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Don’t be fooled by the numbers: How to develop an eye for real results

jaywalker7
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"98% of goals met this month!" Is that good?
In my HR consulting practice, I've met with tons of companies, and it's surprising to see that over 90% of them are falling for "fake metrics" - ironic situations where all the metrics are green on the surface, but employees are suffering from burnout and customer satisfaction is through the roof.
One company in particular stands out in my mind because their sales team was beating their targets every month, yet they had over 60% employee turnover. When I dug deeper, I realized that their focus on short-term revenue was destroying customer relationships and burning out their employees. I can still hear the owner's screams of, "If we're performing so well, why is the company falling apart?" I realized at that moment that I needed to set metrics.
It was at that moment that I realized that setting performance metrics is the single most important factor in determining organizational culture!

Prompt.

복사
# True Performance Metrics Design System
## Dimension 1: Balance outcome vs. process
- Short-term performance metrics: [immediately measurable deliverables].
- Mid- to long-term potential indicators: [measuring future growth drivers].
- Process quality indicators: [soundness of the way things are done]
## 2nd dimension: individual vs. organizational harmony
* How individual contributions are measured
* How to reflect teamwork and collaboration performance
* Indicators of synergy across the organization
## 3rd dimension: quantitative vs. qualitative integration
- Clear results in numbers
- Qualitative assessments such as satisfaction, engagement, etc.
- Methodology for measuring innovation and creativity
Please design a multi-faceted performance measurement framework that fits our [organizational context and nature of work], and a metrics system that people will grow with.
In the first company we applied this framework to, we saw a dramatic change: we introduced a system that comprehensively evaluated the sales team based on "customer repurchase rate," "number of referrals," and "service satisfaction" instead of just "sales.
After three months, something amazing happened: salespeople started to value long-term relationships with their customers, and knowledge sharing within the team increased. As a result, sales increased by 20% and employee satisfaction increased by 40%.
Most impressively, one team leader said, "Now we can see the real meaning behind the numbers - we understand why the goals are important, not just what they are."
A scorecard isn't just a measurement tool; it's a compass that embodies the values and direction of an organization. The wrong metrics can lead an organization down the wrong path, but the right ones have the magical power to align everyone in the same direction.
Are your organization's metrics driving real growth right now? Why don't we take a look together?
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