We struggle to find objective weekly numbers for our office manager and administrative support seats. What real, non-fluffy weekly metrics can we assign to these administrative roles to keep them accountable?

Question

Tyler Smith · Accepted Answer

Owners often assume that back office and administrative seats cannot be measured because their work is transactional and varied. This is a mistake. Every seat on your [Accountability Chart](/qa/promoting-internal-operations-manager-integrator) exists to solve a specific problem, and every problem has a measurable outcome. If a seat has no weekly metric, you cannot objectively evaluate if the person in that seat has the capacity to do the job.

Measuring Core Administrative Functions

To find meaningful numbers for an office manager or administrative support seat, look at their primary roles and responsibilities.

For roles focused on facilities and supplies, consider tracking:
• Weekly office supply spend against budget.
• The number of days facilities requests remain open.

If their duties involve client intake or physical mail, measure:
• The time elapsed between receiving a document and scanning it to the correct digital file.

For administrative assistants, objective metrics could include:
• The accuracy of executive calendars.
• The lead time for booking travel.
• The percentage of weekly administrative tasks completed on time.

Keep these metrics objective and binary. It is either done or not done, green or red. These measurable outcomes are critical for an effective [weekly scorecard](/qa/how-to-review-scorecard-under-five-minutes).

Incorporating Internal Customer Satisfaction

Another powerful metric for administrative roles is the internal customer satisfaction score. This removes the fluff and forces the seat holder to focus on operational efficiency.

To implement this:
• Have the team members who rely on this seat rate their support weekly.
• Use a scale of one to five.
• Aim for a consistent weekly average.

Assigning these numbers ensures everyone on the team is contributing to the data-driven culture of your EOS® run business. For more ideas on objective metrics for support roles, see [concrete weekly measurables for accounting and IT seats](/qa/back-office-weekly-scorecard-measurables). When considering [when to change a scorecard number](/qa/when-to-change-weekly-scorecard-metrics), ensure new metrics continue to drive accountability.

Related questions

• [What concrete weekly measurables should we track for our accounting and IT seats to keep them accountable without resorting to subjective check the box metrics?](/qa/back-office-weekly-scorecard-measurables)
• [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)
• [How do we narrow down our massive list of metrics to just five to fifteen numbers?](/qa/how-to-choose-five-fifteen-scorecard-metrics)
• [When is it appropriate to change a scorecard number, and how do we do it without losing historical consistency?](/qa/when-to-change-weekly-scorecard-metrics)
• [We spend half of our Level 10 Meeting arguing over why numbers were missed instead of just reading the scorecard. How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes)