principles drive your teams (emotional, calculative, growth-oriented). The scale "Degree of Fulfillment of the Psychological Contract" shows both how high the demands and needs of the employees currently are – for example regarding further development, security, or the working atmosphere, and how well the employer meets these expectations from the employees' perspective; this is where the actual tension arises.
Identifying development areas
The degree of fulfillment shows in which areas the psychological contract is well met and where "gaps" exist. Particularly relevant are factors with both high importance (expectation) and low fulfillment: this combination highlights the central development areas with the highest impact.
Our recommendation! Start with two things:
- What is easiest to implement: Begin with small measures that do not require much effort on your part. This way, employees immediately notice that you have taken up the ball and change has begun.
- Where the biggest shortcoming lies: At the same time, tackle the central development area: this is where you can achieve the most impact.
Elaborating top arguments and strengths
- The top arguments make it visible what the employer is particularly strong in from the employee perspective; these points are suitable for sharpening the employer brand and for authentic recruiting.
- Don't just "tick off" strong factors, but consciously cultivate them and use them in your communication – they form the core of the Employer Value Proposition and help with differentiation in the market.
- Analyze differences between departments
- The dashboard allows you to filter and compare all factors by department or other segments, making it clear where specific hotspots or role models are located.
- Areas with positive scores can be used as internal benchmarks and fields for learning by systematically collecting and transferring their success factors.
Contextualize open-ended responses
The open-ended responses provide qualitative background for the key metrics: Why are certain areas viewed critically? What specific examples do employees mention? What ideas and impulses are brought forward? When interpreting, do not overestimate individual statements, but rather look for recurring patterns, imagery, and themes that align with the quantitative results.
Clearly separate responsibilities
Not every area for action falls within the sphere of influence of the individual manager: topics such as further training policy, remuneration, and working time models belong in central functions (HR, management). A clear escalation and feedback path is therefore important: What needs to be decided at the department or company level? Who is the owner? How and by when will the teams be communicated back to about what came of it?
Always approach interpretation as a dialogue
PERSENTIS Analytics provides a data-driven mirror, but does not replace dialogue: results should be discussed with management and leadership and then reflected back to teams. It is important not to frame the interpretation as a search for deficits, but rather as an opportunity to make the psychological contract clearer and fairer, thereby strengthening commitment and performance.
