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SD Times
July 2021
www.sdtimes.com
Are your metrics right for a remote workforce? BY GUARANG TORVEKAR
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o much of what we do at work has to be measured. There is a sense that, if something cannot be measured, does it even really exist? Certainly, if a project or function can not demonstrate how it is being measured in a clear, understandable manner, its ability to secure approval or signoff is dramatically reduced. Metrics, key performance indicators, objectives and key results (OKRs), being able to measure progress — it all links back to a need within organisations to ultimately quantify return on investment. When we all worked in one
place, most metrics were tied to outputs — achieve sales targets, ship code, maintain a positive net promoter score.
Changing environments demand new metrics But how have those ways of measurement changed in the last year? Do they take into account the challenges and opportunities that come with remote working? As Dan Montgomery, the founder and managing director of Agile Strategies, said, the current situation “is a great opportunity to get better at managing people around outcomes rather than tasks or, worse yet, punching a virtual clock to prove they’re working.
Many employees working from home genuinely have big challenges, including bored kids, sick relatives and an unending stream of bad news. They need the flexibility right now and will appreciate your trust in them.” Having that flexibility is particularly critical in uncertain times. “Now more than ever, the goals that we’re setting are so critical for us to be able to navigate what happens next,” Ryan Panchadsaram, co-founder and head coach of What Matters said.
Defining a clear vision But how do we set those goals? One mistake many businesses make is not
