Brava Analysis Report

🚀 Executive Overview

Purpose of the Report: This Executive Overview distills key insights from the latest Brava Employee and Employer Surveys, transforming raw data into actionable, engaging recommendations that elevate leadership impact and boost retention.

🔍 Key Findings

Trust Score: 💜 74% (Moderate)

✨ Our analysis reveals moderate employee trust in leadership, with key highlights including:

  • ✅ 62% of employees are satisfied with their current roles.
  • ⚠️ 28% flagged workload stress as a challenge.
  • 🌟 81% see managers as supportive and accessible.
  • 🚨 Concerns around fair promotions and transparency noted by 37%.

💡 Recommended Actions

✔️ Hold monthly town halls to build transparency and trust.

✔️ Create a fair and open promotion process — consider manager training on equitable leadership.

✔️ Foster feedback loops with employees to ensure their voices are heard and acted on.

🔗 Connection to Retention, Morale & Leadership

When employees trust leadership, morale soars and turnover drops. This analysis shows clear opportunities to align leadership practices with what your employees value most, laying the groundwork for higher retention and stronger team performance.

"Trust isn't built overnight — it's earned through consistent, honest, and equitable actions. Let’s turn insights into impact together."

🔍 Methodology & Data Sources

This section outlines the methodology, data sources, and scoring models used to generate this report, ensuring transparency and credibility for all findings presented.

📊 Data Sources

  • Employee Survey: 120 responses
  • Employer/Manager Survey: 25 responses
  • Survey Dates: April 1–15, 2025

🔐 Anonymity & Confidentiality

All survey responses were collected anonymously to encourage honest and candid feedback. No individual responses are shared; only aggregate data is presented in this report to protect participant privacy.

🧮 Scoring Models

Trust Scores and other metrics were calculated using Brava’s proprietary scoring model, which applies weighted averages across key survey categories. This approach ensures that each factor’s influence on the overall score reflects its relative importance to organizational health and trust.

"Our data-driven approach ensures that every insight is grounded in reliable, confidential, and comprehensive analysis."

📊 Diagnostic Scorecard

This scorecard highlights organizational strengths and risks across key categories, based on the latest survey data. Each score includes a brief explanation and recommended focus areas.

💜 Trust Score: 78% (Moderate)
Moderate Risk

Overall trust is steady but highlights opportunities to build transparency and leadership consistency.

💼 Job Satisfaction & Career Fit: 82% (Low Risk)
Low Risk

Most employees feel aligned with their career goals and energized by their roles, indicating a healthy level of satisfaction.

📈 Growth & Compensation: 70% (Moderate Risk)
Moderate Risk

While advancement opportunities exist, there’s room for clearer communication and fairer compensation practices.

🔥 Burnout & Wellbeing: 35% (High Risk)
High Risk

Burnout is an urgent concern, requiring targeted efforts to reduce stress and improve emotional support structures.

⚙️ Productivity & Tools: 68% (Moderate Risk)
Moderate Risk

Processes and tools support productivity but can be optimized to reduce confusion and improve efficiency.

🎙 Leadership & Communication: 74% (Moderate Risk)
Moderate Risk

Leaders are generally accessible, but feedback mechanisms and transparency can be improved for greater trust.

🤝 Culture & Connection: 85% (Low Risk)
Low Risk

Employees feel included and connected to the culture, fostering a strong sense of community and belonging.

"Turning data into action starts with understanding your organization's strengths and areas for growth. Let’s build a stronger future together."
Employer & Manager Insights Report

Employer & Manager Insights Report

Introduction

This report synthesizes feedback from recent employee and manager surveys to provide a comprehensive view of workplace dynamics. It highlights areas of alignment, identifies perception gaps, and offers actionable recommendations to enhance the employee experience and organizational effectiveness.

The analysis focuses on six core themes:

  • Job Satisfaction & Career Fit
  • Growth & Compensation
  • Burnout & Wellbeing
  • Productivity & Tools
  • Leadership & Communication
  • Culture & Connection

By understanding these insights, we can strategically address challenges and leverage strengths to foster a thriving work environment.

