Interpreting The Results

Attain actionable meaning from reports that cut right to the attitudes that drive behaviors.

What's the data mean? How do the numbers translate into behaviors and attitudes? A CoreMedia Safety Perception Survey interpretation and report-out put it all into clear perspective.

Sample Table

Percent Positive and Perception Gaps

Following is an example of a report table; the three "Percent Positive" columns on the left are percent of positive responses. The "Perception Gap" columns on the right highlight the "differences of opinion" between the three personnel levels.

Fielding the survey and tabulating the results without compromising the integrity of the data are necessary elements for any statistical measurement, but the lasting value is derived from the study's meaning. CoreMedia specialists analyze data from each of the safety culture indicators and draw attention to where the improvement is needed. A final report includes an executive summary of key findings and a summary of strengths and weaknesses across specified groups, as well as a table for each of the 99 questions asked.

Data derived from the survey is converted to reports that indicate the condition or "health" of the safety culture: performance, gaps, knowledge, strengths and weaknesses. Each of the 21 Safety Culture Indicators emerges with a "percent positive score" that is measured against the barometer below.

World Class Performance

More than 85% of the sample responded positively.

Strong Performance

Between 70% and 84% responded positively.

Needs Improvement

Between 60% and 69% responded positively.

Needs Immediate Attention

Less than 60% responded positively.

Because the survey is administered to all employees, the scores are broken into three major employee groups, which include management, supervision and all other personnel.

Once the scores have been tabulated, you will receive three scores for each of the 21 Safety Culture Indicators. Using "Supervisor Training" as an example, the category's results are cross-tabulated by personnel segment.

The perceptions between front-line personnel (i.e., "others") and management in the example above indicate significantly different beliefs, which are deemed as possible perception gaps between management and the people they oversee.