The Insights KPIs give you indications of how employees currently perceive leadership, work climate, and engagement. They help make developments visible, identify strengths, and recognise potential areas for action early.
Important: A KPI provides an orientation value and a reason to take a closer look. It does not automatically show why a value turns out the way it does or what measure should follow from it.
🎯 Who is this article for?
This article is intended for managers and HR professionals who want to read and interpret KPI values in the Insights area. Information on the technical configuration of pulse questions can be found in the article Configuring & Managing Evaluations.
⚠️ Important distinction: The KPIs are not intended for the assessment of managers, for target agreements, or for team comparisons. If used in this way, there is a risk that values will be "managed" and lose their informative value.
🔔 Pulse questions & anonymous text field
The KPI values are generated by pulse questions embedded in evaluations. One question is asked per KPI — on Leadership, Work Climate, and Engagement. The rating is based on the scale configured in the evaluation settings.
ℹ️ Note: A single question per KPI provides an initial impression — not a comprehensive or clinically validated measurement. Values should be interpreted with appropriate caution.
ℹ️ Timing of data collection: Pulse questions are asked during evaluations — a moment that can be emotionally charged for employees. This can influence the values and should be taken into account when interpreting them.
Important to know:
Pulse questions are activated by default — if they are not needed, they must be deactivated by the admin in the evaluation settings
When pulse questions are activated, they are mandatory — they cannot be skipped and must be completed by all participants
When pulse questions are deactivated, the three KPIs are visible in the Insights area — but the values remain empty as no data is collected
The anonymous text field
Directly below each pulse question there is a text field where employees can add to or explain their answer. This field is voluntary. The responses are visible in the Insights area next to the relevant KPI.
⚠️ Anonymity and small teams: Although the text field is designed to be anonymous, free-text responses in small teams can sometimes be recognisable due to writing style or specific content. Please keep this in mind when reviewing responses. It is expressly not permitted to attempt to identify the authors of ratings or comments.
📊 Display format & filter options
Display format
Depending on the scale used in the evaluations, the KPI value is displayed differently:
10-point scale → Value is shown as a number (e.g. 7.2 out of 10)
Other scale (e.g. 5-point or custom scale) → Value is shown as a percentage (0–100%)
⚠️ Important: Confirm scale changes
If the scale has been changed or has varied over time — for example older assessments using a 5-point scale and newer ones using a 10-point scale — there is an option in the admin area: "Calculate KPIs in the Insights area on a normalised standard scale (0–100%)." This option must be actively confirmed so that the KPIs remain consistent and comparable across different time periods.
Trend indicator
Below the KPI value, a trend indicator is displayed — an arrow pointing up or down:
Arrow pointing up + green number → The value has increased
Arrow pointing down + red number → The value has decreased
The trend indicator always compares the currently selected time period with the directly preceding period of equal length.
💡 Note: A red arrow does not automatically mean cause for alarm. Small changes are often due to chance, especially with few responses. Only when a pattern emerges across several time periods is it worth looking more closely.
💡 Note on averages: An average can also conceal a divided team — for example when one part of the team gives very high and another part very low values. Always consider the comments and a conversation with the team alongside the numbers.
Filter options
1 month / 3 months / 6 months / 12 months
📊 KPI thresholds
⚠️ Note on thresholds: The following values are practical reference points — not scientifically validated norms. They help to categorise values more quickly, but should not be understood in isolation as a diagnosis or a definitive call to action. A value in the middle or area of concern range does not automatically mean that a problem exists.
For 10-point scale:
KPI | Positive range | Middle range | Area of concern |
Leadership | ≥ 7 | 4–6.9 | < 4 |
Work Climate | ≥ 7 | 4–6.9 | < 4 |
Engagement | ≥ 7 | 4–6.9 | < 4 |
For percentage display:
KPI | Positive range | Middle range | Area of concern |
Leadership | ≥ 70% | 40–69% | < 40% |
Work Climate | ≥ 70% | 40–69% | < 40% |
Engagement | ≥ 70% | 40–69% | < 40% |
ℹ️ The thresholds have been unified — all three KPIs use the same ranges. The percentage conversion is based on a linear normalisation of the respective scale to 0–100%.
