Annual results report
Sample data
Engagement sits at 70/100 (Healthy) with 312 of 358 employees responding (87% participation, +4 pts YoY). The organisation is held up by Purpose (81) and Team Trust (77), but the annual instrument — 35 scored items across 7 dimensions, eNPS, retention intent, and 3 open-text prompts — surfaces three structural risks the quarterly pulses had only hinted at: (1) Workload Sustainability has fallen 9 points YoY to 56, with Cafe Floor and Customer Support more than a standard deviation below the company mean; (2) Manager Effectiveness shows a 22-point spread between the best and worst departments, and 'feedback follow-through' is the single weakest item (3.1/5) across the survey; (3) Retention intent is soft — 28% answered ≤3/5 on 'I see myself here in 12 months,' rising to 41% in Support and 36% in Cafe. eNPS is +14 (Promoters 38%, Passives 38%, Detractors 24%), down 5 pts YoY. The model projects a 4–7 point EI decline next year without intervention, with regrettable attrition risk concentrated in 24 named-cohort employees on the cafe floor and support team. The good news: the data points to a small number of high-leverage moves, most of which cost little and can land inside one quarter.
1. Methodology & Coverage - 312 responses out of 358 invited (87% participation; +4 pts vs last year). - Instrument: 35 scored Likert items (7 dimensions × 5 questions), retention intent, eNPS (0–10), 3 open-text prompts, and an optional free comment. - Departments represented: Cafe Floor (128), Roastery & Production (62), Customer Support (44), Wholesale & Sales (34), People & Finance (18), Marketing (14), Leadership (12). - Confidence: High for Cafe, Roastery, Support, Wholesale. Moderate for People & Finance and Marketing. Indicative only for Leadership (n=12) — read as directional. - Free-text comments analysed: 684 across the 3 open prompts plus the comment field. Sentiment split: 44% positive, 32% neutral, 24% negative. - Comparison basis: prior-year annual (n=287), four most recent quarterly pulses, and the AnimaCulture cross-industry hospitality benchmark (n≈18k).
2. Engagement Index — Dimension Breakdown | Dimension | Score | vs Last Year | vs Benchmark | Band | | --- | --- | --- | --- | --- | | Purpose & Mission | 81 | +1 | +6 | Thriving | | Team Trust | 77 | +2 | +4 | Thriving | | Manager Effectiveness | 69 | -4 | -1 | Healthy | | Growth & Development | 65 | -3 | +2 | Healthy | | Recognition | 62 | -6 | -3 | At risk | | Communication & Voice | 60 | -5 | -2 | At risk | | Workload Sustainability | 56 | -9 | -7 | At risk |
Index weighting: each dimension contributes equally to the headline EI (1/7). Item-level scores are mean Likert × 20 to normalise to 0–100.
3. Dimension Deep-Dives (annual-only item view) ### 3a. Purpose & Mission (81) - Strongest items: "I understand how my work connects to Northbeam's mission" (4.3/5), "I am proud to tell people I work here" (4.2/5). - Weakest item: "Leadership communicates a clear long-term direction" (3.6/5) — the only Purpose item below 4.0, and the place to invest.
3b. Team Trust (77) - Uniformly strong across departments — even low-EI cohorts score above 72 here. Protect this; do not redesign teams.
3c. Manager Effectiveness (69, ▼4) - 22-pt spread between the strongest (Roastery 82) and weakest (Support 60) departments. - Weakest items: "My manager acts on feedback I give them" (3.1/5), "My manager helps me grow" (3.4/5). - 9 comments name specific manager behaviours; 2 of those warrant a confidential skip-level (see §10).
3d. Growth & Development (65, ▼3) - 3+ year tenure cohort scores this at 58 — the classic "what's next" drop-off. - 14 comments ask for a visible career ladder. Roastery asks specifically for a senior-roaster track; Cafe asks for a shift-lead → assistant-manager path.
3e. Recognition (62, ▼6) - 18-pt department spread (Roastery 74, Cafe 56). - 31% of Cafe staff received no recognition in the last 90 days. 49% of Support said the same. - Roastery runs a structured weekly shout-out; nowhere else does.
3f. Communication & Voice (60, ▼5) - Weakest item across the entire survey: "Feedback I share in 1:1s leads to visible change" (3.1/5, 41% disagree). - 11 comments use the exact phrase "black hole." Another 19 describe the same pattern. - Leadership self-rates this item at 4.0 — a 0.9-point perception gap that leaders are unlikely to see without this report.
3g. Workload Sustainability (56, ▼9) - 38% report >5 hours unplanned overtime per week in the last month. - Cafe (49) and Support (52) are the pressure points; Roastery (70) is healthy. - Comments cluster on three causes: (i) two unbackfilled Q1 departures, (ii) the new mobile-order channel adding ~22% volume with no staffing change, (iii) inconsistent break enforcement on closing shifts.
4. eNPS Deep Dive - Overall eNPS: +14 (Promoters 38%, Passives 38%, Detractors 24%). Down 5 pts YoY. - By department: Roastery +36, Wholesale +24, People & Finance +18, Marketing +14, Cafe +2, Support -11, Leadership +50 (self). - Promoter drivers (from comment co-occurrence): mission (mentioned in 61% of promoter comments), teammates (54%), coffee quality and craft (39%), flexibility (22%). - Detractor drivers: workload (62% of detractor comments), feeling unheard (44%), recognition (31%), pay clarity (24%). - Passive-to-Promoter conversion lever: addressing follow-through alone could move 14–18% of Passives based on item-level correlation with eNPS.
