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BUILDING THE WORKFORCE SCORECARD

THE NUMBER of different elements of the workforce that could potentially be measured in any organization is overwhelming. There are literally hundreds of different metrics that can be collected—some useful, some irrelevant, and some actually counterproductive to effective strategy execution. To further complicate the situation, in many firms the lack of an overall workforce strategy—coupled with the very real need executives often feel to measure “something”—can lead managers to create different and often inconsistent metrics in various parts of the firm. Besides the obvious duplication of efforts, very often these metrics aren’t aligned in any meaningful way. This can result in different parts of the organization ...

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