💡 How to interpret KPIs correctly
1. Always consider context
A low value does not automatically mean a problem exists. Seasonal fluctuations, restructuring, a change of manager, or other internal and external factors can temporarily influence values. Ask yourself: What is currently happening in the team or organisation?
2. Look at trend and single value together
A single measurement is a snapshot. Only a pattern across several time periods is truly meaningful. Use the filter options and the trend indicator — but interpret small changes carefully, especially with few responses.
3. Consider the number of responses
The fewer responses available, the more individual ratings can influence the overall value. Always consider KPI values together with the number of underlying responses.
4. Read the three KPIs together
Typical patterns:
High engagement + low work climate → ⚠️ Possible risk of burnout: The team continues to show engagement but is experiencing the work situation as burdensome. There is an increased risk of exhaustion — a timely analysis of working conditions is recommended.
Low leadership + low engagement → Perceptions of leadership and engagement may be connected. Further feedback and neutral moderation are recommended.
High work climate + low engagement → A positive atmosphere does not automatically go hand in hand with high engagement. Look more closely at motivation, sense of purpose, or development opportunities.
💡 KPI combinations help to ask the right questions — they do not automatically provide the answer to the cause.
5. Critically question consistently high values
Very high values with few comments can also indicate that employees do not feel safe enough to answer honestly. Psychological safety — the feeling that one can speak openly without fearing negative consequences — is a prerequisite for meaningful feedback.
6. Don't overreact
Not every change requires an immediate measure. Better: notice the value → check context → incorporate feedback → observe patterns → act in a targeted way.
7. Transparency can build trust
A short communication after an evaluation — e.g. "We have looked at your feedback and identified the following topics. We would like to look at these together." — encourages a greater willingness to give honest feedback. Not every piece of feedback needs to immediately lead to a measure. What matters is making it visible that feedback has been noticed and taken seriously.
8. Some causes lie at the organisational level
Not all areas for action can be resolved at team level. Low values can also point to structural factors such as a lack of resources, unclear processes, or insufficient decision-making authority — factors that go beyond the individual manager.
📖 Interpreting qualitative feedback correctly
Comments from the text field provide valuable indications — when read correctly:
Group themes rather than over-weighting individual statements — look for recurring topics, not individual opinions
Keep in mind: Primarily people with strong opinions (very positive or very negative) write comments — the picture is rarely fully representative
Read number and comment together — a single comment alongside a high KPI value has a different meaning than alongside a low one
Reflect themes back rather than quoting — share with the team which topics have come up — without quoting individual statements or making people identifiable
Never attempt to identify authors — this is expressly not permitted and undermines trust in the entire process
🧭 Leadership
The Leadership KPI gives indications of how employees currently perceive leadership.
Orientation of values:
≥ 7 / 70% — Positive range
4–6.9 / 40–69% — Middle range, closer look recommended
< 4 / 40% — Area of concern, in-depth analysis recommended
A low Leadership value does not automatically mean that the manager "leads badly". It initially shows that the current perception of leadership is less positive — possible causes can be varied.
💡 For a low Leadership value, we recommend neutral moderation (e.g. by HR or an external person) — rather than a direct discussion with the manager concerned. This creates a safer environment for open feedback.
Possible measures:
Openly discuss expectations and needs in a team meeting — ideally with neutral moderation
Schedule individual 1:1 meetings to better understand different perspectives
Analyse feedback from the text field for the Leadership KPI (group themes)
Introduce feedback loops (e.g. regular brief conversations)
Consider coaching or training on communication and leadership
Look at best practices from other teams and transfer them where appropriate
⚠️ Escalation path: If comments indicate bullying, harassment, or serious overload, HR or another responsible party must be involved immediately. Such matters must not be handled by the manager concerned alone.
