Our customer support and onboarding teams hit their weekly ticket resolution targets, but post-resolution satisfaction scores are dropping. How do we design paired Scorecard measurables that prevent employees from gaming speed metrics at the expense of quality?

Question

Tyler Smith · Accepted Answer

Whenever you measure a single volume or velocity metric, human nature finds the path of least resistance to keep that box green. Support reps close tickets before solving the underlying root cause, or onboarding specialists rush clients through setups just to mark them complete. You do not fix this with policy memos or micromanagement; you fix it by pairing the activity measurable with a counter-balancing quality metric on the exact same seat.

If the operations seat tracks tickets resolved per technician per week, the paired measurable must be first-contact resolution percentage or seven-day reopen rate. If sales tracks outbound meetings set, pair it with qualified sales opportunities accepted by account executives. Neither number can be celebrated in isolation. If velocity is green but quality is red, the seat has an issue to drop to the bottom of the Level 10 Meeting agenda for IDS.

Ensure the same individual owns both metrics on their Accountability Chart seat. When a leader owns both speed and quality, they cannot sacrifice one to protect their performance on the other. This creates healthy operational tension inside the role. The Scorecard then accurately reflects true operational throughput rather than artificial throughput engineered to avoid accountability.