#metrics

How many people fall below the 3 days in the office metric?

Every team is being told something different it seems. The guidance we got was to aim for 8 hours a day but nothing regarding mouse clicks or keystrokes. Someone I know was told 6 hours and some people are saying their team is 3 hours.

As usual it’s just a mess and full of double standards. We were told not to game the system but that we should have our laptops at all times even when attending in person events. Seems like a total joke.

If you’re gonna pull this bullsh-t at least make it clear what the expectations are instead of purposely making everyone feel unsure and trying to psych people out

Fake metrics
Fake conference calls
Fake Dispatches to make up my day so my supervisor meets his numbers
Fake busy work because our side of the business is dead

Counting down the days. Tick tock tick tock.

The disconnect between leadership and the actual work being done has become unbelievable. There was a time when conversations with management centered around collaboration, navigating difficult cases, problem-solving, and ultimately improving outcomes. Now it feels like every conversation revolves around which metric is off, what deadline wasn’t met, or which box wasn’t checked quickly enough.

At what point did we lose sight of what actually matters?

We are clinicians, not data entry machines. Our work requires critical thinking, clinical judgment, collaboration, and sometimes navigating situations that don’t fit neatly into a predetermined timeframe or dashboard.

Metrics have their place, but the constant hyper-scrutiny of every little data point is not improving the quality of care. It’s creating an environment where people are more concerned about satisfying a metric than focusing on the actual work in front of them.

Leadership needs to seriously ask themselves what they’re trying to accomplish. Are we improving patient outcomes, or are we just getting better at measuring how quickly someone checks a box?

Because those are two very different things.

No displays up. Store is almost empty. I’m sure I’ll hear about how this location is the worst in the market for online service metrics.

Looking forward to lunch, too—except virtually every restaurant within five miles serves Coke, so apparently I can’t realistically grab something to eat while supporting the company I work for.

Then, one minute after my shift started, I got the call: two more stores added to my route today because of call-offs.

I explained that it’s my daughter’s birthday and that, after a 12-hour shift, I’d really like to get home to her.

The response? If I leave, I’d be “abandoning my job,” because today is going to be a 16-hour day.

No displays. Empty shelves. Missed service metrics. Call-offs. Sixteen-hour days.

At some point, you have to ask whether the problem is really the person standing in the store—or the system they’re being asked to operate in.

SCORE is still not right from Q2, do not know my back log from q2 that carried over.
Don't know where we are in Q3 either

Nike is currently making 636 k per employee and spendind avg 250k including benefits and bonuses. They need to get to 800k per. 300 mil severance don't expect the large ones like the past. Looks like a 4k cut and no bonuses

When you cannot consistently replace reserves (R/P), you buy it. Who's the next target now that the recent acquisitions have been baked into our street metrics?

So what we generated more cash than others. This is a meaningless comparison when we are a much bigger company than them. Use a meaningful metric. Show ROCE over time vs competitors. Something that normalizes the performance.

SBHP recently started using PEGA to track "productivity". However, no one has a clear answer on how it works or what it's tracking. No one in our department has above 67% and people are being told to just click around more. Obviously that's not the solution because everyone would be successful at that point. Does anyone have any clear metrics or tactics that work?

Except data delays have often been because of new reporting metrics being added

Anyone else fed up with the false metrics leadership is using to measure success in the risk and control space. Its ironic that the department that was built up because of the sales metic that was an illusion of added profits is now deploying the same metic illusions of reduced costs.

They are now assigning arbitrary ETAs to work items to justify their next targets for downsizing. No accounting for how long the work actually takes, just assuming their bean counting directors know a reasonable metric for every task under them, and making sizing decisions based on that fiction.

This is happening after they took away the functionality and systems to actually log your work performed and the time it took.

If you think it's bad now, it's about to get a whole lot worse.

Why is Verizon not giving the chance for the right people with skills to move up?
When I talk about right people, it’s about people who are not getting any inherited wealth and are not relying on a cushion of being lazy in management. Why isn’t there an audit happening before promoting such people to see if they’re actually performing consistently. With a tangible metric assigned to it.

This fu-k a-s company picked two people over me for RTMs that have worse metrics across thee board. Busting my a-s for nothing

Since this topic continues to come up, here are some points you may find helpful that have been shared in other threads.

Disclaimer: Yes, I am aware the goal posts have changed and are likely to change. This information is based on current expectations.

1. The adherence data is delayed every single month. Every. Single. Month. If it isn't corrected by week two of a given month, there is a process you can follow in MyHR to have it corrected.

2. The current metric is the average over each rolling three-month period. January, February, and March are no longer factoring into that. Neither is April. Right now, it's May, June, and July.

3. If you've averaged more than 60% per three-month period (Jan-Mar, Feb-Apr, Mar-May, Apr-Jun, May-Jul), you're fine.

4. If you continue to average more than 60% across Jun-Aug, Jul-Sep, Aug-Oct, Sep-Nov, Oct-Dec, and so on, you will continue to be fine.

5. If your May-Jul average (or any three-month period in the future) is less than 60%, yes, you will have to work additional days in office to raise that average.

6. You can calculate in advance how many days you need to be in office each month, based on your Adjusted Working Days (Total Possible Days minus Vacation/Holiday/Sick days) to maintain the more-than-60% average across each rolling three-month period.

7. Yes, I am aware we should not have to do that.

8. The "Working in the office: In-office attendance and reporting (Global)" article FAQs in MyHR address the change that took place in April.

