How to Use Data to Improve Workplace Culture—Without Losing the Human Touch

Everyone talks about “improving workplace culture,” but few organisations can clearly define what’s wrong—let alone what to do about it.

That’s where data is essential. Too often, culture conversations are dominated by assumptions, anecdotes, and guesswork. But with the right approach, data can shine a light on what really matters, helping leaders move from vague intentions to clear, strategic action—without losing the human side of the story.

Here’s how to use data, not just to understand culture, but to actively improve it.

1. Start by Defining What You’re Measuring

The term “culture” is broad. Before collecting data, ask: what aspects of culture matter most to our people and performance right now? These areas might seem hard to quantify, but using the appropriate tools, it can be quite straight forward.

You might consider exploring:

• Psychological safety
• Leadership behaviours
• Presenteeism
• Inclusion and belonging
• Role clarity and expectations
• Alignment with values or purpose

2. Use Multiple Data Sources

To get a full picture, combine quantitative and qualitative sources. This might include information from wellbeing surveys, exit interviews or turnover data, sick leave and absenteeism, employee focus groups and importantly, rolling out a workplace diagnostic tool to capture psychological safety, levels of burnout and psychosocial risk.

3. Ask the Right Questions—Then Listen Without Defensiveness

Culture data is only useful if it’s honest. That means asking clear, courageous questions—and being open to uncomfortable answers. Having critical conversations requires preparation, possibly training, and a clear understanding of the context that is going to bring out the most openness and authenticity from your people.

Try:

• “Do you feel safe to speak up or challenge ideas in this team?”
• “Do our values show up in day-to-day decisions?”
• “What’s one behaviour you’ve seen rewarded here that shouldn’t be?”

Pro tip: Anonymous channels or externally facilitated sessions can increase honesty.

4. Segment Your Data to Reveal Hidden Realities

Averaged data can hide risk. What looks like a “healthy” culture overall might be masking serious issues in specific teams or demographics. It is important to interrogate the data, and explore different areas. Break down data by department or team, job level (exec, middle, frontline) and gender, cultural background, or other diversity dimensions. This will provide a clearer, truer picture of the areas where focus is required.

Watch for: Big gaps in psychological safety between teams or low scores from specific identity groups. These are cultural fault lines that need focused attention.

5. Make Culture Data Actionable—Not Just Insightful

Knowing what’s wrong is only half the job. Culture improves when leaders act intentionally on what the data reveals.

• Translate data into behaviours: If staff report low trust in leadership, define what rebuilding trust looks like (e.g. more visibility, consistent follow-through).
• Prioritise a few key actions—not dozens of initiatives.
• Involve teams in co-designing solutions; ownership drives change.

Use this phrase often: “You told us this. Here’s what we’re doing about it.”

When considering where to begin with making changes to improve culture, make sure to consider a change management framework. According to SuperFriend’s Thriving Workplace Index workplace data collected between 2022 to 2024, Change Management emerged as the least controlled psychosocial hazard. From the same data source, qualitative insights highlight a consistent theme: a lack of co-design and collaboration - particularly across teams and within hierarchical structures, leading to perceptions of increased workload and lack of transparency.

Remember – the people most impacted might just have the solutions you are seeking!

6. Track Progress and Build a Feedback Loop

Culture change is not a one-time intervention—it’s an ongoing feedback cycle.

• Measure behavioural outcomes (e.g., fewer complaints, improved team feedback).
• Celebrate shifts and be transparent about what’s still in progress- communication is key!

Remember: Culture won’t shift if people don’t see change. Visibility builds credibility.

7. Don’t Lose the Human Side

Data should inform, not replace, emotional intelligence and leadership judgement. Use evidence to support real conversations—not avoid them.

Ask leaders:

• “What do you notice about this data emotionally?”
• “What’s the story behind these results?”
• “What behaviours do we need to model to shift this?”

How leaders communicate their own mental health and wellbeing supports efforts. Thriving Workplace Index data shows that only 42% of employees across Australian workplaces agree that leaders are currently role-modelling this, and it is regularly the lowest-rated metric.

This suggests that many employees perceive a lack of openness or visible self-care among their leaders when it comes to mental health. This is also likely to play a key role in shaping a workplace culture that encourages employees to prioritise their mental health and removing any stigma associated with doing so.

Bottom line: People don’t experience culture through dashboards. They experience it through moments, behaviours, and relationships.

In Summary

Data is your culture strategy’s secret superpower—but only when used wisely. The best workplaces treat culture data like a diagnostic tool—not a scorecard to fear. They listen deeply, act deliberately, and hold themselves accountable.

The result? A culture that’s not just measured—but moved.

Discover how a new workplace diagnostic tool, the Thriving Workplace Index from SuperFriend (a leading not-for-profit mental health organisation) helps you uncover psychosocial risks, track progress, and take action—without losing the human touch.

Check your eligibility for a free Thriving Workplace Index and get started today!