How it works
The many are smarter than the few.
An assessment is only as good as the number of people it reaches and the honesty of their answers. Ours asks everyone involved in a process, anonymously, and turns what they say into scores you can act on.
Ask the people doing the work
NeuraMetrics gathers business intelligence from the individuals actually involved in a process. Because it is collected through a web-based assessment rather than face-to-face interviews, the variation an interviewer introduces is gone — every respondent reads the same carefully phrased statement and answers it the same way.
The survey is anonymous, which is what makes it worth reading. Employees, customers and vendors describe their real behaviors, perceptions and practices rather than the version they would give a consultant sitting across the table. Demographics are captured alongside, so the answers can be cut by division, site, role or any structure that matters to you, without anyone being identifiable.
Score it against best practices
Responses are compared against pre-loaded best practices, standards and requirements. Proprietary algorithms roll them into quantifiable scores that map to traditional best practice consulting — and those scores nest, so an organization has one number, its sections have theirs, and every best practice and question underneath can be opened.
In addition to parsing the right questions to the right people, the platform handles the structural reality of a company: divisions, subsidiaries, remote plants, traveling employees, anywhere in the world. A single assessment can address thousands of stakeholders across multiple divisions in a matter of days.
What it costs, against what it replaces
An interview-based assessment run by a consultant costs at least $1,000 per person interviewed, counting only the fee and the time to aggregate results. Travel, lodging, workplace disruption and administrative overhead sit on top. Fifty interviews can pass $50,000 — and because cost limits the sample, the conclusions carry risk.
The same footprint through NeuraMetrics costs a fraction of that, and the larger sample makes the conclusions more reliable rather than less.
The result is a comprehensive assessment at roughly a sixth of the cost, with interview variation removed and the footprint widened instead of narrowed.
Two ways to assess the same organization
| Interview-based assessment | NeuraMetrics |
|---|---|
| Face-to-face interviews and observation | On-site consultants minimized or eliminated |
| Employees away from the job for hours | Respondent time managed and measured in minutes |
| Small footprint — 20 to 30 people | As large a respondent base as the question deserves |
| Pre-selected audience carries selection bias | Anonymous, with demographic detail intact |
| The consultant's own bias travels with them | Every respondent answers identical statements |
| Responses aggregated by hand | Aggregated automatically, the moment they land |
| Hard to relate answers to standards and requirements | Scored directly against pre-loaded best practices |
| Results are a subjective summary | Quantified, with standard deviations and respondent counts |
| Little statistical significance | Footprint large enough for the statistics to mean something |
| Fees, airfare, hotels, travel time | None of the above |
“We have worked with NeuraMetrics to customize the use of their survey and analysis methodology in an application that has worked continuously in our system for the past four years. They have been responsive to our needs, innovative in their suggestions, and we have enjoyed working with their people.”
Mike Kalfopoulos · Boston Scientific Corporation