Social barometer: when a small detail can be costly

"What gets measured improves. What gets ignored always ends up costing more." — Peter Drucker, American professor and consultant in business management.

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Lea runs a dynamic SME in the service sector. In 2022, she notices that some of her employees seem less motivated. There are slightly more absences, fewer conversations, and a subtle but real turnover. She thinks it's just a passing phase.

A few months later, the result is quite different: deterioration in the working atmosphere, decline in quality, 6% increase in absenteeism, 3 strategic departures, €30,000 in unforeseen costs.

This scenario is far from isolated. These "minor deviations" are actually valuable warning signs that can be identified using a simple but powerful tool: the social barometer.

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What is a company social barometer?

The social barometer is an assessment tool that takes the pulse of an organization. It is designed to measure how employees feel about their working environment. It can also be referred to as the internal social index. It is not a simple survey or one-off questionnaire. It is a structured system that aims to track changes in the social climate over time.

The foundations of the social barometer

A structured approach

The social barometer is based on an anonymous questionnaire sent to all employees. It is tailor-made in collaboration with the company to ensure that the questions addressed respond to its specific challenges. In this sense, the questionnaire can cover a wide range of topics: overall satisfaction, management quality, recognition, internal communication quality, workload, work-life balance, career prospects, sense of belonging, and commitment.

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The responses are then analyzed statistically, but also qualitatively, using the verbatim comments left by employees.

It is a good idea to do this on a regular basis. It can be done every year or every two years, for example. This allows you to track changes and identify trends.

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The social barometer provides a comprehensive and collective overview. It highlights shared feelings.

Unlike a one-off survey, the internal social index is a long-term measure. It becomes a strategic indicator, just like financial indicators.

A tool for all levels of the organization

The internal social index does not only benefit management or the HR department.

• For managers, it provides accurate data on the status of their teams.
• For employees, it provides a secure and confidential space for expression.
• For employee representatives, it provides a factual basis for dialogue.

In this way, it becomes a unifying tool that improves trust and enhances transparency.

A logic of continuous improvement

The goal is not to simply record the results in a report. Each edition of the barometer allows us to measure the effectiveness of the actions implemented and correct any flaws.

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The major benefits of the social barometer

Detecting weak signals

A social climate rarely deteriorates overnight. The first warning signs are often subtle. They may include a slight increase in absenteeism, a subtle decline in motivation, or a slowdown in communication between teams. Without the right tools, these micro-changes go unnoticed.

The social barometer acts like a radar. It picks up these weak signals and alerts management before they turn into major problems. What was once a minor issue can, without follow-up, become a costly crisis.

Reducing the cost of turnover

Staff turnover remains one of the biggest expenses for companies. Voluntary departures result in recruitment and training costs, as well as a temporary loss of productivity.
According to Hays, the cost of a bad hire (departure within 12 months) results in an average of between €45,000 and €100,000 in direct and indirect losses for the organization. This shows the importance of anticipating.
The internal social index detects frustration or loss of motivation well before resignation. By acting quickly, the company reduces the risk of mass departures and retains its key talent.

Preventing psychosocial risks

Stress, excessive workload, lack of recognition, and internal conflicts are all psychosocial risks. They have a profound impact on employees, causing anxiety, burnout, and disengagement.
But their financial impact is just as significant. According to the INRS, stress at work costs France between €2 billion and €3 billion each year. The institute also estimates that 50 to 60% of lost working days are linked to ill-being.

The social barometer highlights stress factors before they become overwhelming. By identifying teams in difficulty, the company can adjust workloads and strengthen managerial support. This avoids the costs associated with prolonged sick leave or litigation.

Boost engagement and productivity

An engaged employee is motivated, creative, and loyal to the company. A Gallup study shows that engaged employees are 21% more productive. Companies with high engagement rates are also 22% more profitable.

The social barometer allows employees to express themselves. Feeling listened to reinforces the sense of recognition, which is a powerful motivator. When teams feel that their feedback is taken into account, they become more invested in their work.