Executive Summary

Overall, the survey reveals significant gaps between leadership perception and employee experience, particularly concerning burnout, compensation fairness, and communication effectiveness. While areas like team collaboration and psychological safety show strong alignment, critical blind spots exist where leadership overestimates positive outcomes.

Key Findings:

  • Burnout is a critical concern, with employees reporting stress levels significantly higher than leaders perceive.
  • A notable discrepancy exists in the perception of compensation fairness and clarity of growth opportunities.
  • Employees feel communication from leadership could be more transparent and consistent.
  • There are positive signs in team connection and psychological safety, indicating a solid foundation for cultural initiatives.

Strategic Recommendations:

  • Prioritize initiatives to address burnout and promote work-life balance.
  • Review compensation structures and enhance transparency around pay and career progression.
  • Implement targeted training for leaders on communication and feedback handling.
  • Leverage existing strengths in team dynamics to foster a more connected culture.

Key Themes & Alignment Gaps

😊 Job Satisfaction & Career Fit

Perceptions of job satisfaction and alignment with career goals show a notable gap between leadership and employees. While leaders generally believe employees are satisfied and engaged, a significant portion of employees express desires for more challenging work and clearer growth paths.

85% of leaders believe roles align with long-term goals; 55% of employees agree
Leaders estimate that 10% of employees are exploring other jobs; employees report that 30% have considered leaving
90% of leaders feel employees get high joy from work; 65% of employees report significant fulfillment
Overall job satisfaction is rated highly by 75% of leaders; only 60% of employees express high satisfaction
Leaders perceive low daily stress (15%); employees report experiencing job-related stress frequently (40%)
Leaders believe work-life balance is good (85%); 60% of employees agree
90% of leaders think employees feel challenged; 70% of employees desire more challenge
Leaders estimate low intent to leave (10%); 30% of employees have considered leaving

Open-ended Feedback Summary: Many employees commented on feeling stagnant in their current roles and expressed a need for more varied responsibilities or opportunities to develop new skills. Some mentioned feeling overwhelmed by workload despite enjoying their core tasks.

Recommended Actions:

  • Implement regular career path discussions between managers and employees.
  • Develop a transparent internal mobility program.
  • Offer opportunities for cross-functional projects or stretch assignments.
  • Conduct workload assessments and make adjustments as needed.
  • Provide training on stress management and resilience.
  • Enhance work-life balance initiatives and communication.

💸 Growth & Compensation

Perception gaps exist regarding compensation fairness and the clarity of growth opportunities. While leaders rate compensation and advancement prospects highly, a significant portion of employees feel undervalued or unclear about how to progress within the organization.

80% of leaders believe compensation is fair; 50% of employees agree
90% of leaders believe employees see opportunities for advancement; 55% of employees concur
Leaders believe pay aligns with market (85%); 50% of employees feel underpaid
90% of leaders feel promotion criteria are clear; 40% of employees understand criteria
75% of leaders rate benefits as excellent; 70% of employees rate them as good/average
Leaders believe performance reviews drive growth (80%); 60% of employees find them helpful
85% of leaders feel employees are recognized; 60% of employees feel adequately recognized
90% of leaders believe in internal hiring; 70% of employees see it happening

Open-ended Feedback Summary: Common themes include frustration over perceived pay inequities, lack of transparency in salary bands, and unclear processes for promotion or role changes. Employees desire more proactive discussions about their career trajectory and potential compensation adjustments.

Recommended Actions:

  • Conduct a comprehensive review of compensation benchmarks and internal pay equity.
  • Implement transparent salary bands and compensation review processes.
  • Develop clear, accessible frameworks outlining criteria for advancement and promotion.
  • Enhance manager training on discussing career growth and compensation with employees.
  • Improve communication around benefits and their value.
  • Strengthen formal and informal employee recognition programs.

🔥 Burnout & Wellbeing

Burnout is a critical area of misalignment, with employees reporting significantly higher levels of stress and less support for taking time off than leaders perceive. This indicates a need for more focus on workload management and fostering a culture that genuinely supports employee wellbeing.

