In 2025, the concept of quality in the company has significantly evolved. It is no longer just a matter for specialists. It now concerns every employee, at all levels of the organization.
To measure this collective dynamic, a strategic tool is essential. It allows for the evaluation of perceptions, values, and shared behaviors within a structure. This tool becomes indispensable to go beyond mere technical compliance.
AFNOR launched its Barometer in 2025, tested with major industrial players like Michelin and Naval Group. Vincent Blache from AFNOR emphasizes that this unifying foundation is at the heart of overall performance.
The benefits are concrete: optimization of processes and sustainability of the organization. In a context of reindustrialization, adopting such an approach is a major asset for any modern company.
Understanding quality culture and its stakes
High-performing organizations today recognize that the DNA of their success goes beyond simple technical indicators. This holistic vision profoundly transforms managerial practices.
The modern approach is rooted in a collective philosophy where each employee becomes an actor of excellence. It goes beyond the restrictive framework of procedures to embrace a human dynamic.
Defining quality culture in the company
According to AFNOR, this approach represents a unifying foundation of values and skills shared. It integrates into all layers of the organization, from operational teams to management.
The ISO 10010 standard (2022) formalizes this expanded conception. It guides companies in evaluating and improving their collective maturity.
The importance of shared values and behaviors
These elements constitute the invisible cement that unites teams. They create essential cohesion for sustainable performance.
The commitment of each individual then becomes the driving force behind operational excellence. This human chemistry far exceeds traditional quality systems.
Quality beyond compliance
The conceptual evolution is significant. Excellence is no longer limited to product non-conformities or customer satisfaction.
It now encompasses overall performance, including technical and non-financial dimensions. This approach ensures the sustainability of the company.
| Aspect | Traditional approach | Modern vision |
|---|---|---|
| Scope | Processes and products | Entire organization |
| Actors | Quality specialists | All employees |
| Objective | Normative compliance | Overall performance |
This transformation is set against a backdrop of reindustrialization where the quality policy becomes strategic. Franck Lebeugle from AFNOR emphasizes its importance in recent forums.
Designing an effective quality culture questionnaire
Developing a relevant measurement tool requires a structured and personalized approach. This process allows for reliable data on the realities of your organization.
Key steps to develop your quality culture questionnaire
Start by clearly defining your evaluation objectives. Identify the essential dimensions to measure such as shared values and behaviors.
Tools like LimeSurvey facilitate the creation of a comprehensive instrument. The AFNOR Barometer combines online surveys, individual interviews, and collective workshops.
This mixed methodology offers a multidimensional view. It surpasses the limits of traditional tools.
Adapting questions to the specifics of your organization
Customize your approach according to the size and sector of your structure. Consider the particular challenges of your teams.
Cover various themes such as collaboration, satisfaction at work, and personal development. Ensure anonymity to encourage transparency.
Your instrument should reach all hierarchical levels. This comprehensiveness guarantees a representative analysis of your ecosystem.
Analyzing results and transforming practices
The NPQS emerges as a powerful indicator to quantify employee involvement. Inspired by the NPS, it measures whether employees feel like ambassadors of excellence.
This metric provides a solid starting point for in-depth analysis.
Using indicators like the NPQS to measure engagement
The Net Promoter Quality Score gives a clear view of the propensity to engage. It reveals the level of adherence to practices within the teams.
The raw results come to life through diagrams and wind roses. These tools help human resources quickly grasp the perceptions.
Interpreting results and identifying areas for improvement
The analysis compares strengths and weaknesses across sites. It allows for sector benchmarking to evaluate performance.
As Michelin notes, this provides a global view of perception. FDJ highlights the finesse of an evaluation by entity.
For Pierre Fabre, this indicator has initiated a real change in posture. At Nigay, it is integrated into a human-centered sustainable development approach.
AFNOR then offers targeted support. Coaching and e-learning help transform these results into concrete plans for continuous improvement.
Conclusion
Moving from measurement to action represents the decisive step for any improvement initiative. Evaluating collective dynamics within your organization is a powerful strategic lever for modern companies. It goes well beyond technical compliance to touch on shared values and behaviors.
This evaluation is a unique opportunity to engage your teams, strengthen their commitment at work, and build together a high-performing and sustainable structure. It is not a constraint, but an investment in your employees.
Do not hesitate to take the plunge by using proven resources and a tool, such as the Barometer. Measuring your quality culture with a tailored questionnaire is the essential first step towards tangible and lasting transformation.
FAQ
How to assess employees' perception of the company's values?
You can use an evaluation tool that directly surveys staff about their experience. Ask questions about the consistency between official discourse and daily actions within teams. This allows for measuring the alignment between stated principles and actual practices.
What are the best indicators to measure employee engagement?
Beyond general satisfaction, look for concrete indicators such as participation in continuous improvement projects or the willingness to propose ideas. The Employee Net Promoter Score (NPSE) is also an excellent way to gauge adherence and the willingness to recommend the organization as a good place to work.
How to adapt the analysis of results to the specifics of our structure?
The analysis should take into account your unique context. Cross-reference data by department, seniority, or job type to identify precise trends. This approach allows for relevant development axes for each group, making the action plan much more effective.
What skills are essential for successfully transforming practices?
Developing leadership and communication skills is crucial. Managers must be able to embody new expectations and rally their teams around common goals. Support from human resources is often necessary to sustain this deep change.
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