Management consultant Sue Jauncey believes that one reason banks are taking a battering over their culture is because they are measuring the wrong thing.Jauncey, a registered psychologist, is the founder of Pulse Australasia, a firm that has done a lot of its work with government and the healthcare industry.Jauncey said it is common for large organisations to get a picture of how well their cultural goals are taking root by surveying staff engagement. "Today's dominant HR and leadership focus is heavily centred on staff engagement, with managers advised to measure engagement levels, because a happy and connected workforce is thought to be the way to increase results," Jauncey said.Jauncey said the problem with engagement surveys was that they focused on how the individual was having their needs met within the organisation."Engagement feeds into entitlement. It does not change behaviour," she said.Jauncey, who has worked with ING Direct and a Commonwealth Bank superannuation fund, said banks have to measure the actual behaviour in groups."The sorts of questions leaders should be asking are whether staff are able to execute their roles effectively and whether their team is achieving its objectives," she said.Jauncey agrees with the argument that there is too much emphasis on remuneration. "If people are unsatisfied it is not usually about money. It is about not being productive."