Your Metrics in 2007
With the holidays and year-end fast approaching there is no better time to step back and reflect on the past year. Take a break from making your list and checking it twice. Sit back and assess 2006 from a professional standpoint. Did you accomplish your goals? Did you measure them along the way? Whatever your answers are there is no better time to plot out how you will measure success in the New Year. People all around the world use the coming of the New Year as a catalyst for personal change and improvement. Harness that mindset and energize your team by setting proper metrics for 2007. Here are a few tips on how to stay focused in terms of metrics and how to maximize the adoption of them.
In order to stay focused on your metrics it is important to determine what constitutes a metric.
Metrics measure results associated with objectives.
Continue to ask - are our metrics associated with our objectives? Why are we measuring that? You may be surprised to find out that you are measuring things that are not associated with your objectives and therefore are a waste of resources and can cause you to lose focus.
Metrics should be easily calculated.
They do not need to be complex. In fact, the simpler they are the more likely they are to be focused on an objectives. Having complex metrics also leaves plenty of room for error and lack of understanding throughout the organization.
Metrics should be limited to 3-5 for any objective.
Don’t get trapped in measurement overload. Take the 3-5 metrics that are best associated with your objectives and forget about the rest. We know that is hard to do. Chances are that some of the other measurements are good activity indicators that you can use to help manage your day to day business but fall short when it comes to associating them with your objectives (which are typically broader in scope and longer in execution). Forget them and don’t look back until you are at the stage of goal setting and refinement.
The BEST Metrics are fairer to HR and are in the public domain.
Far too often HR is charged with measuring things that are not completely in their control and scope of responsibility but are held ultimately responsible for the outcome. Metrics are meant to be fairer to everyone involved to spawn continuous performance improvement from everyone. Some fairer HR Metrics include the ratio of Actual vs. Contracted Time-to-Start, Hiring Manager Satisfaction, and Quality. Check them out.
Now that you’ve started to determine your new metrics for 2007, how do you implement them?
Tip on implementing them to the HR Team
Approach adoption of metrics in phases
A phased approach is best to determine long-term sustainable change. Fear of the unknown and resistance will dominate if change is drastic and your energy will be focused on dealing with that issue rather than your metrics and objectives. This approach also allows you to focus on components of the measurement process instead of the entire process at once.
Tip on implementing metrics with the Executive Team
Consult with stakeholders and bring a plan to the table
Approach your stakeholders with a proposal that outlines what metrics you believe would be most valuable to them. You should use this proposal as a starting point – allow your stakeholders to provide feedback and adjust the plan based on it. They will prefer to interact with you if you have a clear plan rather than developing the plan mutually from scratch.
In order to stay focused on your metrics it is important to determine what constitutes a metric.
Metrics measure results associated with objectives.
Continue to ask - are our metrics associated with our objectives? Why are we measuring that? You may be surprised to find out that you are measuring things that are not associated with your objectives and therefore are a waste of resources and can cause you to lose focus.
Metrics should be easily calculated.
They do not need to be complex. In fact, the simpler they are the more likely they are to be focused on an objectives. Having complex metrics also leaves plenty of room for error and lack of understanding throughout the organization.
Metrics should be limited to 3-5 for any objective.
Don’t get trapped in measurement overload. Take the 3-5 metrics that are best associated with your objectives and forget about the rest. We know that is hard to do. Chances are that some of the other measurements are good activity indicators that you can use to help manage your day to day business but fall short when it comes to associating them with your objectives (which are typically broader in scope and longer in execution). Forget them and don’t look back until you are at the stage of goal setting and refinement.
The BEST Metrics are fairer to HR and are in the public domain.
Far too often HR is charged with measuring things that are not completely in their control and scope of responsibility but are held ultimately responsible for the outcome. Metrics are meant to be fairer to everyone involved to spawn continuous performance improvement from everyone. Some fairer HR Metrics include the ratio of Actual vs. Contracted Time-to-Start, Hiring Manager Satisfaction, and Quality. Check them out.
Now that you’ve started to determine your new metrics for 2007, how do you implement them?
Tip on implementing them to the HR Team
Approach adoption of metrics in phases
A phased approach is best to determine long-term sustainable change. Fear of the unknown and resistance will dominate if change is drastic and your energy will be focused on dealing with that issue rather than your metrics and objectives. This approach also allows you to focus on components of the measurement process instead of the entire process at once.
Tip on implementing metrics with the Executive Team
Consult with stakeholders and bring a plan to the table
Approach your stakeholders with a proposal that outlines what metrics you believe would be most valuable to them. You should use this proposal as a starting point – allow your stakeholders to provide feedback and adjust the plan based on it. They will prefer to interact with you if you have a clear plan rather than developing the plan mutually from scratch.
Labels: General Metrics
