How do we construct Scorecard measurables so team members cannot game volume numbers by sacrificing quality or rushing through customer delivery?

Question

Tyler Smith · Accepted Answer

Whenever you evaluate an individual on a single volume-based metric, you incentivize them to exploit that metric. If an operations seat is measured solely on completed tickets, they will resolve easy tickets and ignore complex issues. If an estimator is measured only on proposals delivered, they will submit sloppy bids to hit the weekly target.

To stop people from gaming the system, pair output volume with a counter-balancing quality or throughput constraint. Every primary operational measurable must have a balancing metric that penalizes superficial execution.

- If you track completed service tickets, track ticket reopen rate or first-contact resolution percentage.
- If you track outbound sales calls, track qualification rate or booked discovery meetings held.
- If you track job turnaround speed, track client rework requests or error rates during internal quality control.

When two opposing forces sit next to each other on the Scorecard, an employee cannot push one into the green by letting the other collapse into the red. You maintain operational velocity without sacrificing product integrity.

If someone still hits volume while repeatedly failing the counter-metric, that is not a metric flaw. It is a personnel issue. Take it to IDS® during your weekly Level 10 Meeting™, determine whether they have GWC™ for the seat, and address their behavior directly.