We want every employee in our company to have a measurable number on their departmental Scorecard, but our creative and administrative staff push back claiming their output cannot be quantified. What weekly measurables work for non-production seats?

Question

Tyler Smith · Accepted Answer

The EOS principle that every person has a number is non-negotiable. When leaders allow creative or administrative staff to claim their work cannot be measured, they reinforce subjective management, foster unaccountability, and leave employees guessing whether they had a successful week.

Every seat exists to produce specific outcomes. If a role consumes payroll, it creates value that can be quantified through volume, speed, or accuracy. The secret is shifting the metric from creative inspiration to operational throughput.

For design, copywriting, and creative roles, avoid measuring aesthetic quality on the weekly Scorecard. Track workflow velocity and commitments:
- Creative assets delivered against brief deadlines: The percentage of assigned projects delivered by the agreed-upon delivery date.
- Revision cycle count: The number of projects requiring more than two rounds of internal rework, identifying poor scoping or execution.
- Weekly billable creative hours logged: Direct output dedicated to client-facing deliverables.

For administrative, office management, and executive support seats, track responsiveness and operational compliance:
- Billing or expense processing turnaround time: Invoices or receipts processed within forty-eight hours of submission.
- Executive calendar and itinerary accuracy rate: Zero unconfirmed meetings or scheduling conflicts per week.
- Internal request resolution velocity: Back-office inquiries or ticket requests resolved within one business day.

Assigning clear, weekly activity metrics gives non-production employees objective clarity. It eliminates subjective performance reviews, protects high performers, and proves whether individuals possess the GWC for their seat.