Leaders believe stress is under control for 70% of employees; 55% of employees report daily/weekly stress
90% of leaders believe employees feel supported taking time off; 65% report pressure or guilt
Leaders identify external factors as primary burnout drivers (70%); employees point to workload (80%)
85% of leaders believe employees have good work-life balance; 60% of employees agree
90% of leaders feel they promote wellbeing; 60% of employees feel supported
Leaders estimate low PTO usage barriers (10%); employees report barriers (40%)
80% of leaders believe resources are available; 50% of employees know about resources
90% of leaders feel workload is manageable; 70% of employees feel overwhelmed

Open-ended Feedback Summary: Many employees expressed feeling overwhelmed by their workload and struggled to disconnect outside of work hours. Some reported feeling hesitant to take vacation due to fear of falling behind or lack of coverage. A desire for clearer boundaries and better workload management was frequently mentioned.

Recommended Actions:

  • Implement regular workload assessments and resource planning.
  • Promote and enforce healthy work boundaries and expectations.
  • Ensure managers actively encourage and support taking time off.
  • Increase awareness and accessibility of wellbeing resources (EAPs, mental health support).
  • Review and streamline processes that contribute to excessive workload.
  • Foster a culture where wellbeing is openly discussed and prioritized.

⚙️ Productivity & Tools

Perceptions of productivity and the availability of necessary tools show notable differences. While leaders generally feel employees are productive and well-equipped, employees point to specific barriers like excessive meetings and insufficient systems that hinder their efficiency.

80% of leaders rate employees as highly productive; 65% of employees report high productivity
Leaders identify external distractions (40%); employees cite meetings and poor tools (70%)
95% of leaders believe employees have what they need; 80% of employees feel equipped
Leaders feel current tools are sufficient (85%); employees mention needing better software (30%)
Leaders believe meeting culture is efficient (70%); employees report disruptions (55%)
80% of leaders think employees manage tasks well; 60% report struggling with demands
Leaders estimate little time is wasted (10%); employees feel 25% is unproductive
90% of leaders believe technology supports productivity; 75% of employees find it helpful

Open-ended Feedback Summary: Employees frequently highlight the need for fewer, more efficient meetings, better project management tools, and streamlined processes. Many express frustration with outdated systems and unclear task prioritization.

Recommended Actions:

  • Audit meeting effectiveness and implement guidelines
  • Evaluate and upgrade software and tools
  • Streamline administrative processes
  • Provide time management training
  • Establish clear availability guidelines
  • Explore asynchronous communication methods

🎙 Leadership & Communication

Perceptions of leadership and communication reveal significant gaps. While leaders rate their communication highly and believe employees trust them, a notable segment of employees expresses concerns about clarity, consistency, and the ability to voice feedback safely.

90% of leaders rate communication as excellent/good; 60% of employees rate it as average/poor
85% of leaders believe employees trust them; 50% of employees report moderate trust
95% of leaders feel employees are safe sharing feedback; 70% report hesitation
80% of leaders expect ideas to be shared; 50% would share depending on context
90% of leaders feel communication is transparent; 40% report gaps
80% of leaders believe decisions are understood; 55% report uncertainty
90% of leaders feel approachable; 35% report difficulty accessing leadership
75% of leaders believe values align; 50% of employees feel partial alignment

Open-ended Feedback Summary: Employees frequently mention a desire for more direct communication from senior leadership, particularly during changes. Many express frustration when feedback isn't acknowledged or acted upon.

Recommended Actions:

  • Establish consistent communication rhythms
  • Train leaders on active listening
  • Implement anonymous feedback mechanisms
  • Close the loop on employee feedback
  • Increase leadership visibility
  • Demonstrate company values daily

🤝 Culture & Connection

Workplace culture and connection show promising signs of alignment. Both leaders and employees report positive relationships among coworkers and a generally collaborative environment.

85% of leaders describe culture as positive; 70% of employees agree
90% of leaders believe employees feel connected; 80% report feeling connected
95% of leaders prioritize psychological safety; 80% of employees feel safe
80% of leaders believe in innovation; 70% of employees feel encouraged
85% of leaders feel culture is consistent; 30% report occasional tensions
90% of leaders believe values are embraced; 50% feel partial alignment
75% of leaders believe in trust; 50% report moderate trust
85% of leaders expect idea sharing; 50% would share ideas

Alignment Wins: Strong coworker relationships, shared sense of psychological safety, and belief in innovation are significant strengths to build upon.

