Evidence Gap Scorecard
Complete this scorecard to inclusion evidence, and provide contact details for a possible debrief call.
Part 1 – Context
What is your role?
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Please Select
Executive (other than HR)
CHRO/CPO/HR Director
Manager
Analyst
Other
How large is your organisation?
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Please Select
Under 500 employees
501-2,000 employees
2,001 - 10,000 employees
10,000+
Industry / sector
Please Select
Technology
Healthcare
Financial services
Education
Government
Manufacturing
Professional Services (eg. Legal, Accounting)
Retail
Nonprofit
Other
Part 2 – Scored Assessment
When you present culture or inclusion work to your CEO or board, how do you frame it?
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Primarily as business risk — retention exposure, performance drag, legal or reputational risk, leadership bench weakness
A mix of business case and program activity — some risk language, but anchored in what we are doing.
Primarily in HR or values language — inclusion, belonging, equity, culture health.
I have not presented this formally to the board or exec committee recently.
How precisely can you locate where inclusion risk is concentrated in your organisation right now?
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Very precisely — I can name specific teams, functions, or leaders and the repeating behavior patterns, with data.
Somewhat — I have strong instincts and informal intelligence, but limited clean data to back it up.
Broadly — I know there are problems, but they feel diffuse and organisation-wide.
Not clearly — I rely mainly on engagement survey results or exit interview themes.
How many defensible signals can you put in front of a sceptical CFO or board member right now?
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Three or more clean signals — with corroboration I can stand behind and explain without hedging.
One or two — real signals, but I would hesitate if pushed hard on methodology or sourcing.
Mainly engagement or sentiment data — meaningful internally, but soft under scrutiny.
Honestly, none I would stake my credibility on in a board room right now.
When a leader’s behaviour is creating culture or retention risk, how do you typically address it?
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With documented, observable evidence — specific behaviors, frequency, business impact. Standards they can either meet or not.
With a values or culture argument — language like “toxic,” “psychological safety issues,” or “inclusion gaps.”
I work around it — the leader is politically protected or commercially valuable, so direct action is risky.
I escalate when it becomes a formal complaint or reaches a threshold I cannot avoid.
What does your current “proof of change” look like for board or executive reporting?
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Early leading indicators showing that specific behaviors are shifting in high-risk areas — not just activity.
Program outputs with some outcome data — completions, campaigns run, and engagement trend movement.
A narrative of progress — qualitative stories, leader commitments, and anecdotal momentum.
I do not yet have a structured way to show progress that would survive board scrutiny.
Total Score
Part 3 – Contact Information
Name
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First Name
Last Name
Work email address
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example@example.com
Organisation
In one sentence — what is the biggest pressure you are facing right now on culture or inclusion evidence?
Would you like to book a debrief call?
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Yes
No
Submit
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