Key takeaways
- Measuring without learning is of little use
- Replace large total figures with figures by step and time
- Link KPIs to people's behaviour and small actions
- Split figures by role, by region and by channel
- Work with short learning cycles rather than just large quarterly projects
Where it goes wrong
You have a dashboard full of numbers. The graphs look good. Yet you notice little real progress.
In meetings, you look at the same charts over and over again. Few new questions arise. Decisions are easily pushed forward. The system runs, but it learns slowly.
The crux of the problem: most KPIs are too general. They tell you what is happening, not what you should do as the next step.
Make KPIs actionable again
Start with one process. For example, inflow of candidates, customer enquiries or leads.
Define three simple control metrics for each process:
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How quickly do we respond for the first time?
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How long does an application stay at each stage?
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Which part goes on to the next step?
Briefly explain what you are measuring. Use clear words.
At times, show the middle value instead of the average. That way, you remove extreme outliers from the picture. You can then better see what the process looks like on a normal day.
For each figure, ask yourself one question: what behaviour belongs to this. This way, you link KPIs directly to employee actions.
Split numbers where it counts
Large totals rarely give direction. You only really see differences when you start splitting. Among other things, you can split by function, region and channel where someone comes from.
For each group, don't just look at volume. Also look at quality after 30 days and after 90 days. For example: how many people remain active, how many customers are still customers, how many candidates are still employed.
That way, you can quickly see which channels and approaches work in the long run.
Link each finding to one concrete improvement that you can implement the same day. This way, analysis does not become a loose report but a starting point for action.
“A KPI is only useful if you change something with it this week.”
One insight and one adjustment per week
Make it a regular habit every week:
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extract one insight from the figures
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make one small adjustment
Examples of adjustments:
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a shorter intake form
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an additional call or interview opportunity
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a clearer follow-up e-mail
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a minor change in a job posting
Use the same chart to track what happens after the adjustment. Discuss the effect after seven days. In this way, build a rhythm of watching, adjusting and watching again.
Combine graphics and real case
Figures don't say everything. Therefore, combine each key graph with one concrete case from practice.
For that case, discuss three points:
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What went fast?
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Where did it get stuck?
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What did it ultimately deliver?
Putting a real example next to the graph makes the discussion concrete. Employees recognise their work in the figures. The step from data to behaviour then becomes much smaller.
Work with a light year circle
You don't have to change everything at once. A simple annual plan helps keep focus.
A possible annual circle:
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Quarter 1: sharply define what you measure and how you split
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Quarter 2: Focus on time per phase and reduce waiting times
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Quarter 3: improving quality after 30 and 90 days
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Quarter 4: looking at which channel delivers which quality
This is how you keep calm in the team. Step by step, you build a system that not only measures but actually allows your organisation to learn faster.
Book a meeting with Tarquin, founder of MediaGuru, to solve your challenges.
