Understand how people, teams and the organization experience work
An organization’s climate, how its teams function and people’s wellbeing are related, but they are not the same. Talent360 combines different perspectives to help you listen, understand, detect gaps and decide where to act.
A single score does not explain what is happening
An organization can show a good overall result and, at the same time, have:
It is not enough to ask:
How is our organization?
We also need to understand:
- •How do people experience it?
- •How do teams function?
- •Where do the differences appear?
- •What needs attention?
- •Are we evolving after acting?
Three perspectives to better understand reality
How is the person?
The Wellbeing Assessment provides an individual perspective on different dimensions related to habits and wellbeing.
It analyzes eight areas:
It compares the current state with the desired state and helps identify aspects that may require more attention or follow-up.
Explore WellbeingHow do we work together?
The Systemic Assessment analyzes the team as a system, not simply as the sum of its members.
It works on six major areas:
It dives into 24 dimensions related to communication, conflicts, roles, leadership, responsibility, coordination, decision-making, unity, support, goals, planning, feedback or results. It also compares the perceived state with the desired state.
Explore Team SystemicHow do people experience the organization and how does that perception evolve?
The Organizational Monitor lets you create climate projects adapted to each company’s reality. Talent360 includes 32 predefined measurement items, but the model is not closed.
The organization can:
Projects can include segmentation, different participant levels, anonymous participation, “Don’t know / No answer”, comments, desired state and other options. And a particularly important capability: a single project can include re-assessments to observe how the climate evolves over time.
Explore Organizational MonitorPerson, team and organization answer different questions
| Perspective | Main question | Tool |
|---|---|---|
| Person | How am I? | Wellbeing |
| Team | How do we work together? | Team Systemic |
| Organization | How do we experience the organization and how does it evolve? | Organizational Monitor |
The value is not in mixing these perspectives as if they were equivalent. It is in using the right one for each question.
A good overall climate does not mean all teams function the same. A team can work well within an organization that has difficulties in other groups. And a person’s wellbeing does not depend exclusively on what happens at work.
Understanding better requires distinguishing the levels before relating them.
From the person to the organization
Not every project needs to use all three perspectives. Talent360 lets you combine them according to the goal.
Listen to the organization without imposing a closed questionnaire
Every company has a different reality. That is why the Organizational Monitor does not force you to work exclusively with a fixed questionnaire. Talent360 includes 32 predefined measurement items, grouped into different organizational areas.
Among them are areas such as:
And within them you can analyze issues such as communication, camaraderie, conflicts, leadership, roles, responsibility, proactivity, decision-making, values, goals, feedback, remuneration, equality, work-life balance or workplace flexibility.
But these elements are a starting point. The user can adapt them or create their own items to build a project aligned with what they really need to understand.
The Monitor logic
Your organization does not have to adapt to a standard survey.
Don’t settle for the average
A global score can hide very relevant differences. Projects can organize and segment participation to better understand how the organization is experienced by different groups.
This diagram is illustrative. The actual structure depends on each project.
Listening also means configuring participation well
It is not only about what questions we ask. It also matters how we let people respond. Depending on the project needs, the Monitor can include options such as:
You don’t just decide what to measure. You also decide how you want to listen.
From a snapshot to an evolution
An Organizational Monitor project can include re-assessments. This lets you repeat the measurement and analyze the evolution after taking actions.
Don’t measure the climate just to generate a report. Measure it to know where to act and whether the actions are working.
Perceived state vs desired state
An isolated rating has limited meaning. In certain Talent360 assessments we can compare the perceived state with the desired state.
This difference helps understand which issues have a higher perceived priority. And when re-assessments exist, a new question appears: Is the gap shrinking over time?
Culture is observed through what people experience
Talent360 does not need to present organizational culture as a separate closed assessment. Culture can be explored through different aspects of the organizational experience. For example:
The Monitor’s flexibility lets you use system items, adapt them or create specific ones to explore the cultural aspects that are relevant.
Culture is not only what an organization declares. It is also reflected in what its people experience and perceive.
Go from the organization down to the team
An organizational measurement can indicate: “Here there is a difference that deserves attention”. But certain problems need a deeper look. That is where Team Systemic comes in.
For example, if issues related to the following appear:
it can be useful to analyze how a specific team functions.
It does not mean you always have to use both tools. It means they respond to different levels.
Add an individual wellbeing perspective when relevant
Climate helps understand how people perceive the organization. Wellbeing answers another question: how is the person? The Wellbeing Assessment incorporates an individual perspective related to habits, rest, activity, relationships, stress, self-care and other dimensions.
Climate asks how I experience my organization. Wellbeing asks how I am.
Wellbeing without invading privacy
Wellbeing-related information can be especially sensitive. That is why a wellbeing initiative should not become a system designed to individually monitor people. Projects must clearly define:
Caring for people also means respecting their data.
Not every gap needs the same response
Suppose a difficulty related to communication appears. The response could be training, but it could also require:
A score helps you know where to look. The analysis helps you decide what to do.
You don’t need to use everything
Each organization can start from the perspective it needs.
Climate only
- +Organizational Monitor
Climate + team
- +Organizational Monitor
- +Team Systemic
Climate + wellbeing
- +Organizational Monitor
- +Wellbeing
Broader project
- +Monitor
- +Systemic
- +Wellbeing
- +Academy / Consulting when relevant
Start with the question you want to answer and use only the tools that add value to the project.
Use cases
Organizational climate diagnosis
Understand how different aspects of the organization are perceived and where the main gaps appear.
Tracking climate over time
Run re-assessments to analyze the evolution after implementing actions.
Change processes
Adapt the project items to understand how different groups experience an organizational transformation.
Culture projects
Use existing, adapted or custom items to explore relevant cultural questions.
Team development
Go deeper with Systemic when you need to understand how specific teams function.
Wellbeing programs
Add an individual perspective focused on self-awareness and identifying areas of attention.
Leadership development
Relate organizational and team information to the development needs of managers and leaders.
Organizations with diverse groups
Segment participation to detect differences between areas, levels, regions or groups.
Who is it for
Human Resources
To listen to the organization, detect gaps and prioritize actions.
People & Culture
To address climate, culture and wellbeing from different perspectives.
Leadership
To get a structured view of issues relevant to the organization.
Managers
To better understand what happens within teams and groups.
Consultants
To design climate, team and organizational development projects using the ecosystem tools.
Data shows where to look. It does not always explain why.
A rating can point to a difficulty. A gap can show an important difference. A segmentation can reveal that two groups live very different realities. But the result does not always automatically explain the cause.
Frequently asked questions
From diagnosis to action
Understand better what is happening before deciding what to change
Listen to the organization, dive into teams and add a wellbeing perspective when you need it to detect gaps, prioritize and check how your actions evolve.