Towards a Metrics Implementation Plan - UCAR Finance ...

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(3) “Measuring the Productivity, Quality, and Impact of UCAR Programs” (UCAR2005), subsequently referred to as the “UCAR Metrics Committee Report.” Thisdocument focuses on determining a robust set of metrics that may be used to measure theorganization’s quality, effectiveness, and efficiency.Section 2 of this report summarizes some considerations we identified in undertaking thisproject. We feel that these are important considerations in developing a UCAR MIP. Section 3summarizes the three primary documents we used in developing the recommended process, andSection 4 outlines a proposed process for developing an MIP.2 Metrics Considerations2.1 Pluses and Minuses of Implementing Metrics at UCAR/NCAR/UOPPros and cons are associated with implementing metrics at UCAR/NCAR/UOP. On the positiveside, metrics implementation would yield information on which the organization’s leaders couldbase sound decisions and changes, and accountability at all organizational levels could increase.In addition, metrics could be used as a tool for implementing and evaluating UCAR’s ability tomeet its strategic planning goals. Metrics implementation could also result in improvedcontinuity and increased confidence as goals are reached. The Team acknowledged a currentsocietal trend that favors numbers and metrics (e.g., the No Child Left Behind Act).Conversely, team members identified concerns that staff would resist metrics implementationbecause of their potential use in performance appraisals and the associated setting of salaries.The metrics might also be seen as an additional burden of bureaucracy and paperwork. Inaddition, there is the perception that people perform to the metric and as a result, individuality,flexibility, and creativity might diminish. In other words, metrics implementation might cause aloss of the “big picture” and a “dumbing down” of the organization, and long-term researchmight suffer in a metrics-driven organization. Finally, there are concerns that inappropriate orirrelevant metrics could be included in the MIP.The Team also engaged in a polarity discussion of “metrics” versus “no metrics.” To recap,major benefits of implementing metrics include providing the institution with information onwhich to base sound decisions and changes and holding people accountable for their work.Benefits of not implementing metrics include increased flexibility and freedom, leading possiblyto higher levels of creativity and individuality, and perhaps to unexpected scientific or technicalbreakthroughs.During our discussions on the benefits and risks of metrics implementation, we discovered thatthe psychology of metrics implementation within the organization is an important component ofthe metrics implementation process, and should be taken into consideration in any move forward.2.2 Human Factors Associated with Implementing Metrics atUCAR/NCAR/UOPThe psychology of metrics implementation must be considered if an MIP is to be implementedsuccessfully within an organization. These psychological or “human” factors, which may be2
similar to those associated with implementing employee benefits plans within the UCAR,include the following:• Management “buy-in”UCAR/NCAR/UOP management needs to be strongly committed to the need for and valueof implementing metrics within the organization.• Management communication of purpose and value of metrics to staffUCAR/NCAR/UOP management needs to be able to articulate the overall purpose and valueof metrics and metrics implementation to the entire staff. This can be done, for example,through various types of informational meetings, following the model that the HumanResources (HR) Department used when implementing employee benefits plans. In particular,an initial informational meeting is needed to explain the positive aspects and outcomes of asuccessful metrics implementation plan, and to hear employees’ questions and concerns. Infollow-up meetings, management should continue to explain the MIP’s positive aspects,receive employee feedback, and address questions or concerns. These follow-up meetings areneeded to improve the MIP, solidify employee buy-in, and respond to employee resistance.• Avoidance of direct impacts on performance appraisalsDevelopment of metrics may be perceived by employees as a tool to be used in performanceappraisals and annual reviews. Although employee performance may best be ultimately tiedto organizational objectives as developed in the UCAR Strategic Plan, the purpose of metricsshould be to evaluate progress of the organization in achieving organizational objectives andnot individual performance.• Use of metrics to inform rather than motivateMetrics should be used to inform—rather than motivate—the organization of its progresstoward the goals of the UCAR Strategic Plan.• Human factors: Outreach and education (O&E)Significant ongoing O&E is needed to implement metrics successfully. Again, we can drawon HR’s experience in implementing employee benefits policy changes as a useful model forthese activities. The model stresses the need for two-way communication betweenmanagement and staff throughout the implementation process, so that the process is dynamic,self-correcting, and continuously improving. We give specific recommendations for O&Eactivities relevant to the MIP in Section 4.2.3
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