{"id":864,"date":"2008-03-12T01:00:31","date_gmt":"2008-03-12T09:00:31","guid":{"rendered":"https:\/\/systematichr.com\/?p=864"},"modified":"2008-03-12T01:00:33","modified_gmt":"2008-03-12T09:00:33","slug":"the-right-metrics","status":"publish","type":"post","link":"https:\/\/systematichr.com\/?p=864","title":{"rendered":"The Right Metrics"},"content":{"rendered":"

Knowledge@Wharton<\/a> had a great article recently about performance drivers.\u00a0 Here\u2019s a brief excerpt:<\/p>\n

As the Dean of a business school, you decide that the best reflection of winning is BusinessWeek’s rankings. These are prominent reputation scores created by a third party that directly pits business schools against each other every two years. Essentially all MBA applicants know about the BusinessWeek rankings, and the smartest MBA applicants with highest motivation try to go to the best-ranked schools. If you attract really smart, motivated people to your school and simply don’t mess them up too bad, there is a very good chance they will go out and succeed in their careers. And then guess where they will want to hire their future MBAs? In fact, loyalty aside, most successful companies want to recruit MBA students from schools with the best public reputations. And who can command the highest salaries and the best jobs from these great companies? You’ve got it: MBAs graduating from the top-ranked programs. These virtuous cycles are why you picked BusinessWeek’s rankings as your primary Organizational Outcome.<\/p>\n

Do you want to know what your Performance Drivers are? Then you need to call BusinessWeek. Because once you selected these particular rankings as the evidence that will let you know that you are winning, the only way to learn your Performance Drivers is to figure out how BusinesWeek creates the rankings. So you call up BusinessWeek and learn the formula. Forty-five percent of the ranking is based on what your MBAs say about your school after they have been in the program a year. Forty-five percent of the ranking is based on what the companies that hire your MBA students say about your school. That leaves 10% — what is that extra 10%? That’s just a little remainder, hardly worth thinking about too much, but that is your school’s “Intellectual Capital.”\u00a0\u00a0 ((Knowledge@Wharton.\u00a0 July 11, 2007.\u00a0 “Is Your Workforce Strange Enough to Guarantee Competitive Advantage?”))<\/p><\/blockquote>\n

What interests me are in fact those formulas.\u00a0 If you extrapolate this to HR, what really counts is first, what do your employees think of you, and second what does management think of you.\u00a0 In a distant third, what you actually do counts, but only so much as it shapes the first two criteria.<\/p>\n

I\u2019d suggest that the first criteria is a measure of engagement.\u00a0 I mean really, who cares what employees think of HR.\u00a0 That\u2019s not going to make them stay and produce.\u00a0 We want to know what they think of the organization and engagement here is the right measure.<\/p>\n

Second, what does management think of you?\u00a0 While many might realize this is a necessary evil because that\u2019s where our funding comes from, it really is indicative of the job we\u2019re doing.\u00a0 No matter how great our HR team is and how efficient our processes, all that is worthless if we are not demonstrating that to management.<\/p>\n

Last, what we do does matter, but not as a measurement to be used at the end of the day.\u00a0 It\u2019s possible we cut $1M out of the recruiting process year over year, while maintaining the same quantity and quality.\u00a0 But it goes back to the second metric.\u00a0 Did management notice enough to score you well?\u00a0 At the end of the day, it\u2019s all about one thing.\u00a0 Are your customers (employees and management) happy?<\/p>\n","protected":false},"excerpt":{"rendered":"

Knowledge@Wharton had a great article recently about performance drivers.\u00a0 Here\u2019s a brief excerpt: As the Dean of a business school, you decide that the best reflection of winning is BusinessWeek’s rankings. These are prominent reputation scores created by a third…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_coblocks_attr":"","_coblocks_dimensions":"","_coblocks_responsive_height":"","_coblocks_accordion_ie_support":"","footnotes":""},"categories":[27,10,8],"tags":[],"class_list":["post-864","post","type-post","status-publish","format-standard","hentry","category-data-metrics","category-engagement","category-strategies"],"_links":{"self":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/864","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=864"}],"version-history":[{"count":0,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/864\/revisions"}],"wp:attachment":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=864"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=864"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=864"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}