Strengthening social dialogue

In social dialogue, everyone brings their own arguments to the table, and there is often a lack of shared data. The internal social index provides an objective foundation. The figures collected serve as a basis for discussions between management, the works council, and unions. This helps to avoid subjective debates and steer discussions toward action.

Assessing the impact of HR actions

Teleworking, training policies, implementing a QWLprogram ...These actions come at a cost and are only valuable if they produce a real effect. The social barometer measures their effectiveness by comparing results before and after their implementation. The company can then focus its efforts on what really improves quality of life at work and performance.

The risks of ignoring minor deviations

Absenteeism on the rise

Absenteeism is never insignificant. Even a slight increase often reveals a problem: accumulated fatigue, tensions within the team, demotivation. Ignoring these absences can be costly. The company must deal with a loss of productivity but also compensate with overtime and replacement staff.

Increased turnover

Staff turnover in companies leads to a direct loss of skills, know-how, and team cohesion. The most talented employees are often the first to leave unstable environments. And replacing them takes time and money. If the company acts too late, it finds itself trapped in a costly spiral: loss of talent, emergency recruitment, and persistent disorganization.

Damage to the employer brand

Today, official communication is not enough to build an organization's reputation. It is also shaped by online reviews, social media, and word of mouth. According to a Welcome to the Jungle/Ipsos study on employer branding, 21% of candidates seek information on social media, 27% through their personal network, and 21% on online employee review platforms. A poor social climate therefore ends up being known. Negative comments on online platforms strongly influence candidates' choices. The company will then find it difficult to attract the best profiles.

Decline in collective performance

When the social climate deteriorates, the entire group dynamic is affected. Teams collaborate less, communication becomes more tense, and projects fall behind schedule. Mistakes multiply, creativity declines, and the quality of customer service suffers. Ultimately, this loss of performance translates into financial losses.

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Focus: the social barometer with Pros-Consulte

At Pros-Consulte, we support more than 500 organizations each year in their efforts to improve quality of life at work. The company is registered with the DREETS Bretagne (Regional Directorate for Employment, Labor, and Social Action) as an IPRP (Occupational Risk Prevention Specialist).

Social barometer: a tailored methodology

We work with the company to identify the topics to be addressed, then together we develop the questionnaire. This allows us to tailor it to the company's specific challenges. We then collect quantitative and qualitative data, ensuring the anonymity of respondents. The report includes quantitative indicators, concrete recommendations, and priority courses of action.

This tailor-made approach guarantees relevant and directly usable data.

Comprehensive support beyond analysis

To best support organizations in their efforts to improve quality of life at work, we offer comprehensive support:

• A helpline and support service available 24/7
• Training courses on the prevention of psychosocial risks, aimed at all teams
• Awareness-raising activities
• Support with issues encountered: conflict management, harassment investigations, on-site support, etc.

Social barometer: a profitable investment

Investing in an internal social index means investing in the company's long-term viability.

• Less absenteeism → immediate savings.
• Less turnover → retention of skills.
• More commitment → increased performance.
• Better employer reputation → increased attractiveness.

A small deviation can cost thousands of euros. A social barometer can save just as much, if not much more.

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Protecting your business by listening to employees

A successful company is also one that knows how to listen to its teams. The social barometer is much more than an HR tool. It is a real strategic lever that managers can use to create a peaceful social climate and sustainable performance.

Remember Lea. Her team also felt a loss of motivation, without ever expressing it clearly. As a result, one day, Franck, who had been a manager in the organization for several years, left the company. His skills, commitment, and expertise left with him.

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What if the organization had set up a regular social barometer?

• Franck could have expressed his difficulties anonymously.
• Weak signals—such as decreased engagement, work overload, and a need for recognition—were reportedly visible in the results.
• Lea would have had clear indicators to act quickly.
• Simple adjustments (redistribution of responsibilities, recognition of efforts, better communication) would have been enough to prevent this departure.

Léa's story is not inevitable. With a well-managed social barometer, companies can turn "minor deviations" into opportunities for improvement, rather than financial and human losses.

Want to take action for your company? Contact us!