In times of constant transformation, hybrid environments and increasing demands, organizational culture has become a strategic asset. And its most sensitive indicator – although often underestimated – is the work climate. A good climate not only improves people’s experience, it also promotes business results. When this is neglected, the effects are silent but devastating: demotivation, covert resignations, loss of productivity and deterioration of commitment.
Why is the weather so relevant? The data speak for themselves. According to a study of Galluporganizations with positive climates record 21% more profitability and 41% less absenteeism. For its part, McKinsey & Company He has shown that teams with high engagement and inclusive leaderships can be up to 50% more productive. In Latin America, Great Place To Work He points out that companies with the best climate double the talent retention capacity against the average market.
Even so, many companies do not perceive alert signals until the deterioration is evident. What symptoms anticipate an organizational climate in crisis? Increases in absenteeism, high rotation, persistent complaints in instances of feedback, conflicts between areas, stress peaks and even uncomfortable silences in meetings are indicators that should not be underestimated.
The solution requires a strategic approach based on three pillars: measure, listen and act:
- Measure: Without data there is no management: The first step is to clearly define the values and culture that you want to build. From there, apply periodic climate surveys – individual, anonymous and with professional analysis – allows obtaining an accurate diagnosis. These measurements should be made at least once a year, although in accelerated change contexts they may be required more frequently.
- Listen: go beyond the form. Doing doing it true implies opening genuine spaces for dialogue. Meetings between leaders and collaborators, focus groups and exit or income interviews are key tools to capture perceptions that surveys do not always reveal. But the essential thing is that those who listen are prepared to do it without defensive.
- Act: convert listening instead. The climate improves when people perceive that their voice generates impact. It is not about implementing great reforms, but about showing visible responses. If the need for greater feedback arises, then we must establish clear practices to offer it. If the problem is the workload, mechanisms to redistribute tasks or adjust objectives should be sought. The lack of action, on the other hand, only reinforces distrust.
Today more than ever, people seek to work in environments where they feel valued, heard and cared for. Competitiveness is no longer measured by products or margins, but also by the ability to generate positive and sustainable work experiences.
The organizational climate is, in short, a true emotional thermometer. And like every thermometer, its function is to anticipate – not react late. Therefore, if you will lead teams, you manage talent or simply want your work environment to be healthier, start with this key question: How do you feel your people at the beginning of every day?
A good weather is not just a “pleasant atmosphere.” It is a strategic factor that directly impacts the results, innovation and permanence of talent. It is undoubtedly a competitive advantage that no company can afford to ignore.
*Cyntia POGG is a leader of HR solutions and talent management specialist
By Cyntia Poggi
