Our employees are hitting their quantitative weekly scorecard targets perfectly, but they are doing it by rushing through their work and cutting corners on quality. How do we structure our metrics to prevent this type of quantitative gaming?

Question

Tyler Smith · Accepted Answer

When employees hit their quantitative weekly scorecard targets but sacrifice quality, you have a design flaw in your metrics. If you only track speed or volume, you are encouraging your team to cut corners. To prevent this type of quantitative gaming, you must pair every volume metric with a quality metric. For example, if you track the number of service tickets resolved, you must also track the percentage of tickets reopened within forty-eight hours. If you track the number of outbound sales calls made, you must also track the percentage of those calls that turn into qualified opportunities. This pairing forces your team to maintain high standards of quality while hitting their activity targets. If a team member hits their volume target but their quality metric is red, the overall result is a failure. Address this behavior immediately in your departmental Level 10 Meeting. Explain that speed without quality is waste. By balancing quantity with quality on your weekly scorecard, you build a robust, scalable operation that runs on data and proves to potential buyers that your business does not rely on heroic, unmeasured efforts.