The food and beverage benchmark is primarily representative of food, beverage and alcohol production and distribution firms. The employees include a mix of front-office professionals, production and distribution.
~4m
Questions answered
in last 12 months
~50
Organizations
These insights represent ~4m questions answered from ~50 organizations, ranging in size from 30 to 14,200 people, in the last 12 months.
The data meet our criteria as being robust and reliable; unlikely to substantially change over time; and representative of the wider industry. Read more about the methodology.
Data provided by Culture Amp
Food & Beverages
81%
Restaurants
8%
Food Production
6%
Wine and Spirits
4%
Europe
41%
North America
31%
Oceania
25%
Asia
2%
Engaged people are emotionally committed to their organization. These people stay at their organizations longer and are more productive and effective. Successful organizations have more engaged employees.
This is in the bottom 17% compared with other industries.
The average eNPS score for organizations in this benchmark is 14 and is in the bottom 28% compared with other industries.
Engagement is defined through these five industry-standard questions from Culture Amp’s engagement survey template.
I see myself still working at [Company] in two years' time | 63% Same as global average |
I am proud to work for [Company] | 83% 3% below global average |
I rarely think about looking for a job at another company | 52% 3% below global average |
[Company] motivates me to go beyond what I would in a similar role elsewhere | 65% 4% below global average |
I would recommend [Company] as a great place to work | 78% 4% below global average |
People working in Food & Beverage are less engaged than New Tech, Architecture & Planning, Finance, and Technology Science Research.
The highest scoring question for Food & Beverage had 86% of People agreeing that they know how their work contributes to the goals of [company] (-3% compared to overall) while they were generally most positive about Work & Life Blend.
People in Food & Beverage were generally least favourable about Action, and were most negative towards 'I have seen positive changes taking place based on recent employee survey results' with 18% of people disagreeing (+4% above average).
Different things are important to different cultures. If you want to make more of your people engaged then you need to know what is important your people. These questions are most important to keeping people engaged in Food and Beverage organizations.
The leaders at [Company] have communicated a vision that motivates me
The factor this relates most closely to is Leadership
Different things are important to different cultures. If you want to make more of your people engaged then you need to know what is important your people. These questions are most important to keeping people engaged in Food and Beverage organizations.
1 The leaders at [Company] have communicated a vision that motivates me | 64% favorable Leadership |
2 [Company] effectively directs resources (funding, people and effort) towards company goals | 57% favorable Company Performance |
3 [Company] really allows us to make a positive difference | 71% favorable Social Connection |
4 Generally, the right people are rewarded and recognized at [Company] | 54% favorable Feedback & Recognition |
5 I believe action will take place as a result of this survey | 52% favorable Action |
In the short term, 25% of people in this benchmark are thinking of or actually seeking jobs elsewhere (+5% compared to overall) while on a longer time frame, 15% of people see themselves leaving within two years (+3% compared to overall).
The following questions had the biggest impact on whether individuals felt that they were planning to stay at their organization and not actively looking for alternative jobs.
1 Day-to-day decisions here demonstrate that quality and improvement are top priorities | 70% favorable Service & Quality Focus |
2 [Company] effectively directs resources (funding, people and effort) towards company goals | 57% favorable Company Performance |
3 I believe there are good career opportunities for me at [Company] | 62% favorable Learning & Development |
We’ve connected the employee feedback data for each company included in the benchmark with ratings from Glassdoor.com, which is one of the world’s largest job and recruiting sites combined with a growing database of company reviews, CEO approval ratings and more.
Overall Rating | 3.6 stars (-0.2) |
Culture and Values | 3.6 stars (-0.3) |
Work Life Balance | 3.6 stars (-0.2) |
Compensation and Benefits | 3.5 stars (-0.1) |
Career Opportunities | 3.3 stars (-0.2) |
Recommend to Friend | 64.0% (-7) |
CEO Approval | 81.0% (-3) |
Organizations in the Food and Beverage benchmark on average gave 4% of employees access to reports with their survey results. This is below the overall average of 10% and demonstrates that organizations in this benchmark are more likely to share via offline and traditional formats.
An interesting reference point is that the average proportion of managers in organizations is 12-15%, with some industries higher than others (New Tech was closer to 20%).
Global average
10%
Food and Beverage
4%
People in Food & Beverage were much more positive than average regarding Decision Making.
On the lower side, People in Food & Beverage had much lower favorable scores than average in Action, Feedback & Recognition, and Voice.
Below are the most common areas that organizations in Food and Beverage choose to take action on using the Culture Amp platform. Actions varied from changing or iterating on an All Hands meeting, introducing new skip level 1:1s, to introducing an organizational transparency report.
1 At [Company] there is open and honest two-way communication | 58% favorable Collaboration & Communication |
2 I receive appropriate recognition for good work at [Company] | 62% favorable Feedback & Recognition |
3 I believe there are good career opportunities for me at [Company] | 62% favorable Learning & Development |
Insights data provided by Culture Amp.
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