Individual Performance Factors Based on Kaplan and Norton’s Balanced Scorecard

For those readers who want a more detailed list of actual performance metrics that may be used to measure individual performance, this list has been successfully used in several settings, including a multinational's contact center. Each of the four cells in the balanced scorecard matrix are represented. However, instead of the corporate-level goals, this outline breaks the metrics down into those that should be used to measure individual performance. For companies that want to roll performance up (as opposed to cascading objectives downward), aggregate results of individual team members should be used as the performance objectives of that team's leader. All direct reports roll up to their boss at all levels of the organization.

Productivity & Process

• Quantity of work completed

1. Number and scope of activities completed
2. Percent of work completed on current projects/assignments

• Efficiency & timely delivery

1. Speed of work relative to expectations and peers
2. % of deadlines met
3. Efficient use of down time
4. Efficient use of people involved
5. Efficient use of tools and resources
6. Efficient use of money

• Quality of work

1. Valid
2. Precise/concise
3. Verified as accurate
4. Met requirements and scope
5. Consistent look and feel
6. Clear and coherent
7. Justifiable content (not too much, not too little)
8. Solid craftsmanship
9. Organized and planned (and plan executed)
10. Thorough
11. Applied best practice(s)

Impact on Bottom Line

• Impact on other employees, leaders, customers, company, industry

1. How actions or results affected direct reports
2. How actions or results affected peers
3. How actions or results affected self
4. How actions or results affected the boss
5. How actions or results affected internal customers
6. How actions or results affected external customers (Travel Partners or guests)
7. How actions or results affected the company
8. How actions or results affected the industry (cruise, travel, hospitality, or function)

• Increase revenue

1. Dollar amount that the company made as a result of the employee’s actions
2. Projected impact that actions will have on company revenue
3. Unintended consequences (positive or negative) measured or observed

• Increase customer loyalty

1. Quantified increase in customer loyalty as a result of the employee’s actions
2. Projected impact that actions will have on customer satisfaction
3. Unintended consequences (positive or negative) measured or observed

• Increase in productivity

1. Quantified increase in company, team, and/or customer productivity as a result of the employee’s actions
2. Projected impact that actions will have on productivity
3. Unintended consequences (positive or negative) measured or observed

• Increase in quality

1. Quantified increase in company, team, and/or customer accuracy and/or precision as a result of the employee’s actions
2. Projected impact that actions will have on quality
3. Unintended consequences (positive or negative) measured or observed

• Reduce costs

1. Quantified reduction in company, team, or customer spending or expenses as a result of the employee’s actions
2. Projected impact that actions will have on costs
3. Unintended consequences (positive or negative) measured or observed

• Reduce cycle time/process time

1. Quantified reduction in the time it takes to complete company, team, and/or customer processes and/or activities as a result of the employee’s actions
2. Projected impact that actions will have on activities, processes, and systems
3. Unintended consequences (positive or negative) measured or observed

Customer Satisfaction and Loyalty

• Compliment/Complaint ratio

1. Positive vs. negative customer and employee reactions
2. Unsolicited compliments vs. complaints

• Identified and met or exceeded expectations

1. Number of projects where stakeholders mapped (identified and their position documented)
2. % of stakeholders who confirm their expectations and requirements were met

• Customer satisfaction survey results

1. Results of regularly-scheduled surveys
2. Results of solicited customer surveys

• Impact on team credibility

1. Number of times that personal actions brought the team into question
2. Number of times that personal actions helped the entire team gain respect or recognition

• Continuously improving

1. Results improved for same solutions or activities
2. Streamlining processes, procedures, policies, or methods

Learning & Growth

• Organization’s core competencies assessment

1. Self vs. boss ratings
2. 360 ratings

• Position competencies assessment

1. Self vs. boss ratings
2. 360 ratings

• Error reduction/repeat ratio

1. Number of errors vs. last time on like activities
2. Number of mistakes by level of impact

• Increased autonomy

1. Amount of time spent getting specific direction (whether sought or given)
2. Self-regulated efforts
3. Proactively seeking solutions
4. Focusing on the right objectives/results

• Creative or new solutions applied

1. Number of new ideas sought out
2. Number of ways existing ideas used in new ways
3. Number of existing ideas adapted to new situations
4. Number of completely innovative solutions generated

You can clearly see the connections between this post and my earlier posts on performance management topics. I hope that this, more inclusive and thorough, review of individual performance helps you build a scorecard for the members of your team.