Monday, November 28, 2011

Metrics Implementation and Worker Cooperation

Once metrics are obtained, it does not mean that those concerned will automatically cooperate. This may well be the most frustrating aspect of performance measurement, evaluation, and management. Not many individuals are skilled in the conduct of a proper metrics implementation program, and even fewer individuals know how to even apply such a program.The most usual query being asked regarding the implementation of metrics is the availability of incentives or benefits in favor of the workers, for them to consider and actually pay attention to the metrics that have been set by the management. If this question is explored further, there may be a need to really provide a good incentive program for the workers to also consider attaining the objectives of the company. As an answer, some companies already offered incentives, such as cash bonuses or paid privileges, for the individual workers, groups, or departments that are able to attain the desired objective of the company. Eventually, this became a routine activity for the management and the employees. Employers should also be aware that a possible problem could result if only the most productive individuals, groups, or departments get to enjoy these benefits, which almost become unfair.Since the concept of giving rewards for the attainment of objectives based on metrics was basically a bad idea, probably, the answer still lies within the workers' sense of dedication to the company's cause. If their morale with the company is high, the tendency is that they will strive to attain the objectives of the company, whether or not there is an added benefit or privilege. On the other hand, the same workers would not even lift an extra finger if it means saving the company thousands of dollars; if they feel no personal connection with the same.Thus, managers may appeal to the worker's sense of dedication to their trade. The workers must be made to know and understand the nature of their work and the nature of the relationship the metrics have on their work. Also, they must understand why the metrics are being used in the first place. If they are truly dedicated to their trade, then they will surely see that the nature of their work is not merely production and compensation. There is a standard to which their work must compare to, and that it is their duty both to the company and to themselves that this standard must always be maintained and pursued.The workers must also see that metrics reflect the performance of the company itself, which is creditable to the performance of the workers. Thus, good metrics mean good performance. Bad metrics reflect bad performance. In either case, the worker must understand that the results of the metrics are the direct results of their performance. This will also appeal to the worker's sense of pride, since good metrics will give them the idea that they are doing their job well and that the company is doing well because of them.Workers can always be made to cooperate for a successful metrics implementation. All that has to be done is for them to understand what it is they are striving for and that they are always considered integral parts of the company.

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