We are trying to push our Scorecard discipline down to the departmental level so that everyone in the company has a number, but our administrative and HR support staff are resisting, claiming their jobs are too varied to boil down to a weekly metric. How do we overcome this pushback and find numbers for these support seats?

Question

Tyler Smith · Accepted Answer

When you implement the EOS® tool of ensuring everyone has a number, you will frequently face pushback from administrative, HR, and creative support seats. They often believe their work is too subjective or qualitative to be measured by a weekly digit.

To overcome this resistance, you must shift their understanding of what a metric is. A weekly number is not a tool for micromanagement; it is a mechanism that gives them clarity and ownership over their seat on the Accountability Chart. It answers the simple question: How do I know I had a great week?

For an administrative assistant, the number could be as simple as calendar conflicts resolved within twenty-four hours or travel bookings completed with zero errors. For an HR manager, it could be percentage of open positions with active candidates in the pipeline or employee onboarding milestones completed on time. First, ensure they have the GWC™ to own the seat, then work together to find the metric.

Every seat in your organization exists to produce a specific outcome. If a seat has no measurable output, you must question why that seat exists on your Accountability Chart. Help your support staff identify their primary output, and then find a simple, objective way to count it weekly.

Once they see that having a clear, achievable weekly target removes the ambiguity of their performance reviews, their resistance will fade. They will embrace their number because it gives them an objective way to prove they are contributing to the company's success.