Understand to steer.
Guides and analyses on organizational steering, without the jargon.
Weak signals, barometers, quality of working life, psychosocial risks: what executives and HR leaders ask us most often.
Social climate at work: definition, indicators and continuous measurement
Social climate is not employee satisfaction, and an annual survey cannot steer it. Definition, collective indicators, continuous measurement and the GDPR framework.
Read the article →Internal employee survey: why questionnaires fail, and how to design useful collection
Most internal surveys produce a report and no decision. What to measure, at what cadence, at which level of aggregation, and what to do with the results within 30 days.
Read the article →Workplace absenteeism: organisational causes, indicators and steering
Absenteeism comes after the tensions. Separating avoidable from unavoidable, tracing organisational causes and crossing indicators without individualising: a steering method.
Read the article →Employee disengagement: early signs, organisational causes and responses
Disengagement sets in through successive withdrawals, long before resignations. Its causes are organisational, its signs collective. What leadership can read and decide in 90 days.
Read the article →Multi-site management: steering dispersed teams without losing sight of the field
The more sites you run, the more head office steers on filtered information. What central steering should read, site by site, and what it should refuse to do.
Read the article →Workload: assessing it objectively at team level, without individual control
Workload is discussed everywhere and measured poorly. How to assess it objectively at team level, without time tracking or individualising, and turn it into a decision.
Read the article →Executive dashboard: which indicators help steer how the organization works?
A useful executive dashboard connects a few collective signals to context, a decision and its verification. Here is a four-part decision brief.
Read the article →Reducing turnover: what happens before the resignation
The turnover rate counts decisions already made. What precedes them plays out months earlier, at team level. How to measure and steer it.
Read the article →Organisational steering: what it means, and how to start
Executive committees steer results with precision, and functioning by intuition. What organisational steering covers, and a method to begin.
Read the article →Social barometers: why they fall short, and what to use instead
A yearly snapshot, declining participation, action plans that stall: the limits of social barometers, and what replaces them.
Read the article →Weak signals at work: detecting them before they cost you
Organizational crises do not erupt: they ripen. What weak signals are, why KPIs miss them, and how to capture them.
Read the article →QVCT in France: employer duties, metrics and continuous steering
QVCT requires more than an annual survey. Learn how to connect French employer duties, collective metrics and operational decisions.
Read the article →Psychosocial risks: moving from reactive prevention to active steering
Psychosocial risk prevention becomes manageable when collective signals, work organisation and accountable decisions are connected.
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