Figures Never Lie, but Liars Always Figure

456535051In account management, my team and I often field questions around program and supplier scorecards. These tend to vary from client to client and particularly from industry to industry, as the business needs are quite different across various markets – financial services, pharmaceutical and healthcare, oil and gas, travel, etc.

When helping my customers think through the development of scorecards, I always start with the same three questions:

  • What are your program goals and objectives?
  • Why are you measuring this?
  • How are you going to use the data?

The What
What are your program goals and objectives? This should include both the long- and short-term views, as each is valuable when establishing a scorecard.

Typical scorecards measure processes and program activity that fall within four main value propositions shown below.

goals and objectives

How our customers weigh each of these differs dramatically. Within our client base, some companies don’t see cost as a major priority. Many times these organizations require workers with high-level skill sets such as IT or other niche skills and are willing to pay a premium for the work being performed. Some want to dramatically reduce cycle time.Specifically in the manufacturing industry where time is money, they have tight deadlines and need qualified “butts in seats”quickly. Other clients such as healthcare organizations or financial institutions have a high focus on compliance, with strict guidelines around on/off boarding and pre-employment screening.

PREMIUM CONTENT: Typical order fill rate and time to fill for staffing firms

The Why
Why are you measuring this? These should be actionable, attainable, scalable and repeatable. What you measure should tie back to your program goals and objectives. The point of these scorecards is to continuously improve your program and relationships with internal business stakeholders and suppliers.

The How
How are you going to use the data? Once you receive the data set, are you prepared to act on the results, or are you just measuring your program to check a box? Essentially, it comes down to asking yourself one simple question: “If we are willing to measure, are we willing to act?”

No matter where you end up, the figures will not lie and data should and will make these conversations easier. Act on them, keep it relevant and mix it up!

What are your thoughts? Please share in the comments section below.

MORE: The strategic value of HR

Matt Kreh

Matt Kreh
Matt Kreh is an account manager at Fieldglass.He can be reached at mkreh (at) fieldglass (dot) com.

Matt Kreh

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