Employees Complete the Assessment
Each person completes Attuned's 55-question forced-choice questionnaire. It measures what a person values at work, which holds steady until something real changes: a promotion, a new manager, a move.
A 10-minute, 55-question assessment that tells each manager which of 11 intrinsic motivators the people on their team need most, and what that means for the next 1:1.
Your engagement survey told you the score moved. It did not tell your managers what to do about it on Monday. Attuned scores each person against a global norm, labels every motivator Need-to-have, Nice-to-have or Neutral, and gives the manager a profile to read before the conversation.
What does this person need from me to do their best work? The survey does not answer it.
Two employees post the same engagement score for opposite reasons: one is starved of autonomy, the other of structure. The survey cannot tell them apart. The manager has to, in a 1:1, with no data.
Attuned scores all 11 motivators for each person and flags the two or three that are Need-to-have, before that 1:1 happens.
| What other tools tell you | Attuned motivation assessment |
|---|---|
| Shows how employees feel | Shows what motivates each employee |
| Produces team-level scores | Produces individual and team motivator profiles |
| A personality test describes how someone tends to behave | Shows what each person needs in order to do their best work |
| A performance review records what someone delivered | Shows the conditions that make the next quarter's delivery likelier |
Each person answers 55 forced-choice questions in about 10 minutes. Attuned scores their relative need for 11 intrinsic motivators from 0 to 100 against a global norm, then labels each one Need-to-have, Nice-to-have or Neutral. The manager gets the profile, and so does the employee, on their own My Motivators page.
Managers learn what each person needs in order to do good work, so the next 1:1 has a subject and the next piece of feedback is phrased for the person receiving it.
The same profile carries into onboarding, into how feedback gets delivered, and into how managers design meaningful work for the people they lead.
From a 10-minute survey to ongoing manager insight that tracks how motivation changes over time.
Each person completes Attuned's 55-question forced-choice questionnaire. It measures what a person values at work, which holds steady until something real changes: a promotion, a new manager, a move.
The results turn into a personal profile that scores each motivator from 0 to 100 and labels it Neutral, Nice-to-have, or Need-to-have.
The profile tells a manager which motivators to aim at, which to leave alone, and where their own motivators differ from this person's.
Motivators shift after a promotion, a new manager, a move. A retake sets the new profile beside the old one and shows the manager which motivator moved.
The assessment is the ten minutes at the start. What managers use week to week is what runs after it.
55 forced-choice questions establish what a person values, scored 0 to 100 against a global norm and labelled Need-to-have, Nice-to-have or Neutral. Retaken after a promotion, a new manager, or a move.
The pulse then tracks whether each of those motivators is being met, reading by reading, so a dip names the motivator it belongs to. Reported with a three-person minimum per team, so no single answer is identifiable.
AI TalkCoach reads the profile and the latest movement, then answers at the scale of one conversation. Ask about one person for a summary of what they value and what to do next, or about two people to see the overlap and the motivator gaps that explain most friction. A daily tip lands in Google Calendar or Outlook before the meeting.
Every established measure of intrinsic motivation is a self-report questionnaire. What separates them is the target: a single task, three universal needs, or the specific job a specific person does.
The Intrinsic Motivation Inventory and the Work Preference Inventory ask how a person experienced a single activity, or which way they lean in general.
The basic psychological needs scales and the Multidimensional Work Motivation Scale read autonomy, competence and relatedness, usually at the level of a group.
Attuned scores relative need across 11 intrinsic motivators, 0 to 100 against a global norm, and writes the result for the manager who has the next conversation.
The best known instrument is the Intrinsic Motivation Inventory (IMI), developed within self-determination theory. The full version runs to 45 items across seven subscales: interest and enjoyment, perceived competence, effort, value and usefulness, felt pressure and tension, perceived choice, and relatedness. Researchers usually field a shorter adapted version, and its authors are precise about the claim: of the seven subscales, only interest and enjoyment measures intrinsic motivation itself. The rest describe the conditions around it.
It was built to assess one target activity in a laboratory experiment. It will establish that a participant found a task absorbing. It stops short of naming which of the 11 motivators is going unmet for this person, and what to say about it in Thursday's 1:1.