😊 Work Climate
The Work Climate KPI gives indications of how employees currently perceive their work situation and working environment.
Orientation of values:
≥ 7 / 70% — Positive range
4–6.9 / 40–69% — Middle range, closer look recommended
< 4 / 40% — Area of concern, in-depth analysis recommended
A lower work climate can have different causes — workload, collaboration, organisational changes, role distribution, or other framework conditions. The KPI alone does not show which factor is decisive.
Possible measures:
Address pressures and needs in a team meeting
Review feedback in the text field for the Work Climate KPI
Review work processes: Are tasks, roles, and responsibilities clear?
Review workload and available resources
Consider flexible working models where appropriate
Actively promote collaboration and exchange within the team
Make achievements and milestones visible and acknowledge them
Use team-building activities when team dynamics have been identified as a relevant area for action
⚠️ Escalation path: If comments indicate serious overload, bullying, or harassment, HR or another responsible party must be involved immediately.
🔥 Engagement
The Engagement KPI gives indications of how strongly employees currently feel motivated, involved, and connected to their work.
Orientation of values:
≥ 7 / 70% — Positive range
4–6.9 / 40–69% — Middle range, closer look recommended
< 4 / 40% — Area of concern, in-depth analysis recommended
A low Engagement value can have different backgrounds — a lack of development opportunities, low involvement, workload, insufficient recognition, or a lack of sense of purpose. The KPI initially shows a perception — not automatically its cause.
Possible measures:
Openly gather wishes and needs in a team round
Include feedback from the text field for the Engagement KPI
Involve employees more actively in decision-making processes or project design
Show clear development opportunities and prospects
Promote recognition and appreciation in everyday working life
Review workload and resources
Jointly clarify which factors are currently promoting or hindering motivation and engagement
⚠️ Escalation path: If comments indicate serious overload, bullying, or harassment, HR or another responsible party must be involved immediately.
🌟 What to do when values are good?
High KPI values are valuable — and deserve just as much attention as low ones. Recognising and actively maintaining strengths is just as important as addressing areas for action.
When values are consistently positive, it is worth asking:
What are we doing well — and how can we consciously maintain it?
What framework conditions are contributing to these values?
How can we share these experiences with other teams?
💡 Share positive results with the team — appreciation and transparency build trust in the process.
🎯 From metric to the right measure
The measures listed above are possible starting points — not automatic recommendations for action. A low KPI value alone does not show which measure is the right one.
Important: Develop measures together with the team where possible — rather than placing all responsibility on the manager. Employees often know their situation best and are more willing to embrace changes when they have been involved.
Realistic expectations: Changes in KPI values often take several months. Define in advance what you will recognise as an improvement — and give measures enough time to take effect.
Use the following approach as your guide:
1. Notice the value → 2. Look at the development → 3. Check context → 4. Incorporate comments → 5. Understand causes together → 6. Select appropriate measure → 7. Continue to observe the development
This way, KPIs are used not as a pure assessment, but as a starting point for dialogue and continuous improvement.
📋 Feedback rules & dialogue
Feedback around KPI values should be understood as a dialogue — not a one-sided communication. This means: listening, asking questions, and being open to feedback directed at the manager as well.
To keep feedback constructive and helpful:
Descriptive rather than evaluative
Clear and specific
Address behaviours that can be changed
Offer feedback, don't impose it
Give it promptly and consider the emotional situation
Listen and ask questions — feedback is not a one-way street
Enable feedback directed at the manager too — psychological safety goes in both directions
💬 Tips for critical feedback
Critical feedback should be formulated with particular care. A KPI value should not be used as evidence or a reproach.
Instead of:
❌ "Our Leadership value is poor, so we need to improve our leadership."
better:
✅ "We are currently seeing a lower value for the Leadership KPI. We would like to better understand what experiences or needs lie behind it and what we can improve together."
This way, the KPI becomes not a verdict, but a starting point for conversation.