Workplace Consultants, Inc.



A STORM Index report provides a comprehensive and thorough assessment of how a workforce / organization thinks, feels, perceives, and works. By analyzing 1000’s of verbal responses provided by employees to strategic work-related factors, the report outlines:

  • The strengths and weaknesses of the organization
  • The issues that are most important or salient within the company
  • The major work-relevant categories


Top of Mind Concerns: All employees have thoughts and perceptions that are very important to them. This also occurs across the whole work or cultural group. The STORM Index allows employees to state their thoughts freely and anonymously.

Relationships and Affinity of Thought: There are shared clusters of ideas and thoughts across all workforces. These clusters identify the culture, beliefs and assumptions of a workforce and predict strengths and weaknesses within that organization.

Emotions and Feelings: Worker perceptions are colored by emotion, feelings, and evaluations. These perceptions motivate employees to work or behave in a particular way—either for the benefit or detriment of the company.


Each work-related factor is assessed and reported in accordance with the major clusters that emerge from the verbatim responses. Each of these clusters is assessed to determine its relevance, major thoughts, perspectives, and attitudes; and the relative negative or positive connotations associated with the responses. This provides the company with a comprehensive mosaic of the company for each of the work-related criterion, and for the company as a whole.


Below is an example of a chart created from the relative positive and negative verbatim response connotations to the stimulus item “My Supervisor.” The chart depicts whether the perceptions are more negative or positive (variance from a mean of 0), the degree of relevance (based on the summative score for each cluster), the major perceptions/attitudes (cluster titles), and if done more than once, a comparison of the responses to identify change in perceptions / attitudes over time.

An individual word analysis is done to identify the qualitative meanings behind the numbers. For example, the chart above illustrates a significant improvement in employee perceptions of supervisor attributes. The individual word analysis would indicate exactly what those improvements were, where they occurred, and the actual composition of those perceptions.

Each work-related verbatim analysis can also be linked quantitatively to traditional survey items if desired.

Verbatim responses can also be stratified to reflect any subgroup, department, branch, or categorical characteristic the company would like to assess.


The STORM Index report provides an in-depth analysis of each of the following work-related factors:

  • Management
  • Supervision
  • Coworkers
  • Job Design / Fit
  • Company Organization/Structure
  • Pay / Benefits / Rewards
  • Core Values
  • The Workforce
  • Employee Health
  • Work Environment /Climate

The report show the results of all these criteria and their relationship to the corporate-whole, including culture. Organizations are free to expand the STORM Index to meet your specific needs. Past clients have used the STORM Index to assess:

  • Customer Service
  • Employee Stress
  • Client / Customer Orientation
  • Physician / Health Care Satisfaction


The STORM Index provides national comparisons so that you can benchmark your organizational results against the national norms. This type of analysis is done for each of the work-related criteria.


Below is a chart that depicts a national comparison along with two other STORM Index assessments done by a single company three years apart. The chart provides a view of how well the company is doing. It also identifies needed areas of change and improvement.


Because of the use of its advanced verbatim analysis technology, the STORM Index is able to provide an accurate and authentic analysis of the organization’s culture. Via this analysis the STORM Index report identifies the major values and assumptions that are shared by the workforce and determine how effective the culture is in supporting corporate goals and objectives.


Organizations that have utilized the findings conveyed in the STORM Index report have documented significant improvements. For example:

  • The STORM Index identified specific coworker cohesion issues which were negatively impacting profit and productivity. The STORM Index revealed what was occurring, and how and why coworkers were not working together. The report outlined recommended a specific plan of action which was implemented. RESULT: 54% improvement in coworker relations and cohesion that provided the impetus for improved service delivery success.

  • The STORM Index identified the strengths and weaknesses in managerial and supervisory leadership within the organization—pinpointing issues associated with communication skills and decision making processes. The STORM Index report gave the corporation the information necessary to make strategic systemic changes and implement targeted training programs. RESULT: 50% improvement in supervisory performance.

  • Worker stress was a major concern of management within one organization. Through the STORM Index it was found that workers, although highly stressed, actually sought after and created stress in their workplace because that is what they wanted to help them perform. The STORM Index identified the type of workers that best fit their corporate culture and environment. RESULT: The STORM Index report was used as a screening tool in the hiring process to ensure a good job/company-person fit. Management also created programs to educate workers how to channel their self-imposed stress more constructively.

  • The STORM Index identified a conflict between the cultural values of the company and the way the company had structured itself in terms of effort and reward. This conflict contributed to worker frustration, turnover, and decreased morale. After using the STORM Index, the company modified job designs and developed a new incentive system that harmonized with their core values. RESULT: Increased productivity, and lower turnover.

  • In another company, the cultural values identified via the STORM Index were found to create a set of work expectations that led to unhealthy behaviors and patterns of working. Burnout, worker distress, and compromised quality and customer service were common. RESULT: The STORM Index provided strategic recommendations to support the long-term growth and vitality of the company.

Contact Information

Workplace Consultants, Inc.
114 Ridgewood Drive
Landenberg, PA 19350
(302) 383-4059