Organizational climate and culture measurement
Understanding culture as a mode of relationship facilitates the search for a good work environment. This makes the difference between successful organizations and those that are not.
We accompany the different variables with highly reliable statistics through flexible, parameterizable methodologies tailored to the needs of each company.
This process includes evaluation of engagement and congruence of values,
which gives a comprehensive vision of great contribution.
What is organizational climate?
A good organizational climate makes the difference between successful organizations and those that are not.
The organizational climate is an indicator of the management within the company, it is a clear diagnosis of how the policies, procedures and changes that are implemented are impacting and how the collaborators observe them.
The measurement of the organizational climate enables the establishment of strategies that optimize behavior, encouraging people to work with enthusiasm and effectively. Its results allow us to understand people's actions and reactions, such as responsibility, productivity, respect for rules, policies and commitment.
Measuring it is having an improvement tool that impacts the entire company and the gateway to great innovations in favor of the people.
How to properly manage an organizational climate measurement?
Any process of diagnosing the organizational climate generates a series of expectations in the collaborators throughout the organization, which must be treated appropriately. When the organization surveys its collaborators and asks for their perceptions about different aspects, they ask themselves: what is management going to do with these perceptions? Will it take them into account or not? And if so (what is desired), what changes are going to take place and how do these changes affect them?
Ten steps that you must take into account to measure the organizational climate:
Before measuring the organizational climate, the current situation of the company must be taken into account, it must be considered stable and immediate drastic changes that may be associated with the information from the climate measurement should not be anticipated. It is not advisable to measure the organizational climate after a salary review, followed by major organizational changes or carrying out a performance evaluation, among others.
Based on the above, it is important that the organization take into account before applying the instrument for measuring the climate, the following aspects:
- Make the decision in senior management. The decision to carry out an organizational climate study must be guided by a clear desire for improvement, which must be perceived by everyone in the organization. It is from the Management that the commitment to this process is given.
- Define the population. The most appropriate thing is to consult all the collaborators of the organization. This is a scenario in which all perceptions have the same weight, regardless of their position in the organization chart.
- Define the methodology and the instrument. The security of being able to express an opinion freely, anonymously and confidentially is a condition that cannot be questioned, although it is true that the mere fact of taking the pulse of the institution is already an indication of mature and responsible management , the way to capture the data and the care of the information is fundamental in the objective of measuring the organizational climate.
- Design a communications plan. From the moment of decision-making regarding the measurement of organizational climate, a plan must be built that ensures the understanding of the process, scope, methodology and instrument.
- Engage the leaders. The leaders of the processes are the main actors to generate the environment of trust required so that the collaborators can express themselves freely in terms of their perception of the different variables that make up the organizational climate.
- Have adequate resources. The number of people and the dispersion in work places, as well as the ease of interacting with computers, define the resources that the company must guarantee so that this process is carried out in the best way.
- Share the results. The return of the information is very important; so it is recommended that the entire organization knows the general results. In the case in which it is decided to use segmentations, it must be established what level of information is transmitted to those groups of which there is more detail. Communicating the main results of the study is a sign of transparency, even respect and courtesy. The period elapsed between the application of the instrument (at least at a general level) and their socialization should not exceed a long time; maximum one month.
- Trust the results. Management and process leaders are called upon to give the results the greatest credibility and to assume an open position in the search for improvement opportunities. They must assume with a total or maximum level of transparency the results obtained, regardless of what they are.
- Interpret the results. By measuring the organizational climate, valuable information is obtained from the different populations of the company, headquarters, functional areas, levels of responsibility, among others. Crossing variables and detecting critical points facilitates the adoption of measures and the determination of resources.
- Generate action plans. With the leaders of the processes, the design of clear actions in response to the results should be promoted, determining specific objectives with adequate and clear time horizons.
Our organizational climate measurement includes the engagement measurement. Among the dozens of definitions of engagement, none involve reciprocity. It gives the impression that the concept of Engagement is sustained with a unilateral vision, always referring to the worker or the employee: the Engagement belongs to the employee; The part of the company is never considered, it is as if, in applause, the responsibility was only in one of the two hands.
Congruence in values
For every business leader, it is essential to know if the values promulgated by their organization and that are part of their culture, are understood and exhibited by their collaborators, as they are expected to do.
The Engagement survey provides a dedicated screen for the survey setup to record the values cultivated by the organization, as well as a “question” for each of them. The Engagement survey report presents a special graph to compare what the surveyed personnel think about the real practice of the values registered as belonging to the organization and the rating that the organization itself gives them. From this comparison, an objective criterion on congruence in values is obtained, from which specific actions are derived to optimize said congruence.
Understanding the organizational culture as a way of relationship, between the company and its collaborators, among themselves, with the environment, with the resources ... makes it easier to align efforts in the face of new challenges. In this way, we can identify what is valued, what behaviors accompany the day-to-day actions and perceive the level of commitment of everyone with the company.
Recognizing the current and expected relationship mode allows the design of strategies that facilitate the transition, its strengthening and sustainability over time.
Five objectives in a process of transformation of the organizational culture:
- Accompany the construction of the shared vision of the company.
- Strengthen the role of leaders as agents of change and pillars of the new organizational moment.
- Identify the basic assumptions required and the systems of values and beliefs that support the organizational strategy.
- Recognize the disabling practices and processes for the required transformation.
- Accompany the alignment of the different organizational elements towards the desired culture.
Friendly and secure online survey.
Completely confidential application.
Comparative graphs between different groups.
Easy to interpret reports.
Design of intervention plans based on results.
Accompaniment to populations that require it.
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Remember, a good organizational climate makes the difference between successful organizations and those that are not.