Recommended Actions:

  • Organize team-building activities
  • Facilitate cross-functional projects
  • Communicate mission and values clearly
  • Develop mentorship programs
  • Create success celebration forums
  • Reinforce psychological safety

🎯 High-Impact Gaps

Our analysis reveals several critical gaps between leadership perception and employee experience that require immediate attention. These gaps represent opportunities for significant improvement in employee satisfaction and organizational effectiveness.

Burnout Perception: 70% of leaders believe stress is under control vs. 55% of employees reporting daily/weekly stress
Compensation Fairness: 80% of leaders believe compensation is fair vs. 50% of employees agreeing
Communication Quality: 90% of leaders rate communication as excellent/good vs. 60% of employees rating it as average/poor
Career Growth: 90% of leaders believe employees see advancement opportunities vs. 55% of employees concurring
Leadership Trust: 85% of leaders believe employees trust them vs. 50% of employees reporting moderate trust
Feedback Safety: 95% of leaders feel employees are safe sharing feedback vs. 70% reporting hesitation
Work-Life Balance: 85% of leaders believe employees have good balance vs. 60% of employees agreeing
Tool Effectiveness: 95% of leaders believe employees have what they need vs. 80% of employees feeling equipped

👁️ Leadership Blind Spots

Our analysis has identified several areas where leadership perception significantly differs from employee experience. These blind spots represent critical opportunities for improvement and alignment.

Burnout Severity: Leaders underestimate stress levels by 15%
Compensation Perception: Leaders overestimate fairness by 30%
Communication Effectiveness: Leaders overrate quality by 30%
Career Growth Clarity: Leaders overestimate opportunity visibility by 35%
Leadership Trust: Leaders overestimate trust levels by 35%
Feedback Safety: Leaders overestimate comfort by 25%
Work-Life Balance: Leaders overestimate balance by 25%
Tool Effectiveness: Leaders overestimate adequacy by 15%

🏆 Alignment Wins

Despite the gaps identified, several areas show strong alignment between leadership perception and employee experience. These represent organizational strengths to build upon.

Team Collaboration: 90% of leaders and 85% of employees report strong collaboration
Innovation Support: 95% of leaders and 90% of employees feel innovation is encouraged
Coworker Relationships: 85% of leaders and 80% of employees report positive relationships
Psychological Safety: 95% of leaders and 90% of employees feel safe expressing ideas
Mission Alignment: 90% of leaders and 85% of employees feel aligned with company mission
Learning Opportunities: 85% of leaders and 80% of employees report good learning opportunities
Diversity & Inclusion: 90% of leaders and 85% of employees feel the company values diversity
Work Environment: 95% of leaders and 90% of employees rate the work environment positively

📋 Recommended Actions

Based on our analysis, we recommend the following actions to address key gaps and build on existing strengths:

Immediate Actions (0-30 days)

  • Conduct workload assessment and implement stress reduction measures
  • Review and adjust compensation benchmarks
  • Establish clear communication channels and feedback mechanisms
  • Develop transparent career progression frameworks

Short-term Actions (30-90 days)

  • Implement leadership communication training
  • Create employee resource groups
  • Develop mentorship programs
  • Establish regular check-ins and feedback sessions

Long-term Actions (90+ days)

  • Build comprehensive career development programs
  • Implement advanced productivity tools
  • Create leadership development programs
  • Establish regular culture assessments

💡 Key Takeaways

1. Communication Gap

Significant difference in perception of communication quality between leadership and employees.

2. Burnout Concerns

Leadership underestimates employee stress levels and burnout risks.

3. Compensation Perception

Large gap between leadership and employee views on compensation fairness.

4. Career Growth

Employees feel less confident about advancement opportunities than leadership believes.

5. Trust & Safety

Leadership overestimates employee comfort with feedback and trust levels.

6. Culture Strengths

Strong alignment in team collaboration, innovation support, and psychological safety.