5. Retention Intent & Attrition Risk Model - 28% answered ≤3/5 on "I see myself here in 12 months." That rises to 41% in Support and 36% in Cafe. - Model definition of "at-risk": Retention ≤3 AND eNPS ≤6 AND Workload ≤2.5/5. - 24 employees fall in the at-risk pool: 14 Cafe, 7 Support, 2 Wholesale, 1 Roastery. - Replacement cost estimate (using 0.5× annual comp for hourly + 6 weeks ramp): ~£148k if all 24 leave; realistic 90-day exposure ~£55–70k. - Historical base rate: 38% of employees in this risk pattern have left within 6 months in prior cohorts. Intervention has measurably reduced this in past pulses.
6. Department Scorecards ### Cafe Floor (n=128) — EI 60, eNPS +2, Retention 3.3/5 - Lowest scores: Workload (49), Recognition (56), Communication (57). - Highest scores: Team Trust (74), Purpose (76). - Top 3 comment themes: weekend short-staffing (52 mentions), tip-pool clarity (24), no recognition from district managers (19). - Risk: 14 staff in the at-risk pool. This is the single highest-leverage intervention area in the report.
Roastery & Production (n=62) — EI 80, eNPS +36, Retention 4.3/5 - Strongest cohort. Workload sustainable (70), recognition healthy (74), growth perceived (73). - Watch-out: growth dipped 4 pts as the team has stabilised. 5 comments ask for a senior-roaster track.
Customer Support (n=44) — EI 57, eNPS -11, Retention 3.0/5 - Lowest department. Workload (52), Recognition (49), Manager Effectiveness (60). - April ticketing-system rollout cited in 14 comments as poorly trained-for. - 2 comments raise a specific manager-behaviour concern — recommend a confidential skip-level before any team-wide action. - 7 staff in the at-risk pool.
Wholesale & Sales (n=34) — EI 73, eNPS +24, Retention 4.1/5 - Healthy. Sole watch-out is tooling: 11 comments on CRM friction and duplicate data entry.
People & Finance (n=18) — EI 75, eNPS +18, Retention 4.2/5 - Comments positive but flag being stretched during Q1 audit and year-end close.
Marketing (n=14) — EI 72, eNPS +14, Retention 4.0/5 - Healthy; weakest item is cross-functional handoffs with Wholesale.
Leadership (n=12, indicative) — EI 81, eNPS +50, Retention 4.6/5 - Self-reported; expected higher than line staff. The 0.9-pt perception gap on follow-through is the most important signal.
7. Manager Effectiveness Heatmap - 14 managers covered (where n≥3 reports). 4 score ≥80 (top performers, all in Roastery and Wholesale). - 3 managers score ≤55 — concentrated in Cafe districts 2 and 4 and one Support team. - Pattern: top-quartile managers run weekly 1:1s with a written agenda; bottom-quartile managers either skip 1:1s or run them without notes (per comment evidence).
8. Tenure, Demographic & Lifecycle Cuts - <12 months (n=58): EI 75. Onboarding strong, pay fairness weakest (3.2/5). - 1–3 years (n=134): EI 69. Workload weakest. - 3–5 years (n=72): EI 71. Growth & development weakest. - 5+ years (n=48): EI 73. Recognition weakest — long-tenure staff feel taken for granted. - No statistically meaningful variance by gender or by location once department is controlled for. - New-hire NPS (first 6 months): +42 — a strong sign onboarding is working.
9. Open-Text Theme Map Across the 3 annual open prompts plus the optional comment, 684 substantive responses analysed.
| Theme | Mentions | Net sentiment | Departments most cited |
| --- | --- | --- | --- |
| Short-staffing / overtime | 142 | Negative | Cafe, Support |
| Recognition inconsistency | 88 | Negative | Cafe, Support |
| Feedback not acted on ("black hole") | 76 | Negative | Cafe, Support, Marketing |
| Mission & coffee pride | 71 | Positive | All |
| Team / colleagues | 64 | Positive | All |
| Tip-pool transparency | 24 | Negative | Cafe |
| Ticketing-system training | 14 | Negative | Support |
| Career path clarity | 22 | Negative | Roastery (senior), Cafe (shift lead) |
| Flexibility / scheduling fairness | 19 | Mixed | Cafe, Support |
| Pay & benefit parity (30hr vs FT) | 14 | Negative | Cafe |
| CRM / tooling friction | 11 | Negative | Wholesale |10. Year-on-Year Trend | Dimension | YoY | 2-year | | --- | --- | --- | | Purpose | +1 | +3 | | Team Trust | +2 | +5 | | Manager Effectiveness | -4 | -2 | | Growth | -3 | -3 | | Recognition | -6 | -8 | | Communication | -5 | -7 | | Workload | -9 | -12 | | Overall EI | -3 | -4 | | eNPS | -5 | -9 |
The slow decline is consistent — this is a structural drift, not a one-quarter blip. Each of the last 4 quarterly pulses showed Workload and Recognition weakening; the annual instrument confirms it and adds the Manager Effectiveness variance.