"Q. Am I held to the 'more than 60% in-office' expectation for Q1 2026 if the updated measurement approach didn't take effect until Q2 2026?

A. Yes, as the expectation of working three-plus days in the office was established and communicated over 12 months ago."

Reason being that three-plus Total Possible Working days in office each week in January, February, and March (not Adjusted Possible Working Days) averages at more than 60% and would have been achieved by employees following the expectation for Q1, which, again, is no longer factoring into the three-month average.

1. This isn't opinion or preference or bootlicking, just math.

Pssst, at this point, some important metrics objectively stale. Update your shizz.

Q2 Earnings: 25.885 million members.

Careers page and LinkedIn job postings: “You could be the one who changes everything for our 28 million members.”

That’s a 2 million member overstatement.

The careers site and job reqs appear to have adopted the corporate communications playbook: delay, then revise.

Got my separation date - Nov 12 2027. This is ridiculous. I'm in UM concurrent review, and I'm so sick of this company constantly devaluing our work. We're expected to do 2.16 cases per hour, but somehow we're also supposed to attend meetings, trainings, and everything else without the metric changing.

How is that reasonable? I can't sit through a one-hour meeting and still complete 2.16 cases per hour. I'm one person. Leadership created impossible expectations and punish us for not meeting them.

Next year don't do the Tell Dell. Participation is the only metric they can't cook.
This year seems to be hoovering around 80%.

Has anyone heard or been hinted any updates about housecalls?

Now that the metrics are even more strict this year, and the last update is even more charting. Just makes me wonder what’s coming, if anything.

Unless they add a time in the cr@&$er these level up and rev up metrics are gonna ki-l my team

As this is all going on, and with the stress, anxiety and uncertainty of will we have a job come a month or 2, my people leader is production! production! production! How are we to stay focused with these chats and emails going out about metrics and audits when inside all of us are stressed and nervous? Beyond frustrating!

Just finishing meeting with manager and he says I don't have enough computer action. I complete all my assigned tasks on time, never been found wanting. I asked how the data is collected and I'm told it's classified. Why hang me if you can't tell me how to improve. I guess I'll be getting IM rating.

This top 5 goal is a major change, easily categorized as transformative if anything close to that is achieved. Has anyone seen any metrics / reporting of progress on this? I don't think achieving progress on this goal is realistic without senior leaders leading the way and taking work out (reporting overload being 1). Haven't been here long, this seems like a pipe dream...generally interested in your thoughts?

Playing the fiddle while Rome burns.

For code contributors, there’s metrics involved now. Even within tiers of needs improvement, meets, or exceeds, they have top, middle, and low rankings. Basically tracking commits from forked branches of mainstream repos. I’m sure they used this as part of the layoff decisions.

I really value being managed to modern seller metrics, it gives me a clear sense of accomplishment and keeps me motivated. The structured performance coaching plans also make me feel invested in and supported as a seller, which ultimately drives me to perform at a higher level.

Cutting bonuses drastically by raising metrics incrementally every year, until they're just out of reach. Q1 2026 quarterly bonus dropped $1500 for me compared to other quarters and my performance increased this year. The base isn't the best, so you have to rely on bonuses to make up for it. All that makes people want to do it put in less effort, which I'll be doing.

AI usage and other metrics are being analyzed to identify low-performing employees. Watch your back! There will be another round of layoffs happening in July or August. Good luck and happy hunting

It says over the next 2 years but still. How are you supposed to have any job security like this? I'd been expecting it given how strongly they've recently been pushing metrics leadership can see. And still I'm frustrated and annoyed. It's almost worse that it's "over the next two years" because now I have to start applying elsewhere because I just don't even know if I'm safe or not.

Following up on a previous post about Directors being required to list what they do to earn their paychecks. Anyone heard anything new on this? "Was asked to put in four bullets what my role is with metrics supporting it? Can’t say “Oversees” or anything high level. Is Director level being hit next?"

https://hrexecutive.com/remote-work-doesnt-break-company-culture-poor-measurement-does/

Enough said.

This feels like an Elon Musk moment. Was asked to put in four bullets what my role is with metrics supporting it? Can’t say “Oversees” or anything high level. Is Director level being hit next?

I have a hard time believing this is just about managing real estate.

Just informed on an East market call that engineers will now be graded based on the time it takes to get tasks completed in Canvas…. Most of the delays are out of our hands with the tool not working 1/2 the time or vendors not getting their related tasks completed…. The people making these decisions have NO concept of what it takes to keep a network running and just want to stare at dashboards… I’m assuming this will now be used against us for reviews and future RIFs

Carrot + stick + fear + metrics” = control-based management Transparency = trust-based management

Measure employee performance/success by a metric of number of hours they are seated in the chair at office and report this monthly in the "Talent and Performance"?

A Joke at a Fortune 500 Company.

Engage Gunjan Kedia to implement a performance metric that requires employees to remain stationary at their desks, focusing solely on monitor interaction. Her approach has been met with derision from peers across various departments, including HR, Legal, Tech, and Payments. Her methodology has been criticized for promoting an outdated cultural perspective within a major U.S. Bank.

What happens when you go on these plans? Metrics are ridiculous. Being faulted over something that is not in your control.

We are measured on metrics that don’t fully capture the work being done. You can be doing meaningful work and still look like you’re underperforming on paper. There’s a clear disconnect between effort and evaluation. I've seen people who were among our best get on the list of "underperformers" when nothing could be further from the truth. It’s honestly pretty frustrating.