Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Trust Diagnostic Survey Report
R E S U L T S
S U M M A R Y
(This is a sample report. Not all the items
are included.)
Leader: John Doe
Unit: Investment Banking London
Date Created: July 9, 2013
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Introduction
This 62-item on-line survey based on research published in the Harvard Business Review and Oxford University Press measures
trust and elements of organizational trustworthiness. Based on confidential feedback from experts in the organization
(employees), a diagnostic report is produced that provides feedback including trust promoting or inhibiting factors in: strategy,
leadership, culture, HR systems, core operational processes, compliance, and communication.
1 | Trust Diagnostic Survey Report
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Introduction
The report measures the degree of embeddedness of 6 elements of trustworthiness in the organizational system.
The purpose is to learn and increase stakeholder trust over time.
Hurley, Robert F. , Nicole Gillespie, Donald L. Ferrin and Graham Dietz. “Designing Trustworthy Organizations.”
MIT Sloan Management Review. (2013)
2 | Trust Diagnostic Survey Report
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Demographic Overview
The data in this report reflect information provided by 150 colleagues in the Investment Banking unit of Company A.
They were seletected to be as representative as possible of the entire workforce in their unit.
Functional Areas
Supervisory status
Accounting (6%)
Communications (5%)
Customer Service (20%)
Ethics and Compliance (2%)
Engineering (7%)
Finance (8%)
Human Resources (9%)
Internal audit (3%)
Legal (8%)
Marketing (5%)
Manufacturing (10%)
Public Relations (2%)
Research and Development (1%)
Sales (2%)
Ombudsman (8%)
Others (4%)
Geographical Areas
Executive (10%)
Manager (30%)
Supervisor (20%)
Team Leader (25%)
Non-Supervisor (15%)
Age
10%
Europe
50%
North America
25%
Asia
5%
Africa
< 24
yrs old
(5%)
25 - 30
(10%)
31 - 36
(20%)
37 - 42
(15%)
43 - 48
(15%)
49 - 54
(30%)
55 - 60
(2%)
61 - 64
(2%)
Gender
10%
South America
60%
Male
40%
Female
Racial profile
50%
Experience at the company
Non-Hispanic White
Asian or Asian American
30%
10%
5%
3%
2%
More than 20 years
15 to 19
9 to 14
Hawaiian or Other Pacific Islander
Black or African American
Hispanic or Latino
American Indian or Alaska Native
3 | Trust Diagnostic Survey Report
7%
3%
15%
3 to 8
Less than 3
45%
30%
> 65
(1%)
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Trust Summary Report
Employee Trust
75%
Stakeholder Trust
55%
Employee Engagement
65%
Financial Performance
85%
Trustworthiness Factors
Values
Alignment of Interests
Benevolent Concerns
Capability
Prediction/Integrity
Communication
Average By Factor
Average by
Trustworthiness
Factor
Organizational Factors
Mission/Strategy
20
30
40
30
Structure
40
25
80
55
75
55
(All Numbers in Percentages)
4 | Trust Diagnostic Survey Report
Leadership
35
45
25
75
65
45
48
Culture
72
40
25
63
75
65
57
Systems
49
Processes
55
35
45
46
75
35
55
44
39
25
65
58
53
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Trust and Trustworthiness Summary
High trust companies reap many benefits that can lead to competitive advantage
Top Two Box Score Percent
Outcome measures
I can confidently rely on my Company to do what is right
in matters that will affect me.
The business unit I belong to is more trustworthy than
my Company as a whole.
I can confidently rely on my direct supervisor to do what
is right in matters that will affect me.
Stakeholders can confidently rely on the Company to do
what is right in matters that will affect them.
Employees care enough about the company to speak up
if they see something that is wrong.
Employees have a strong commitment to our Company.
In terms of financial performance, my Company is
superior to its nearest competitors.
All in all, I am satisfied with my job.
In terms of meeting stakeholders’ expectations, my
Company is superior to its nearest competitors.
I will probably look for a new job in the next year.
I am proud to be working for this Company.
65
70
Unit
Notes:
5 | Trust Diagnostic Survey Report
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Similarities and Values Congruence
In high trust organizations, employees share a common identity and set of values which create a platform for trust and cooperation.
Top Two Box Score Percent
A1. The mission is embraced by employees.
B8. Leaders hold employees accountable for acting in
accordance with company values.
B11. Leaders regularly talk to people about company
values, our code of conduct and the importance of
ethics and integrity.
C7. The culture reinforces being a socially responsible
organization.
