Intelligence expertise and psychological insights to help
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Early warning of internal risks

CultureMetrics offers senior clients the ability to monitor the internal culture of their organisation. It identifies management practices that risk fostering negative and counter-productive employee behaviour including sabotage, fraud, excessive risk-taking and disregard for corporate compliance.

CultureMetrics provides early warning of dangerous management practices, to enable corrective measures to be taken before potential problems turn into actual financial and reputational loss.

Reavealed and Bad Apples

The core of CultureMetrics is a web-based survey which tracks employees' attitudes over time, enabling senior clients to identify dangerous management practices across the organisation or in specific pockets, and to measure the effectiveness of corrective action. CultureMetrics was devised by John Taylor and Professor Adrian Furnham, world-leading experts on the causes of employee dissatisfaction and the implementation of corrective measures.

CultureMetrics systematically analyses the five main causes of employee dissatisfaction:

Employee's Perception of Corporate Deceit

The sense that the image presented by the company to the public is a pack of lies.

All organisations actively publicise their mission, vision and methods. Some trumpet
these messages loudly and often. Most talk about integrity and transparency, customer and employee care. But for some this is patently not true and the reality can come as a shock to the staff, who may hate having to live a lie.

Perceived Inequity

The idea that some people in the organisation are treated very differently from others.

The hottest word at work is "fair" — people should be fairly assessed, promoted and rewarded. And yet it can seem to some that loyalty, hard work and productivity have less to do with success than other attributes such as personal characteristics or skill at internal politics.

Bullying and Mistreatment

The belief that some senior people are callous, uncaring, nasty and manipulative and that the employee is a victim.

The workplace attracts all types: the demanding perfectionist, the geeky inadequate, the flamboyant self-publicist. This is to be expected and we all have to adapt to the idiosyncrasies and peculiarities of powerful people at work. However, some at the top are bullies and backstabbers. Staff can forgive the emotional outburst and the occasional unkind remark, but not chronic, remorseless nastiness aimed specifically at them. Further, some organisations have a management style that is essentially aggressive and Machiavellian, and in this situation it won't only be oversensitive types who react to chronic bullying by suffering disenchantment and seeking revenge.


The clear sense that the organisation does not even trust its own people because, perhaps, it has put in place a number of devious systems to spy on them.

This, of course, is a two-way street: if the company does not fully trust its workers with information, money and materials, why should the workers trust the company? And so while top management may demand loyalty from employees, it is not at all clear why that loyalty should be given.

Broken Promises

Or expectations not being met. For some, the selection interview and the induction period are the times when senior staff set expectations about working for the organisation. They tell employees what they stand for, how things work and the employee's role in all this. But all too often an employee does not have his or her expectations clarified or met. Either supervisors do not know how to hold conversations about what the criteria are for promotion, salary increases and bonuses — or they fudge those conversations. Some supervisors feel that they are personally powerless to bring them about, while others use false promises as a motivational technique that backfires. Soon the hopeful, brighteyed, potentially productive and loyal employee becomes disenchanted. Cynicism can set in, with a drop in morale and productivity. This can take months or years. Some simply leave. Others may not have that option and stick it out. And for others there is the possibility of revenge.

All of these employee perceptions are dangerous, whether or not they are based in fact. CultureMetrics is structured to provide early warning of all five, and then measure the effectiveness over time of corrective measures.

Culture Metrics Brochure

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