Are Metrics Killing Morale?

Metrics.  They’re everywhere.  They’re ubiquitous and overused.  And they’re killing us in the workplace. 

Before entering into private practice, I worked for a non-profit organization that decided to begin a new reporting protocol to track the services used by our client population.  That might sound reasonable, except that a similar program was already in place, and the original reports were not being replaced by this new, more time-consuming one.   Further, there was no clear purpose or benefit for the added information.  Our already over-worked team was shaken at the idea of being asked to duplicate their time-consuming paperwork. 

My husband, an IT professional, has experienced different challenges with metrics.  He has been asked to track and report on the usage of each piece of equipment (information that he notes has never led to change) and each client interaction.  The latter with the unfortunate focus (and reward) being on the number of clients served.  This client-service tracking led some techs to reduce their customer service or take costly short-cuts.  In this case, the metrics incentivized poor service.   

And while working with clients, I have learned of similar challenges and frustrations that were tied to seemingly irrelevant record keeping and tracking.  Some of these situations were at the core of staff member conflicts, taking the form of insubordination, or inter-team conflicts.   

Looking at the above situations, the use of metrics brought about an increase in workplace tensions and conflict, a lowering of productivity and morale, and a reduction in customer service and satisfaction.   How did this happen?  Aren’t metrics supposed to help us improve processes, customer service, and profitability?   As I see it, yes and no.  

Yes, they can (potentially) help us improve these things, but no, they aren’t always the right answer for accomplishing the goal.   

Here’s the limitation - Metrics cannot take the place of good management, careful oversight, or involved, committed employees.  They cannot make necessary inferences and watch for confirmation of the results.  These qualities are why we prefer a person for customer service over an automated system.  And these human elements are at the core of eliminating theft, building productivity, and enhancing customer interaction.  Humans have the ability to ask a question, seek more information when needed, interpret, intuit, and comprehend.  Data limits this – and us.   

If we really want to bring about important change, or track concerns or issues in the workforce, we need to communicate this to our managers and employees.  We must enlist their intelligence, creativity and support in accomplishing the goals intended.  We need to engage them in planning, and conversely, we need to listen to their needs.  To accomplish our goals and build a strong team, we need to bring about change in a cohesive way; One that allows for unguarded information sharing, open communication and reciprocal trust.  Only then can we begin to work collectively to reaching our goals – and only then will the goals actually matter.

Office Politics

Office politics may be something we all talk about – but in an election year, the expression takes on a whole new meaning.  As a behavior brought about by those who seek power and influence, consider the potential for staff in your organization to desire the power and influence to see their party or candidate take office come Election Day.  

Hot-button issues like the economy, unemployment, and healthcare are hitting-home and leading people to become more opinionated and more entrenched in their beliefs.  Friendly conversation about current events can quickly turn into heated debate.  Repeat interactions may lead some to feel pushed, challenged, or bullied.  It is these office politics that threaten to derail your business as they undermine morale, hinder teamwork, damage productivity, and may also lead to more troubling (and potentially litigious) behaviors – all of which are sure to linger beyond Election Day.

The best strategy for keeping these office politics at bay is to get in front of them and plan ahead.  

Steps to Take

1 – Review your company policy on social or political behavior.  This may also overlap with policies on diversity.  Are there policies addressing the use the display or demonstration of affiliations, etc.?

2 – Determine what will be acceptable company behavior.  Some thoughts to consider:

• If friendly debate/conversation is allowed, is it limited to lunch and break rooms?
• Can a person post their affiliation in their office/cubicle?
• Is staff allowed to congregate or campaign on company grounds?
• How does title/role play a part in determining what a person can/cannot say?

3 – Consult with your company attorney.  While 1^st Amendment Rights were created to establish political freedom, the workplace is not public property and therefore is not the appropriate forum for enacting those rights.  

4 – Talk with your staff.  Be sure all staff know the position of the company regarding these behaviors, and how they may address any concerns which still arise.  Be clear about rules and consequences.

5 – Be Consistent.  Nothing is more troubling or will lead to more discord than allowing some individuals to express their beliefs freely while others are held accountable.  This is especially true if the rules seem to favor a certain individual, a particular rank within the company, or a given political party.

Occupy# - An Opportunity for Business

The Occupy# movement which is growing throughout our cities has implications that stretch beyond the obvious. This movement is not just about the unemployed and underemployed, but

about the concerns all Americans are having about the future of our country. It isn’t just about Wall Street and big-government decision making, but stretches to concerns about Main Street and organizational leadership.
Through these stressful times business owners and leaders are gaining the unique opportunity to stand out from that cynicism and negativity, and to come forward as a company that cares.

What Steps Can Business Leaders Take?

Executive compensation – I read a recent report from the Economic Policy Institute that said in 1965 the average CEO was paid 24x what the average employee received. In recent years that number has been as high as 300x that amount. This disparity is unacceptable to many.
While some would argue that talent retention requires competitive income, I would suggest that retention comes instead from a person’s respect for a company’s core qualities including its values, the products or services it provides, and its customer’s or clients. Financial compensation only becomes of primary importance when one or more of those core qualities are missing.
Rather than keeping up with the Jones’ in CEO compensation, reconsider what would be an acceptable income and make that change. As an added boost to your image, make the change public. Rather than hiding this scaling back, challenge other organizations to follow your lead.
If this idea strikes a cord with you, and you think that in a competitive marketplace that it is not possible, look for an up-coming article I am writing which elaborates on the subject.

Political contributions – Let’s face it, Google has made research nearly effortless. So while you may be focusing your online attention to SEO and social networking, some may be Googling you for different reasons. If you are making notable contributions to either party, or to lobbyist or other groups, be aware of the potential message this sends out. Your affiliations, once known, affect the perception of both your employees and your customers. What can you do? If you donate money or resources, consider doing it as a personal rather than a business contribution. Where possible, be open to addressing any controversy by putting the topic on the table for discussion and explain your point of view. Most importantly, be aware of the impact this may have on your image and act accordingly.

Flexibility and Understanding – Those same financial pressures are affecting both your employees bottom-line and that of your business. Sure you can’t give bonuses this year. But you can find creative ways to show you appreciate your staff and care about them. In lieu of bonuses perhaps allow an extra day off, a more flexible work schedule (holiday or year-round), even encourage them to organize an in-house secret-Santa to celebrate the holidays. These small efforts will pay long dividends as your team of employee’s feels you understand and care about them.

Creating a workforce that is happy, cohesive, and dedicated to the success of your business is the goal of any leader. Demonstrating you care about them and their concerns is just one important step. If your team is not exactly where you’d like them to be, we’d like to help you get there.