What it measures
Trust explains why the same policy lands well in one team and badly in another. Splitting it into five dimensions shows whether the gap is about leadership credibility, fairness of decisions, or relationships between colleagues.
Fairness is the dimension most sensitive to pay, promotion and workload decisions, so it is often the first to move after a restructure.
Camaraderie
Enjoying the people you work with and feeling welcome.
Credibility
Leaders communicate openly and do what they say.
Fairness
Decisions, pay and promotions are seen as fair and free of favouritism.
Pride
Pride in the work, the team and the organisation.
Respect
People are supported, involved and appreciated.
The 10 questions
Exactly what respondents see, grouped by theme. Each statement is answered on a five-point scale:
Camaraderie
- This is a friendly place to work.
- When someone new joins my team, they are made to feel welcome.
Credibility
- Leaders here generally do what they say they will do.
- I have confidence in the decisions leadership makes.
Fairness
- People are treated fairly here, regardless of who they are.
- Promotions and opportunities go to the people who have earned them.
Pride
- I am proud to tell people I work here.
- I feel genuine pride in what my team accomplishes.
Respect
- I am treated with respect here, regardless of my role.
- My input is genuinely sought before decisions that affect my work are made.
In the live survey, questions are shown one at a time.
How it is scored and kept anonymous
- Each theme’s score is the average of its statements on a 1–5 scale, worked out per person first and then averaged, so everyone counts equally.
- Every score shows a 95% confidence range, so a small team’s result isn’t read as more precise than it is.
- Any team or group with fewer than 5 responses is hidden on every chart and export. Their answers still count in the organisation-wide score.
- Answers are stored against a single-use survey link, never a name or email. Leaders see averages and how answers are spread, never an individual’s answers.
- When you run the survey again, each organisation-wide change is tested for statistical significance and marked as a real change or as noise.
When to use it
Use it annually, or after events that test trust: layoffs, a leadership change, a pay review or a merger.
Research basis
Robert Levering’s model of a great workplace (A Great Place to Work, 1988): credibility, respect and fairness towards leadership, plus pride and camaraderie. Statements are written for this module and are not affiliated with any certification programme.
See what leaders get
The sample report shows a full run of this survey for Meridian Tech Services, a fictional 800-person IT services company with simulated responses, scored by the same engine your organisation would use: scores with confidence ranges, team comparisons, real-versus-noise changes since the last round, and where to act first.
Questions about this survey
Is this a Great Place to Work certification survey?
No. It draws on the same published model of workplace trust, but it is an independent survey with original wording and no certification attached.
Who sees the results?
Leaders see averages and how answers are spread, by team and for the whole organisation. Any group with fewer than five responses is hidden.
Which dimension should we act on first?
The report ranks team and dimension combinations by how low they are and whether they are getting worse, so you can start with the one that matters most.