A thriving company culture is one of the strongest predictors of long-term success—yet many organizations still fail to measure it with the same precision they apply to profit or sales. In 2025, leaders can no longer afford to treat culture as a “soft” metric. It’s time to measure company culture like revenue, with clear data points tied to retention, engagement, and productivity.

As global marketing executive and author Kae Kronthaler-Williams explains, “Everyone deserves to feel seen, heard, and belong.” But for many employees—especially women and underrepresented groups—that ideal remains distant. The result? Hidden turnover costs, disengagement, and missed innovation. Let’s explore how leaders can shift from anecdotes to analytics when it comes to workplace culture.

1. Why Measuring Company Culture Matters

Company culture influences everything—from how employees show up each day to whether they stay long-term. Yet, unlike revenue, culture often lacks concrete tracking. Kronthaler-Williams notes that noninclusive behaviors, such as interrupting women in meetings or taking credit for others’ ideas (“he-peating” or “bro-propriation”), silently damage morale and retention.

These daily microaggressions might seem small, but their cumulative effect erodes trust and engagement. According to Deloitte, poor workplace culture is one of the top three reasons employees quit their jobs. Measuring culture, therefore, isn’t just an HR initiative—it’s a business imperative tied directly to financial outcomes.

2. Key Metrics To Measure Company Culture Like Revenue

To make culture measurable, leaders should focus on tangible data. Kronthaler-Williams suggests three areas where organizations can start applying business-level rigor:

Retention Rate:
Track employee retention as a primary culture metric. High turnover often signals burnout, lack of support, or limited career mobility—all fixable issues if measured.

Workload Audits:
Regularly evaluate workloads and responsibilities to prevent burnout. Look for patterns—are women or minority employees handling more administrative or “non-promotable” tasks? Redistribute and automate where possible.

Performance “How” Reviews:
Go beyond results and measure how goals are achieved. A top performer who hits every target but leaves behind a toxic wake harms the organization more than they help. Reward empathy, teamwork, and learning—behaviors that sustain healthy culture.

3. The Role of Middle Managers in Building Culture

Middle managers often hold the key to company culture but receive the least support. They’re balancing leadership’s targets with frontline realities, often without the tools to manage effectively. Training them to coach instead of command, deliver feedback constructively, and lead with empathy can transform the employee experience.

Kronthaler-Williams emphasizes that when managers are equipped with coaching skills and emotional intelligence, they create psychologically safe spaces where employees thrive—and where culture becomes measurable through engagement and retention data.

4. Culture as a Business Metric, Not a Buzzword

The next era of work is being defined by human sustainability—a focus on balancing performance with people. Younger generations are pushing back on toxic hustle culture and demanding environments that value purpose and well-being. Companies that fail to measure and improve culture will face not just resignations but reputational risk.

By treating culture like revenue—tracking it, improving it, and holding leaders accountable—organizations can drive stronger performance, higher retention, and authentic belonging. The leaders who understand this shift early will be the ones shaping the workplaces of the future.