Measuring Human Performance

Measuring Human Performance How to balance efficiency-driven performance metrics with creativity, growth, and well-being

These cards present five insights for discussion, key data points or models for context, and coaching questions to spark new ways of thinking.

In the business world, performance measurement isn’t just about tracking output — it’s about deciding what to measure and why. Should we define success by correctness and impact, or by how satisfied and engaged people are in the process? Is high performance just about efficiency, or does it also include creativity, wellbeing, and long-term growth?

Task-Oriented vs. Holistic

Coaching Question How do we balance task-oriented metrics with holistic measures of performance, and how can we ensure both are given appropriate weight?

ACS (AWARD CREATIVITY SCORE)

Should performance metrics focus on tasks and outcomes, or should they take a more holistic view of individual development?

Task-oriented metrics are often clear-cut and measurable — think output, speed, and efficiency. These are typically straightforward to track and provide instant feedback on performance. However, focusing solely on tasks can neglect broader aspects of human performance like creativity, problem-solving, and emotional intelligence. Holistic metrics, on the other hand, offer a more well-rounded view, considering personal growth, collaboration, and other less tangible aspects of performance.

5

A McKinsey study introduced the Award Creativity Score (ACS) to quantify creativity by analysing prestigious awards like the Cannes Lions. Companies in the top quartile of the ACS index were found to have marketing budgets more than two-and-a-half times those of their peers, indicating a significant investment in creative capabilities.

4

Quantitative vs. Qualitative

Should performance be measured purely by numbers, or do qualitative assessments provide valuable insights?

What is the value of combining numerical data with personal feedback in performance evaluations?

Quantitative metrics, such as KPIs, sales figures, and productivity stats, offer concrete data that’s easy to track and analyse. They are often seen as more objective and actionable. However, they may overlook the subtleties of human performance like employee engagement, motivation, and personal growth.

Qualitative metrics, including personal feedback, surveys, and interviews, provide insights into these softer aspects of performance, but they can be harder to measure and compare consistently.

Coaching Question How can we combine quantitative and qualitative metrics in a way that complements each other and gives a full picture of human performance?

Results

Level 4

Level 3

Behaviour

Learning

Level 2 Reaction

Level 1

According to a survey by Brandon Hall Group, only 34% of companies measure Level 1 (Reaction) of the Kirkpatrick Model, with usage decreasing at higher levels: 16% for Level 2 (Learning), 5% for Level 3 (Behaviour), and 3% for Level 4 (Results).

This indicates a significant gap in comprehensive training evaluation.

3

Immediate vs. Sustained

Should performance metrics focus on immediate outcomes or the longterm development of employees?

Short-term metrics are often more immediate and provide quick feedback, which is useful for day-to-day operations and ensuring goals are being met. However, they may fail to capture the long-term impact of an employee’s development, innovation, or broader contribution to the company culture. Long-term metrics, such as career progression, skill growth, and leadership development, can offer a broader view of an individual’s potential but may not provide immediate actionable insights.

Coaching Question How do we measure and balance short-term and long-term performance effectively, and when should each take precedence?

SODI (SELF, OPPORTUNITY, DECISION, IMPLEMENTATION) MODEL

Opportunity Awareness

Implementing Plans

Decision Making & Planning

Self-Awareness

Career planning models, such as the SODI (Self, Opportunity, Decision, Implementation) model, guide individuals through a comprehensive process that encourages both short- and long-term selfassessment. Focusing on self-awareness alongside strategic decision-making helps align personal development with organisational objectives.

2

Independent vs. Integrated

Should performance be measured individually or at the team level, and how do we balance the two?

Individual metrics highlight personal achievements, essential for professional development, while team metrics assess collective success. Balancing both can be challenging, especially when individual excellence doesn’t align with team performance. Understanding this balance is crucial for fostering collaboration without overshadowing personal achievements. A multi-level analysis suggests that task-oriented leadership, which focuses on performance goals and professional quality, can influence both individual and team outcomes.

Companies like Meta have implemented autonomous work practices, such as hackathons, where employees freely explore ideas.

This approach has led to successful products like Facebook’s “like” button, highlighting the benefits of balancing individual creativity with team collaboration.

Coaching Question How can we design performance metrics that fairly evaluate both individual and team contributions?

Past Performance vs. Future Potential

1

How should organisations balance evaluations of past achievements with assessments of future capabilities, and how can they effectively identify strengths and address development gaps?

Evaluating employee performance involves not only assessing past achievements but also forecasting future potential. Traditional performance appraisals often focus on historical data — measuring outcomes like project completions and sales figures. However, this retrospective approach may overlook an individual’s capacity for growth and adaptability.

Coaching Question How can we design performance evaluations that not only reflect past achievements but also accurately assess and develop future potential, ensuring alignment with both individual aspirations and organisational objectives?

Organisations that adopt strengthsbased learning and development programs have seen up to a 73% decrease in employee attrition.

Employees who feel their strengths are recognised and cultivated are more likely to stay engaged and committed to their workplace.

Strengths-based learning helps employees feel valued and aligned with their roles, reducing burnout and increasing job satisfaction.

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