An employee scorecard is made up of five attributes, four typically don’t change over time and one attribute, the critical number, is reviewed and set each quarter. The attributes are;
- Purpose; for what purpose does this role exist? What is it expected to fulfill and achieve?
- Influence; who does this role influence, directly, or indirectly, to achieve their purpose?
- Accountabilities; what key performance indicators and their target outcomes is this role accountable for, and when and to whom do they need to report their progress to?
- Processes; what processes is the role responsible for and what outcomes should these processes be achieving? And when and to whom should they be reporting their results to
- Critical Number; the one thing that this role must achieve (measurable as a number) to contribute to the overall achievement of the team’s critical number this quarter. The one critical number that when rolled up to the team critical number, or a shared critical number with the team (preferred), that when combined with all other team achievements of their critical numbers, we together, achieve the critical number for the company, for the quarter. A critical number is not an all or nothing achievement - it has a gold, silver and bronze finish prize. In other words there is a first place, second place and third place target.
To achieve the critical number every person has one to three priorities that they are working to close, sequentially, not in parallel, that will collectively achieve the measure of success for the critical number that we are pursuing. The priorities can be epics for the overall team or they can be priorities that the person is individually responsible for. It is preferred that priorities be team epics but this is not always possible. The priorities are fluid throughout any given quarter and they are updated as they are closed, or evidence is presented from incremental progress that suggests they be changed, or stopped, in order to achieve the critical number by some other means than was originally thought.
A team leader is responsible for creating the scorecard prior to hiring a person to fulfill it, or, if introducing a scorecard to an existing employee they create it in cooperation with the person. Once defined the team leader presents it to their leader for review and approval.
A person’s scorecard is maintained within their one-on-one document that they have between them self and their team leader, and it is the basis of the agenda for their weekly meetings. For greater certainty, a scorecard is not opened and reviewed once per quarter. The person in question should have it open and be working to fulfill it throughout their day, making notes and preparing the agenda for their one-on-one with their team leader from one week to the next.
The one-on-one doc also includes the embedded scoreboard for the team and if the person in question is a team leader it further includes a summary table of the scorecards for each member of their team. The team scorecard table includes;
- Team Member Name (links to their one-on-one document)
- Scorecard Review (the date of their next scorecard review which is 90 days from the conclusion of their last review)
- Critical Number
- Delegations (what is the team leader delegating to the team member to build the farm team)
- What next? (what does the team member want to do next, if anything, in terms of career experience and advancement - the team leader and member should always be reviewing and clarifying this topic)