Kea & Partners logoThe French are doing better, according to the latest edition of the Kea & Partners barometer, which measures each year the values ​​- positive and negative - that they favor, both in society in general and in their family or business. One way to take the pulse, every year, of the moral health of our fellow citizens. Good news: for the 2015 edition of the barometer, positive values ​​are gaining ground, particularly with regard to the perception of French society.

What to remember from the Kea & Partners 2015 barometer

Personal values ​​of the French: family I love you!

The French remain very attached to interpersonal relationships, especially family relationships. The values ​​family, honesty, respect, friendship, humor / pleasure, generosity… are still largely at the top of the 20 values ​​most frequently cited by the French. Values ​​shared by both men and women.

On values ​​within the company: in progress thanks to public companies

Despite popular belief, the company still occupies a privileged place in the values ​​of our fellow citizens. The 2015 edition of the Kea & Partners barometer even shows a slight improvement on this front, the positive values ​​taking more and more precedence over the negative ones. As evidenced by an average rate of "cultural entropy" down from 23% to 22% compared to 2014. However, companies are experiencing dysfunctions whose nature differs according to size, whose leaders seem a little distant. The health of the culture of French companies thus improved in 2015, thanks in particular to public companies, to which more and more positive values ​​are associated.

On the other hand, private companies are marking time. Of course, positive values ​​such as teamwork or customer satisfaction remain frequently cited, but pressure on costs, the weight of the hierarchy, internal competition or long working days, especially for women, are frequently expressed brakes.

Likewise, company culture is all the more positive the more the company is on a human scale: French people employed in companies with fewer than 50 people are spontaneously more positive about their company than those employed in companies with 50 and 500 people. people, and beyond.

Finally, the younger you are, the more you associate your company with positive values, as if the latter were idealized. If these positive values ​​tend to erode with age, it is however noticeable that from the age of 60, when the stakes are no longer the same, the French find virtues in their business ...

On employee expectations

The 2015 barometer confirms the gap between business leaders and employees on the perception of the health of the corporate culture. Where business leaders value investment in work and adaptability, employees expect better recognition of their contribution and information sharing. However, they agree among themselves on respect, listening and trust. Finally, where public employees emphasize customer satisfaction and a desire for efficiency, private sector employees favor honesty and work-life balance.

French society: obsession with unemployment

At the top of the concerns, unemployment and / or the fear of unemployment remain a powerful obstacle to the development of the French, especially in small businesses. Insecurity, uncertainty, waste… are also among the braking values ​​of a French society which still appears to be anxious. This year, terrorism has been added to corruption, bureaucracy and poverty as the main concerns. On arrival, these very negative values ​​keep France in a state of disarray among the highest in Europe and in the world, at a level comparable to that of Iceland, and above that perceived in Great Britain or United States. On the other hand, echoing the news of the beginning of 2015, we note a timid breakthrough - but breakthrough all the same - of positive values ​​such as freedom of expression or secularism, two values ​​to which the French reaffirm their attachment. But they clearly demand more efficiency from their rulers, more justice and more honesty in collective life.

Conclusion: The company remains a privileged place of "living together" of the French which can be better valued.

The Kea & Partners barometer shows again this year that French companies conceal many sources of productivity and performance. By assessing the cultural coherence of their institution, business leaders must be able to identify negative values ​​that undermine performance and combat them. Likewise, they must rely on management to unite teams around positive values ​​and in the service of their vision for the future. Measuring culture indeed opens up avenues for improving performance.

Methodology

Since 2012, Kea & Partners has invited the French to name the values ​​to which they are most attached, whether in society in general, their business or their family. Using a questionnaire administered by the OpinionWay research institute with a representative sample of 1074 French people over 18, Kea & Partners carries out a barometer which measures the evolution of these personal or collective values ​​over time. . A key indicator of the barometer is the cultural entropy rate (see full results). It measures the rate of negative values ​​compared to all the values ​​cited by respondents. The higher this rate, the less coherence and collective effectiveness of the surveyed population. A bit like the thermometer tells you if you have a fever, the cultural entropy rate tells you the degree of confusion of the community you are analyzing: the higher this rate, the lower the performance, the more collective energy. is unproductive. But, unlike the thermometer, the cultural entropy rate measurement method tells you why you have a fever and how much each factor is playing.

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