How to measure organisational culture and climate

Together, organisational culture and climate form the cornerstone of an organisational environment. They explain what an organisation values, how it presents itself internally and externally, and what people actually perceive and experience on a day-to-day basis in their role. Both concepts help explain the collective experience of the people who make up an organisation. Understanding those shared experiences is essential when pinpointing sources of disengagement or dissatisfaction, preparing for organisational change at any level, shifting company strategy, or making decisions about the business’s future.

Organisational culture and climate have both been linked to important employee outcomes. For example, poor organisational culture and climate experiences have been found to be related to higher turnover and employee disengagement, while positive ones were associated with better morale, engagement, and wellbeing. In order to better measure these two constructs, however, it helps to start with understanding the difference between organisational climate and organisational culture.

Compare and contrast organisational culture and climate

Organisational culture and organisational climate are often used interchangeably, but they capture distinct aspects of the employee experience.

Organisational culture

Organisational culture refers to the deeper values, core beliefs, norms, assumptions, and expectations behind how an organisation operates. It’s less tangible but more enduring than climate and reflects a foundational concept that is more difficult to change. Culture is often communicated through an organisation’s mission, traditions, leadership practices, stories, and unwritten rules. It helps to explain why people in an organisation tend to think and behave in certain ways.

Organisational climate

Organisational climate is more immediate, observable, and tangible. It reflects how employees collectively perceive the policies, practices, and behaviours they encounter at work. This includes whether people believe communication feels open, achievements are recognised, decisions are fair, and they have the resources to succeed. Climate also tends to be more specific than culture, as there is usually a climate for something, such as a safety climate or an innovation climate. Overall, organisational climate describes what it feels like to work in the organisation right now.

Both are important to measure, with depth, immediacy, and changeability being key distinguishing factors. Culture is generally deeply rooted and slower to shift, while organisational climate can change fairly quickly in response to new leaders, policies, or priorities. An organisation might describe innovation as a core cultural value, but its climate data will reveal whether employees actually receive the resources needed to innovate or feel psychologically safe to come up with new ideas. A gap between cultural values and daily experiences is often one of the most useful things that properly designed measurement can uncover.

How to measure organisational climate and culture

Because organisational culture and climate capture different things, the questions asked of employees during data collection should reflect those differences. Questions about culture should explore broad patterns like shared values, behavioural expectations, and norms. Whereas questions about climate should focus on employees’ perceptions about current practices (e.g., communication, recognition, workload, inclusion, accountability, and leadership support).

Employee surveys remain one of the most efficient ways to gather organisation-wide data and are an effective tool to use when measuring both organisational climate and culture. Pulse surveys can also be a good way to keep track of how organisational climate is perceived over time. Climate questions work best when they’re specific and observable. For example, ‘New ideas are encouraged here, even when they challenge the status quo’ is concrete enough to capture an aspect of innovation climate and specific enough to point to an action if scores are low. Questions about organisational culture, by contrast, tend to focus more on overarching norms and values (e.g., ‘At this organisation, failure is seen as a learning opportunity.’)

In addition, interviews, focus groups, and open-ended questions can help leaders understand why particular patterns show up, and can be especially valuable for measuring organisational culture, given its abstract nature. Exit interviews are worth building in, too, since departing employees can help uncover issues with both organisational culture and climate that might otherwise go unnoticed.

It’s important to keep in mind that both culture and climate are measures of shared perception, so results need to be analysed at team, group, and organisational levels. Furthermore, looking at the level of agreement (culture or climate strength) across the teams or organisation can help identify areas where people are more or less in agreement about their experiences and perceptions. Measuring both together helps to determine if the values an organisation says it holds truly show up in day-to-day work.

Measurement goals and baselines

Before collecting any data on organisational culture and climate, leaders should determine a few key factors about how the information will be used, what the goals are, and what the ideal state should look like. The answers will help drive what gets measured, who participates, and what type of additional information may be needed (e.g. gender or region).

For example, an organisation preparing for a merger should examine differences in values and work practices with the merging organisation, whereas one with high turnover might focus on fairness perceptions, psychological safety climate, or recognition practices.

The goals also determine how to best examine the results. Breaking results out by department, team, or region can show meaningful differences, but organisations must protect employee confidentiality with clear reporting rules and minimum group sizes (e.g., no fewer than seven respondents per group). Allowing anonymous responses further encourages honest answers.

Another critical step in measuring organisational culture or climate is establishing a baseline. A single measurement offers only a snapshot, while repeated measurement shows whether perceptions are changing or remaining stable.

Turn measurement into meaningful action

Data collection should always be accompanied by clear communication of results and/or observable action steps to encourage future participation and build trust. When measuring organisational culture and climate, assigning ownership for any needed changes and establishing a list of achievable priorities can help organisations act on feedback in a timely and manageable manner. Some issues are more localised and best solved by a team or region, while others may point to broader systems that require coordinated action from senior leadership.

Dashboards are a valuable and effective way to interpret organisational culture and climate results and see if potential issues are broad or focused within certain areas. A good dashboard shows overall results, trends over time, and comparisons across groups such as region, department, or team, organised around the questions the organisation set out to answer.

Whether an organisation measures culture, climate, or both comes down to what it’s trying to understand and what it’s ready to accomplish with the resulting data. When done correctly, organisations can gain a more complete picture of the employee experience and identify where action is needed.

Our latest guide explores how organisations can create healthier, thriving teams by discussing:

• What employees need from leaders in order to succeed
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Let us help you get started, get back on track, or continue in your journey toward achieving a healthy, thriving workforce.