Our culture, measured, not claimed
Ten metrics. Measured every fortnight since 2018. Here are ours.
Most culture advice cannot be checked. This can. These are the ten things worth measuring, what each one actually tells you, and the live scores from inside LINK so you can see the method working before you buy it.
“I have measured my own team every fortnight since 2018, because I would rather hear it in a survey than in a resignation.”
8.9/10
Overall engagement, a record high in 2025, at 91% participation
67
eNPS, where anything above 30 is great, with 70% promoters
2018
Measuring real feedback, every fortnight, since
What each one tells you, and what to do about it.
Measuring is the easy half. The value is knowing which lever moves which number, which is what the third column on each metric is for.
9.0
Relationship with peers
What it measures
Whether people trust the person beside them, feel part of the team, and would choose to work with each other again.
Why it matters
Peer trust is the cheapest performance multiplier there is. Teams that trust each other move information faster, cover for each other and escalate problems early instead of hiding them.
The lever
Rituals beat retreats: shared standups, pairing across functions, and celebrating team wins over individual heroics.
8.9
Ambassadorship
What it measures
Whether your people talk well about the business outside it, and would recommend it as a place to work and buy from.
Why it matters
This is the metric that quietly runs your recruitment and referral pipelines. High ambassadorship means roles fill from your team's networks and clients arrive pre-sold.
The lever
Give people something to be proud of and something to share: visible wins, a clear story about why the business exists, and permission to tell it.
8.8
Relationship with manager
What it measures
Whether people feel heard, supported and fairly treated by the person they report to.
Why it matters
People do not leave companies, they leave managers, and this is the single strongest predictor of whether a good person stays. It is also where leadership development pays back fastest.
The lever
A real one-on-one rhythm, held even when things are busy, plus manager coaching on the conversations they avoid.
8.7
Alignment
What it measures
Whether people understand where the business is going and how their work connects to it.
Why it matters
Misalignment burns effort. Teams work hard on the wrong things, and the cost shows up as missed targets rather than as a culture problem, so it usually goes undiagnosed.
The lever
Repeat the strategy far past the point you are bored of it, and connect it to individual goals in every review.
8.7
Recognition
What it measures
Whether good work gets noticed, named and valued, in a way that feels genuine.
Why it matters
Recognition is the highest-leverage, lowest-cost lever on this list. It moves fast, it costs nothing, and its absence is the most common reason strong performers quietly disengage.
The lever
Build it into the operating rhythm rather than leaving it to whoever remembers: a standing slot, a peer-nomination channel, values-linked praise.
8.6
Happiness
What it measures
How people actually feel about coming to work on a normal day.
Why it matters
Happiness is the lagging indicator that confirms the others are real. It moves slowly, which makes it a good check on whether a culture change stuck or was theatre.
The lever
Fix the friction people complain about twice. Small, visible removals of daily annoyance move this more than perks do.
8.6
Feedback
What it measures
Whether feedback flows in both directions, often enough and safely enough to be useful.
Why it matters
Feedback is the nervous system of a culture. When it stops, problems surface as resignations instead of conversations, and by then the cost is already paid.
The lever
Make it two-way and boringly regular. Leaders asking for feedback first is what makes it safe for everyone else.
8.5
Personal growth
What it measures
Whether people believe they are learning and have somewhere to go in the business.
Why it matters
Ambitious people leave when the ceiling appears, and they are exactly the people you cannot afford to lose. This metric predicts the departures that hurt most.
The lever
Career paths on paper, real budgets for learning, and stretch work handed to people before they are ready.
8.4
Wellness
What it measures
Whether workload, pace and support are sustainable rather than quietly grinding people down.
Why it matters
Burnout is expensive twice: you lose the person and you lose everything they knew. This is also the metric most likely to be masked by high performers who will not complain.
The lever
Watch the leading signals, hours and leave balances, not the survey alone. The award LINK won in 2023 came from taking this one seriously.
8.1
Satisfaction
What it measures
Whether the whole deal, the work, the pay, the conditions and the people, adds up to something worth staying for.
Why it matters
Satisfaction is the composite. When it drifts away from the other nine, something structural is wrong, usually pay, progression or a mismatch between the promise and the job.
The lever
Treat a gap here as a signal to look at structure rather than sentiment. It rarely responds to culture activity alone.
LINK scores from the Officevibe (WorkLeap) platform, most recent pull. Scores move fortnightly and these are published as they land.
A score is a question, not a verdict.
The first thing to look at is not the number, it is the participation rate. A strong score from half the team tells you who answered, not how the team feels.
The second is the gap between metrics. Recognition sitting well below relationship with manager usually means good managers with no system behind them. Satisfaction drifting below the other nine points at something structural: pay, progression or a promise the job does not keep.
The third is movement. One reading is a snapshot; three readings are a story. That is why the cadence matters more than the instrument, and why the answer to a bad score is a change you can measure next fortnight, not a workshop.
Want this running in your business?
An engagement survey sets these ten up for your team, benchmarks the results, and turns them into an action plan with owners and dates. Or start free: the Culture Checkup gives you a directional read in two minutes across the same territory.
Asked every week.
Why publish your own culture scores?
Because a culture consultant who will not show their own numbers is asking you to take it on faith. LINK has measured fortnightly since 2018, the engagement score sits at 8.9 out of 10 and the eNPS at 67, and those numbers are on this page whether they move up or down.
What is a good engagement score?
Most benchmarks put a healthy score around 7.5 to 8 out of 10. Above 8.5 is strong. The number matters less than the trend and the participation rate: a high score from 40% of the team is noise, while a moving score from 90% is signal.
What is eNPS and what is a good number?
Employee Net Promoter Score asks how likely your team is to recommend the business as a place to work, then subtracts detractors from promoters. It runs from -100 to +100. Anything above 30 is considered great, above 50 is excellent. LINK sits at 67.
Do we need software to measure culture?
Not to start. The ten metrics on this page can be run as a simple survey, which is exactly how our engagement survey work begins. Software earns its place once you want fortnightly cadence, trend lines and team-level breakdowns without the admin.
How often should culture be measured?
Fortnightly pulse questions with a fuller survey once or twice a year is the rhythm that works. Frequent enough to catch drift early, light enough that people keep answering.
The Culture Checkup and everything on this site is general information, not professional advice on any specific workplace situation. Results reflect the answers you give and are a starting point for a conversation, not a diagnosis. Outcomes from any program depend on your team and no outcome is guaranteed.