Who said what gets measured gets improved

Gathering data without taking the time to review the information is kind of like digging a hole, just to fill it in again. Let me give you an example from my former career. The owners of the business requested a specific report be divided out to minute detail, that required hours of manual compiling of information.

The business management software provided a report that was one layer of detail different but ultimately demonstrated the same data. As soon as we switched to the system generated report, we freed up more than 10 hours a week of staff time.

Along those same lines, I have a client that just implemented an online training program, to allow for the mandatory trainings for new staff members to be automated. What gets measured, gets managed. Measurement serves two purposes: It makes you motivated. It is in human nature that whenever he is given a score based on something he did, it motivates him to improve his score.

It gives you a clear idea about the reality and helps you make effective future strategies. Try to exploit this power during your preparation. Leave a Reply Click here to cancel reply. Tag Cloud Achievement Bias Books career chemistry Confusion coordinate geometry Data drop Education Exam Experiments feynman Gamification iit jee Inorganic Chemistry interview JEE Learning line low-scoring math Measurement meditation Motivation multiple-choice questions nervousness Number-crunching online resources Personalisation physics plane problem solving procrastination Psychology Science sports Strategy stress success Temperament Test time management tricks understanding.

But research indicates that indiscriminate use and undue confidence and reliance in them result from insufficient knowledge of the full effects and consequences.

Judicious use of a tool requires awareness of possible side effects and reactions. Taking this a step further, is the balanced scorecard. Using a combination of these metrics, managers can make informed business decisions, and work to improve things that have the greatest net effect. Over time business operations streamline, productivity increases, and the results can be seen on the bottom line.

Again however, the nuances of the real world make the theory less than perfect. Even when managers know what to measure, and have the ability to do so, the second challenge lies in how to improve. The most difficult items to improve are often complicated by the human factor. In the contact center, this is especially true. Using KPIs generated by scorecards, managers can identify items, and individuals, worthy of improvement.

Contact centers routinely use coaching an application and process where individual interaction and teaching is documented and trackable, as the first step towards improvement. The problem is that the coaching is often not connected to the KPI in any strategic fashion, and the coaching itself is almost never measured.