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Culture Audit Management Survey

Content and benefits of the Culture Audit

The Culture Audit provides you with a systematic orientation as to which areas of your workplace culture require action. The focus is on the management and HR perspective. The Culture Audit is conducted in the form of a questionnaire consisting of two parts: facts and figures and general information about the organization on the one hand and open questions about the nine dimensions of workplace culture on the other.

The Culture Audit gives you a clear overall picture of your organization, the prevailing culture, processes and the quality and success of your measures compared to other companies of your size. Typically, the Culture Audit is part of the Great Place to Work® certification, but it can also be used separately as an external quality control tool.

The Culture Audit consists of two parts:

Part One: Facts, figures and general information about the organization

The first part of the culture audit is intended to provide a deeper understanding of the organization and its human resources work. This makes it clear what the company and employee structure is like. The more information provided in the first part, the more individually the organization can be evaluated.

Part Two: Open questions on the 9 dimensions of workplace culture

In the second part, organizations are given the opportunity to describe the measures in the 9 dimensions of workplace culture in more detail. This part is central to the evaluation of employer attractiveness. Therefore, the more clearly and in detail the measures and processes are described, the more precisely the individual character and workplace culture of the organization can be determined. Accordingly, sufficient time should be invested in this part.

9 dimensions of successful workplace culture in the Culture Audit

The Culture Audit is analyzed according to the 9 dimensions of successful workplace culture according to the Great Place to Work® Giftwork Model. This model contains the three core areas of "achieve goals better" (inspire, inform, listen), "encourage performance" (recognize, develop, show care) and "form a strong team" (integrate, celebrate, participate). For each core area there are three sub-areas, the shaping of which makes for a successful workplace culture. The focus is always on trust in the employees as the basis.

What the individual design areas contain:


  • The way in which corporate values are dealt with
  • Participation in the examination of corporate values
  • Appreciation of employee performance


  • Access to information in the company
  • Information policy and information flow


  • Handling feedback and conflict situations
  • Inclusion and perception of feedback


  • Measures for recognition of employees
  • Possibilities of creating recognition


  • Further education and training concepts
  • Employee-specific development measures


  • Work-Life-Balance Support of organizations
  • Corporate health management


  • Procedure, structure and design of the recruitment process
  • Integration measures for new employees


  • Occasions and events for successes
  • Promotion of team spirit


  • Social commitment of the organization
  • Opportunities for employees to engage in charitable activities

Evaluation of the Culture Audit

The evaluation of the Culture Audit questionnaire is based on fixed assessment criteria. Taking into account the information in the first part of the culture audit (the facts, figures and general information), organizations are evaluated according to qualitative evaluation standards according to their industry and company size. This ensures the comparability of different structures, company sizes and industries. The answers from the second part (on the 9 dimensions of successful workplace culture) are assessed not only by the quantity of measures, but also by the quality of the implemented programs. Employee orientation is central to Great Place to Work®.

Layout and additional information in the Culture Audit

Additional material for a better illustration of measures and for a more realistic impression of concepts is welcomed. This includes, for example, guidelines for job interviews or descriptions of recruiting processes. It could also include an overview of the range of further training or personal development measures being offered. Of course, photos of events and team activities also help to make the workplace culture clearer. Companies are free to choose the individual layout of the Culture Audit.

Evaluation criteria:

Variety of measures

It is examined whether and how many measures are offered in the various subject areas and how wide their scope is.

Originality of the programs

It is examined whether the measures and programs have an individual, company-specific character.

Involvement of employees

The access of employees to the measures, the involvement of employees in the design and communication of the measures - and whether target group-specific measures have been designed - are checked.

Human touch

It is examined whether the measures contain a humane or cordial note, whether the well-being of the employee is the central concern and how generous they are in their design.

Consistency and basic concept

It is checked whether the measures reflect the company's values, objectives or vision and whether they are linked by a coherent concept.

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