The field's original behavioral test for intrinsic motivation was to leave the room. The experimenter announced that the session was over, stepped out, and timed how long the subject kept playing with the puzzle anyway. Elegant, and impossible to schedule around a manager's week. A manager cannot leave the room, so the workplace version has to be a questionnaire everyone can sit in ten minutes.
| Instrument | What it measures | Built for | Typical output |
|---|---|---|---|
| Intrinsic Motivation Inventory (IMI) | One person's experience of one target activity, across seven subscales, 45 items in full. | Laboratory research in self-determination theory. | Evidence that a task felt interesting. No ongoing, per-person picture of the job. |
| Basic Psychological Need Satisfaction and Frustration Scale (BPNSFS) | Satisfaction of autonomy, competence, and relatedness. | Research and diagnostics on need satisfaction. | Which of three universal needs is unmet, usually read at group level. |
| Multidimensional Work Motivation Scale (Gagné et al., 2015) | Six regulation types, from amotivation through to intrinsic motivation. | Cross-country research on work motivation. | How self-directed someone's motivation is, without naming what they value. |
| Reiss Motivation Profile (Reiss, 2004) | 16 basic desires that drive behavior. | Broad life-motivation profiling, usually through a certified practitioner. | An individual desire profile, delivered as a coaching engagement. |
| Work Preference Inventory (Amabile, 1994) | Intrinsic and extrinsic orientation as a stable individual trait, 30 items. | Research on creativity and orientation at work. | Whether a person leans intrinsic or extrinsic in general, without naming which motivator. |
| Attuned's intrinsic motivation assessment | Relative need across 11 workplace motivators, scored 0 to 100 against a global norm. | Managers and HR teams. | A per-person profile, continuous satisfaction tracking, and coaching for the next conversation. |
Attuned has not published a peer-reviewed validation paper, and the table above does not claim one. For the norming history in Attuned's own words, see updating the norm.
IMI subscale, item count, and scope per the Intrinsic Motivation Inventory documentation at selfdeterminationtheory.org. The free-choice measure is Deci (1971); the Multidimensional Work Motivation Scale is Gagné et al. (2015); the 16 basic desires are Reiss (2004).
Attuned worked with psychologists to identify 11 intrinsic motivators that shape how people experience work. Each person is scored against all 11, so two people in the same role rarely produce the same profile.
Motivated by helping others and contributing to others' well-being.
Motivated by independence, freedom, and personal responsibility.
Motivated by challenge, achievement, and winning.
Motivated by recognition, evaluation, and knowing where they stand.
Motivated by financial security, profit, and material outcomes.
Motivated by novelty, creativity, and new ways of solving problems.
Motivated by learning, growth, and skill development.
Motivated by logic, objectivity, and evidence-based decisions.
Motivated by structure, predictability, and clear responsibilities.
Motivated by belonging, connection, and a positive social atmosphere.
Motivated by reputation, respect, advancement, and prestige.
Want a deeper read on the science? See our piece on intrinsic vs. extrinsic motivation.
Attuned helps establish a shared language and rapport between the new employee and their manager. Rather than spending months working through surface-level conversations, this allows a connection to develop more quickly.
Our organization is focused on raising the level of engagement with our employees. And we recognize the connections between Psychological Safety, employee engagement, and innovation.
Six places the profiles get used, and what a manager does differently in each.
The manager opens the profile before the meeting and knows which two motivators to aim at, and which subject reads as a threat this week rather than an opportunity.
A new hire's profile exists before their first 1:1. Josh Moog at Barnett Plumbing put it this way in the case study: the connection develops more quickly, and training and meetings get more tailor-made.
An engagement theme becomes a per-person action, because the pulse shows which motivator is going unmet for whom rather than which department scored low.
With fewer corridor signals to read, the motivator profile and the satisfaction trend are what a remote manager has instead of a hunch.
Attuned surfaces the gap between what a person needs and what the role currently gives them, per person, while there is still time to change the role.
Psychological Safety measurement runs alongside the motivator data on Premium, so you can see where trust is thin before it costs you someone. More on why that shows up on the bottom line.
See how Attuned gives managers individual motivator data they can act on.
Book a demo Read customer storiesDeci, Olafsen and Ryan's 2017 review of self-determination theory in work organizations links autonomous motivation and the satisfaction of basic psychological needs to engagement, performance and well-being at work.
Attuned shares the premise rather than the instrument: motivation that comes from the work itself predicts engagement and performance, and it has to be read per person before a manager can act on it. The 11 motivators are Attuned's own workplace taxonomy, developed with psychologists.
Deci, Olafsen, & Ryan (2017). "Self-Determination Theory in Work Organizations: The State of a Science", Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43Book a demo and we will walk you through a real motivator profile, the manager view, and what the pulse looks like after a few readings. Bring a team you are worried about.