In 2026, the social climate is no longer a peripheral issue or simply an "HR concern." It has become a strategic management issue, on a par with economic performance, talent retention, and risk prevention. This change is not ideological: it is driven by converging data, profound transformations in the world of work, and growing pressure on collectives.
Today, 84% of French HR directors consider the social climate and QVCT (quality of life at work) to be a strategic priority for the coming years (ANDRH/BCG, 2023). At the same time, a large number of executives believe that psychosocial risks and the social climate represent a major risk for their organization.
The issue is therefore no longer just a "social" one: it is also economic, managerial, and reputational.
Why the social climate has become a strategic indicator for HR in 2026
From vague feelings to structured management
For a long time, the social climate was perceived as something difficult to measure and therefore difficult to manage. In practice, it was often dealt with when an event occurred: open conflict, strikes, mass resignations, prolonged sick leave. This delayed response is no longer tenable.
The European context shows a clear increase in work-related stress: 53% of European employees report that their work-related stress has increased over the last three years (European Agency for Safety and Health at Work, 2022). This stress is not always expressed, but it permeates workplaces and shapes the social climate long before any formal warning signs appear.
What the social climate reveals that traditional HR indicators do not show
Traditional HR indicators (absenteeism, turnover, accidents) remain essential, but they often come after the fact. The social climate, on the other hand, allows us to identify ongoing imbalances, such as loss of commitment, collective burnout, or declining trust.
Globally, only 23% of employees say they are engaged, while 59% say they are "just there" and 18% are actively disengaged (Gallup, State of the Global Workplace, 2023). This widespread disengagement is one of the first signs of a deteriorating social climate, well before "hard" indicators.
What is really meant by "social climate" (and what it is not)
Social climate ≠ psychosocial risks ≠ conflicts ≠ isolated barometer
The social climate should not be confused with psychosocial risks, conflict management, or the results of a QVCT barometer. These elements are components, not equivalents.
A social barometer, for example, is a useful tool, but less than one in two employees whose company has conducted one say they have seen concrete action taken as a result of these surveys (ANDRH/Anact, 2022; Ifop, 2022–2023). Without interpretation and guidance, the tool is not enough to improve the social climate.
A collective, systemic, and dynamic reading
The social climate reflects the quality of the relationship between the organization and its employees, and how work is experienced collectively. It is built up over time, influenced by strategic decisions, management styles, and the company's ability to listen and regulate.
The 5 visible indicators of the social climate
Relational tensions and observable disengagement
A deteriorating social climate often manifests itself in a decline in the quality of exchanges: more tense meetings, declining participation, simmering conflicts. These signs are sometimes dismissed as trivial, even though they reflect an erosion of collective cohesion.
Turnover and team instability
Turnover is a particularly telling indicator. Its cost is generally estimated at between 0.5 and 1.5 years' gross salary per departure, taking into account recruitment, integration, and loss of productivity (Apec/France Stratégie). High turnover, or turnover concentrated in certain teams, rarely has a neutral impact on the social climate.
Absenteeism and work stoppages
In France, the average absenteeism rate reached around 5.5% in 2023, rising steadily since 2019 (Malakoff Humanis, 2022–2023). Even more worrying is that 41% of employees say they have already considered taking time off work without a major medical reason, due to fatigue or professional unhappiness (Malakoff Humanis, 2023).
Formal warnings and declared conflicts
The increase in reports, internal investigations, and open conflicts is a late but clear indicator of a fragile social climate. These situations place significant demands on HR and managers, often in urgent situations.
Visible organizational dysfunctions
Chronic delays, structural overload, unclear priorities, contradictory decisions: these dysfunctions directly affect the work experience and fuel a climate of lasting tension.
The 5 invisible but decisive indicators
Unspoken words and collective self-censorship
Approximately one in two employees does not dare to report a problem with working conditions or management for fear of negative consequences (Ifop for Fondation Jean Jaurès, 2022). This silence is one of the most critical signs of a deteriorating social climate.
Loss of confidence in management
Only 30 to 35% of French employees say they trust their management to act in the interests of employees (Edelman Trust / Great Place to Work France, 2022–2023). This widespread mistrust is causing lasting damage to the social climate.
Collective mental fatigue
Globally, 44% of employees say they often or very often feel stressed at work (Gallup, 2023). This fatigue is not always expressed individually, but it weighs on the entire collective.
Discrepancy between rhetoric and reality
Nearly 60% of European employees believe that their managers underestimate the scale of workplace wellbeing issues (Cisco/Microsoft Work Trend Index Europe, 2022–2023). This disconnect fuels cynicism and disengagement.
Chronic micro-tensions normalized
When everyday irritants become "normal," the social climate deteriorates significantly, without any identifiable triggering event.
Managers: the critical link in the social climate
Management plays a key role. A significant percentage of the variance in team engagement is linked to the quality of the direct manager. However,63% of French managers say they are overworked or under constant pressure ( OpinionWay/Cegos, 2023). Furthermore, they do not feel sufficiently trained to manage situations of discomfort.
This managerial fragility partly explains why more than 40% of European managers are considering leaving their jobs within two years ( Microsoft Work Trend Index, 2023). A positive social climate cannot be sustained without supporting this key link.
Why these signals are still too often read too late
The social climate suffers from a siloed approach: HR, managers, and senior management each have partial information. Furthermore, although tools exist, they often lack a shared framework for interpretation. At the European level, only 22% of employees believe that their company regularly measures the social climate and discusses it openly (Eurofound, 2022).
When to move from monitoring to structured action
Feedback shows that companies that have implemented structured approaches to managing the social climate have seen a decline in warning indicators (absenteeism, conflicts, long-term sick leave) over a three-year period. Conversely, many social crises have been preceded by visible signs 12 to 24 months beforehand, which were ignored or downplayed (Labor Inspection/Ombudsman reports).
What HR and management gain from managing the social climate
A positive social climate is not just a human issue. Companies with high levels of employee engagement are more profitable and have lower absenteeism rates. Conversely, the cost of stress at work is estimated at between €2 billion and €3 billion per year for the community in France (INRS).
Managing the social climate therefore means securing the organization, supporting managers, preserving mental health, and strengthening sustainable performance.
HR/QVCT conclusion
In 2026, the social climate is no longer a "soft" issue. It is a strategic indicator that can be understood, managed, and acted upon, provided that we look beyond the visible figures and adopt a collective and structured approach.
