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Metrics Objectives and Efficiency Management Process

Metrics serve as tools to measure the results of the organization against the planned objectives based on the goals and objectives. They also serve as monitoring tools since they are supposed to generate documentation containing the operational results. The fact is that metrics are not limited to the most obvious key performance indicators of companies, such as production, sales or human resources. The management process is perhaps even more important than the aforementioned areas, as without an effective process or flow of communication, it is doubtful that anything can be achieved. In this context, it is safe to say that the objectives of the metrics should focus on measuring the results, as well as the efficiency of the management process.

Measuring the effectiveness of plans is much easier to do when implementation is already underway. A month or two, depending on the type of business that the organization is dedicated to, will surely be enough to know if the plan is good or not; that is, assuming that the metrics themselves are good.

How do you judge the quality of metrics when there are no results to judge them yet? Obviously, the process observed in formulating the metrics should give an idea of ​​how well the metrics will measure up when the plans are finally put in place. The basics of generating effective metrics is not forgetting what metrics are supposed to do: measure and monitor the relevance of goals, objectives, plans, strategies and all related implementation processes. One thing management-level employees should always keep in mind is that no goal or plan can be feasible without being based on real or concrete realities found in the business environment. It is clear that research must be done and it must be comprehensive enough to cover all important aspects of business operations.

Of course, managers tend to be overly optimistic in their production estimates. At the planning stage, it is vital to carefully analyze the feasibility of strategies and activities intended to address specific problems or achieve specific results. In other words, the question how must be fully explained and supported with quantitative and qualitative data drawn from valid research.

The way metrics are developed is part of the management process metrics. This simply means that the preparation of plans and their appropriate metrics must follow a proven procedure. Gathering all the relevant facts and data before sitting down to discuss and finalize a plan is a logical first step. The second is to involve people. It is not advisable to plan for others. It is impossible to accurately guess what others are capable or willing to do.

Providing management with a constant stream of useful information on how things are going with the implementation is, as already noted, another very important goal. Management process metrics should provide a system where implementation developments are tracked and reported to the people who need them. Naturally, one cannot read anything from plans that are all generalities, such as proposing to increase employee productivity by conducting a training program. The HRD department could do just that, provide training, but the results of the training must be clear enough to be considered successful or not. This is a sad case of not understanding what metrics are supposed to accomplish.

Metric targets can be grouped into two groups. The former will be involved in establishing effective measures of all organizational intentions – goals, plans, objectives – and implementation strategies and activities. The second will consist of measuring the efficiency of management processes; without which, all intentions will be largely worthless.

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