We have learned that the way the data is used by leaders has a direct impact on whether the results they see are ordinary or extraordinary. The way leaders interact with the individuals with whom they work either has a negative or positive impact on the results that leaders so desperately seek.
The key to leveraging the metrics and boosting employee performance is making the data meaningful to people. Whatever your business model, metrics are just a tool.
The magic of metrics is all about how leaders use them to coach, communicate, and solve problems with other members of the organization. Business leaders have to help people interpret the data and create metrics that feed business results, and they need to make it personal.
Thus institutions are systematic about collecting metrics, including statistics on papers published and student-evaluation measures.
Quantitative metrics may become even more important under a proposed new system, the Research Excellence Framework, but details are still being debated. Italian universities have a very different system: neither a department nor a university can choose its own staff. An ad hoc committee is set up for every post in the country, with just one representative from the university involved.
For entry-level positions, selection committees must be guided by internationally recognized metrics, such as total number of citations, average number of citations per publication and the impact factor of journals published in. The law does not prescribe how much weight these metrics should have in decision-making. Some Italian research institutions have more independence.
In Germany, the 80 basic research institutes run by the Max Planck Society have a well-defined evaluation system based partly on metrics and partly on letters of evaluation. Elsewhere in Germany, there is little consensus on how to measure academic performance objectively. The norm throughout much of China, South Korea and Japan is for short-term academic appointments, commonly five years. But because renewals are mostly automatic, employment is effectively for life.
The flip side is that there is no set schedule for promotion; a scientist has the chance to move to the next stage in his or her career only when someone else leaves or dies.
Metrics are used heavily, although some Chinese universities have begun to align their evaluation methods with North America, and to de-emphasize metrics. Yi Rao, dean of the School of Life Sciences at Peking University, and Yigong Shi, dean of Tsinghua University's School of Life Sciences, both say that their institutions now base much of their assessment on recommendations from international experts in a candidate's field.
International experience is also looked on very favourably, says Makoto Oka, dean of the School of Science at the Tokyo Institute of Technology.
Other Asian institutions have moved towards more metrics. Ben Chao, dean of the Earth sciences college at Taiwan's National Central University in Jhongli City, says that the system has become more rigid and quantitative in the past five years. Each category has scores, says Chao, and minimum scores are required for advancement from assistant to associate professor. In the evaluation, the impact factor of journals is considered, as are metrics about the individual to some degree.
You can also search for this author in PubMed Google Scholar. Metrics Special. Metrics Survey data. Reprints and Permissions. Abbott, A. Metrics: Do metrics matter?. Nature , — Download citation. Companies typically use financial measures such as sales and earnings to track and communicate performance. According to Michael J. Mauboussin , a contributor to Harvard Business Review , the right business metrics help you understand, track, and manage the cause-and-effect relationships that determine the value of your company.
Too many companies skip this part of measurement planning. As in most aspects of business, devising a clear objective is essential to success. Maex suggests defining what success looks like by outlining your big picture objectives before you ever begin to think about the business metrics you need to track.
All campaigns and marketing efforts must be justified in order to allocate budgets. Just 21 percent of companies consider themselves effective at measuring mobile ROI. Companies and clients want to see quantifiable results and metrics from their PR and marketing efforts, yet many brands and agencies still have issues in gauging valuable insights. This is an age-old issue that has plagued marketers for years. While some tools are able to pull certain metrics, it is hard to differentiate between true analytics that move the needle and vanity figures.
0コメント