E7. People who join us are taught how we do things here.
65
70
Unit
Diagnostic Comment
and Notes:
A. Mission/Strategy
B. Leadership
C. Culture
D. Structure
6 | Trust Diagnostic Survey Report
E. Systems
F. Processes
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Alignment of Interests
In high trust organizations, there is an alignment of interest across stakeholder groups.
Top Two Box Score Percent
A5. Strategy reflects the interests of all stakeholders,
not just a few.
A6. Employees understand the strategy and where they
fit in its execution.
A8. Changes to strategy always consider the impact
on all stakeholders.
D2. Departments and groups cooperate and work
collaboratively to serve stakeholders.
65
70
Unit
Diagnostic Comment
and Notes:
A. Mission/Strategy
B. Leadership
C. Culture
D. Structure
7 | Trust Diagnostic Survey Report
E. Systems
F. Processes
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Benevolent Concern
High trust organizations demonstrate benevolent concern and care for all stakeholders.
Top Two Box Score Percent
B5. leaders demonstrate by their behaviors that they
care about employees.
B7. Leaders are good at listening to others.
C8. The culture reinforces supporting each other
as a team.
C9. The culture reinforces serving our external
stakeholders before we serve ourselves
65
70
Unit
Diagnostic Comment
and Notes:
A. Mission/Strategy
B. Leadership
C. Culture
D. Structure
8 | Trust Diagnostic Survey Report
E. Systems
F. Processes
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Capability
High trust organizations are competent and deliver on commitments.
Top Two Box Score Percent
D4. Employees are given the resources and equipment they
need to do their jobs.
B15. Leaders carefully consider all types of risks when
making decisions.
C2. The culture reinforces delivering on commitments we
make.
C6. The culture reinforces excellence and being the best at
whatever we do.
C13. Learning and continuous improvement is a way of life.
C14. Innovation and adaptation is managed to avoid rash
moves that might put our reputation at risk.
E6. Critical jobs are filled with competent people.
F3. product and service repair corrects any failures that
might occur.
F4. products and services are carefully tested before they
are launched.
F5. external or third party agents that might affect our
reputation are carefully selected and monitored.
F7. processes that affect stakeholders are monitored so we
learn about failures.
65
70
Unit
Diagnostic Comment
and Notes:
A. Mission/Strategy
B. Leadership
C. Culture
D. Structure
9 | Trust Diagnostic Survey Report
E. Systems
F. Processes
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Prediction/Integrity
High trust organizations are reliable, predictable and practice what they preach.
Top Two Box Score Percent
D6. There are adequate controls and checks to make
sure that no one puts the company’s reputation at risk.
B1. Leaders deliver on their promises.
C1. The culture reinforces living our values with integrity.
E2. There is an effective system for detecting violations
of our values and unethical or illegal conduct.
E4. Employees whose performance is poor are
developed or removed on a timely basis.
65
70
Unit
Diagnostic Comment
and Notes:
A. Mission/Strategy
B. Leadership
C. Culture
D. Structure
10 | Trust Diagnostic Survey Report
E. Systems
F. Processes
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Communication
High trust organizations listen to stakeholders and engage and communicate openly.
Top Two Box Score Percent
D5. Employees are able to report wrongdoing without
fear of retaliation.
B16. Leaders can hear bad news without punishing the
messenger.
C5. The culture reinforces always being candid and
speaking the truth as you see it.
E3. There is frequent and candid upward and downward
communication.
F6. Processes for listening to and responding to all
stakeholders are excellent.
65
70
Unit
Diagnostic Comment
and Notes:
A. Mission/Strategy
B. Leadership
C. Culture
D. Structure
11 | Trust Diagnostic Survey Report
E. Systems
F. Processes
Enterprise
75
80
85
90
95
Copyright © 2013 Dr. Robert Hurley
[SAM P L E ]
Open-ended questions
1. What are the biggest risks of major stakeholder trust violations at your Company?
• Failure to deliver on promises in spite of best efforts on our end
• Higher ups only look at for themselves and the bottom line, like cost cutting and saving and not what is really right for the business.
• Lack of strong leadership / Lack of strategy / Lack of focus
• Inconsistencies with what we tell people we do and what actually is going on behind the scenes.
2. What are the most important things you would change about your Company to make it more trustworthy?
• Lack of a communicated vision.
• Allow employees to be more rewarded on performance and other factors of the job.
• Increase the disclosure and transparency.
• Better faith and reliance on senior management.
Diagnostic Comment
and Notes:
12 | Trust Diagnostic Survey Report