Wednesday, October 13, 2010
As discussed earlier today, sometimes there are objections to starting a measurement process or it may be hard to "sell" to upper management in order to obtain resources. This afternoon we have been focusing on a "process" for measuring "fuzzy" tangibles as these are hard to measure and hard to get buy-in for.
The first step is to get a meeting with all key stakeholders and find out what is "keeping them up at night." By understanding stakeholder goals and objectives, you then can create a "measurement map" that visually links strategic goals, business results, performance outcomes/indicators, performance objectives and then finally the intervention/program. I believe this measurement map is a great tool for any metrics both tangible and intangible. It also great for all functions not just for HR as other departments need to understand how their initiatives tie to goals. It definitely is a great visual that keeps you focused on the desired outcomes.
In our group we discussed market share as a strategic goal and we wanted to link a Leadership Development program to that goal to see what measurements would be important. The interesting part of this exercise was that is made us think very hard, and it was difficult, but it is not impossible. So, I can't dispel the "difficult objection", but I believe the effort is worth it.
By linking interventions to strategic goals you can mitigate "analysis paralysis" and "time consuming" by focusing on what is important. This focus keeps you from analyzing unnecessary data which saves time. My gut says if you spend time on the front end with these critical linkages, that time is money, so that will help with the "expensive" objection.
So net, net...start with strategy...link what you do to that strategy and then develop the success measures! The C-Suite will love you!!