Do Your Measures Make Employees Mad? Or Motivate Them?
by Mike McDonald
Fear. Anxiety. Stress. Anger. Not exactly the emotions we're hoping
to invoke in our employees, right?
Not exactly the key to motivational management, anyway.
Unfortunately, those are the emotions many people feel when it's time
to discuss their work metrics. Employees dread the idea of their manager
reducing them to a number. A number that might be accurate and important
but doesn't accurately reflect all they bring to their job.
And no matter the niceties of how it's all delivered, people get defensive
"The very act of measuring communicates distrust, power, control and
dehumanization." That's what one fellow student said when the
topic of performance measurement came up in my Ph.D. class.
He was right.
And he was wrong.
He was right because measurement can be dehumanizing. Managers, intentionally or not,
end up using measurements negatively in an attempt to motivate people.
But it doesn't work. Instead, it makes them fearful, stressed, anxious
and mad -- it makes them feel like they're never good enough.
He was wrong because measurement itself does not mandate those effects. And employees
is a positive pillar for developing employees, holding them accountable and
giving good, specific recognition -- three performance objectives employees
say they need from their manager and organization, according to Gallup's
Re-Engineering Performance Management paper.
Measurement is also the key to helping your employees become stars -- the
key to helping
you create them. Think of any award-winning famous movie star or athlete --
how did they win those titles?
Someone measured their performance. Then recognized them for it. And repeat.
Employees who strongly agree that their manager holds them accountable
for their performance are
2.5 times more likely to be engaged in their job, according to Gallup research. And employees who feel adequately recognized
are half as likely as those who don't to say they'll quit in the
Gallup helps you equip, inspire and improve employee performance.
Measurement used in the wrong way shifts your employees' mentalities
away from improving their performance and toward whether you, their manager,
is trustworthy and qualified to judge their performance.
I know it's tempting to think you're not making the typical management
mistakes that result in anxious employees -- that your measurements must
be right if your intentions are good and you give recognition often enough.
But there are two clear signs that you're not:
1. Only three in 10 U.S. employees strongly agree that in the last seven
days they have received recognition or praise for doing good work.
2. Just one out of five employees strongly agree their performance is managed
in a way that motivates them to do outstanding work.
If you measure to motivate, not control, you should have no problem giving
meaningful, specific recognition on a regular basis.
There's no way around it. We need to measure performance. But we need fair measurements that truly
capture the person, not just the output.
We need ways to use measurement to positively motivate, not to cause heart attacks.
So, how do you know if your measurements are motivating your employees
or making them mad? Here are six questions to ask yourself:
1. Do you measure
everything? We hope not. Current technology, an emphasis on lean management and other
systematic performance approaches provide the ability to deliver metrics
on all kinds of measurements. But don't fall into the trap of assuming
that just because you
can measure something means you
2. Can your employees directly influence the work you're measuring? If employees can't connect performance metrics with
concrete actions they can take to improve, then toss the metrics. Employees won't
accept that a metric is fair if they don't believe they can influence
it. Allowing employees to participate in goal setting is a great way to
give them some control and ownership of their output.
3. Does what you measure focus on the individual's
greatest abilities and contributions? You can create a strong buy-in with a measurement if it aligns with
your employees' strengths. Take into account the unique capabilities, responsibilities, expertise,
experience and aspirations of each team member -- one size does not fit
all, does it?
4. Are your discussions about metrics future-focused and growth-oriented? Managers need to be aware that employees can't change the past, so
focusing on past experiences isn't productive without discussing a
clear path forward. A "glance back so we can excel moving forward"
mentality is important because it allows for
both constructive criticism and encouragement.
5. Do metrics come up in your discussions often? Performance metrics tend to feel unfair because they're usually discussed
only once a year. A lot can change over the course of a year, even in
a few months -- new tasks or projects pop up, or a person's family
life may require more attention for a season.
Touching on metrics more frequently reduces fear, enables managers to focus
on recent accomplishments and introduces necessary performance corrections
before problems become unmanageable.
6. Do your measurements tell a story? Do the numbers you're collecting have an accompanying narrative? Two
people may produce the same results according to key performance metrics,
but they may have different contextual situations, make a different impact
on their colleagues, or hold different value for internal or external
The discussion about your employees' measurements and goals means as
much or more than the actual numbers. So, take a focus off the numbers
improving, looking instead at
what the numbers' improvement means.
Motivate Your Team to Achieve Great Things Through Measurement
Reflecting on the six questions above will allow you to greatly affect
the emotional encounters your people have with their measurements. That
is not to say that you will find a way for everyone to "measure up"
and be a star in their role -- some may not be.
But if you take into account the whole person, whether or not the measurements
come back great, you'll both feel satisfied with the outcome. And
perhaps on the path to finding another role where a formerly failing individual
Measurement used in the
right way can reduce your employees' negative emotions.
But more importantly, it can help you create a whole team of stars -- people
who are motivated to achieve great things, not just prodded to improve a little.
Learn how Gallup can help you motivate your employees through the right
measurements and high-performance practices:
Jessica Buono contributed to the writing of this article.
Mike McDonald, Ph.D., is a Senior Workplace Consultant at Gallup.