Understanding the advantages of a good climate analysis, learning how to choose the measurement method best suited to your company, knowing how to use the results of the analysis to intervene on the development and involvement of Human Resources.

Course professor:

Paola Viano

Course objectives

Understanding the benefits of a good climate analysis

Understand how to choose the best time to conduct the survey

Learn how to choose the measurement method that best suits your company

Learn the methodology for defining the main survey factors

Master the phases of detection, processing and analysis of the collected data

Knowing how to use the results of the analysis to intervene on the development and involvement of Human Resources

Knowing how to value the information provided by the survey to make decisions relating to staff satisfaction or resource development



The course is aimed at Personnel Managers, Human Resource Management Managers, Managers Organizational Planning and Development, Training and Development Managers. A number of participants: from a minimum of 2 to a maximum of 12.


  • Why the “Corporate Climate”?
    The concept of corporate climate:
  • Some definitions
  • Theoretical approaches
  • The factors that determine the climate
  • Corporate culture
  • The relationship between climate and corporate culture
  • Climate and job satisfaction
  • Climate and socialization at work
  • Climate and business success
  • Planning the climate: “dream or reality”? The advantages and objectives of a good company climate survey
  • Feedback verifying the effectiveness of management policies
  • Motivation at work
  • Self-esteem of employees
  • Improvement of company performance
  • Transparency and communication
  • When to do a business climate analysis: assumptions and conditions
    • “Critical self-review”
    • Transition phases
    • Changes in the corporate structure
    • Symptoms of employee dissatisfaction
  • The choice of measurement methods
    • The definition of the Goals
    • The champion
    • The thematic areas
    • The dimensions
    • The indicators
  • The choice of tools: questionnaire or interview?
    • When to use the questionnaire and when to interview
    • “Mixed systems”
    • Strengths and weaknesses of the different systems
    • The structuring and sequence of the questions
    • Build the questionnaire
    • Define the “canvas” of the interview
  • The actors involved
    • The Clients
    • The Human Resources Department
    • The interviewees
    • Consulting companies
  • The collection, analysis, and processing of data
    • How to communicate that a climate survey will be carried out
    • The administration of the questionnaire
    • The interview: critical aspects
    • What if I do not all answer the questionnaires? Estimates, variants, position indices
    • Definition of areas for improvement, enhancement, and development
    • How to summarize the results: identify the most suitable methods
  • Plan improvement activities
    • How to use the data to obtain the “designed climate”
    • Identification of tools for improvement
    • Establish ongoing monitoring initiatives
    • Establish any corrective actions to the entire process
  • Give feedback on the results
    • How to organize the communication plan
    • The tools to use
  • Human resources as a factor of excellence
    • The importance of human resources to improve the quality of service and customer loyalty
    • Internal customer / external customer relationship
    • Marketing levers at the service of “Employee Satisfaction”
  • The “People Satisfaction” detection process
    • Definition of application methods (what you want to achieve, who to involve, how, what aspects to explore …)
    • Interviews and/or distribution and collection of questionnaires
    • Analysis of the results
    • Feedback
    • Planning of improvement activities
  • Presentation of some models
    • The SMILES model (Integrated Study and Monitoring of Employees Satisfaction Level)
    • The E.F.Q.M. (European Foundation for Quality Management)

Didactic Methodology

The teachers will propose, alternating with the moments of interactive lessons, exercises, questionnaires self-assessment, the analysis of practical cases, and the comparison and use of specific tools and methodologies.

Teaching materials

At the end of the course, all participants will be provided, in digital format, with all the material used in the classroom (slides, exercises, case histories, etc.).


2 days full time (9.00-13.00; 14.00-18.00)


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