How do you measure an employee's success within their role and your organization? Traditionally speaking you would run a report and look at bottom-line results every month, quarter, and year.
Ambition Scorecards create employee-level transparency and accountability around process.
You create Scorecards for roles defined within Ambition.
A Scorecard consists of two sections: short-term Activities (leading indicators) and long-term Objectives (results). While customizable, we recommend measuring Activities daily and Objectives monthly.
Each section consists of metrics, benchmarks, and weights.
A Scorecard generates two employee super-scores: Activity Score and Objective Score. These measure an employee's weighted attainment of metric benchmarks. Similar to grade-school, these scores are measured on a 0-100+ scale.
Every month an Account Executive is held accountable to closing 4 Opportunities and booking $20,000 in Revenue.
4 Opportunities Closed equates to 20% of the Objective Score
$20,000 Revenue Booked equates to 80% of the Objective Score
This breaks down to every Opportunity Closed being worth 5 points and every $1,000 in Revenue Booked being worth 4 points.
If an employee closed 2 Opportunities (10 points) and booked $40,000 in Revenue (160 points) their total Objective Score for the month will be 170 points which is very good based on the benchmarks and weights established.
Every day an Account Executive is held accountable to making 20 calls, sending 20 emails, creating 5 new leads, and completing 4 demos.
20 Calls equates to 20% of the Activity Score
20 Emails equates to 10% of the Activity Score
5 New Leads equates to 30% of the Activity Score
4 Demos Completed equates to 40% of the Activity Score
This breaks down to every Call being worth 1 point, every Email being worth .5 points, every New Lead being worth 6 points, and every Demo Completed being worth 10 points.
If an employee makes 10 Calls (10 points), sends 40 Emails (20 points), and creates 10 New Leads (60 points) their total Activity Score for the day would be 90 points which is a strong day based on the benchmarks and weights established.
As you can see, there are multiple ways for an employee to achieve a "good" score. Your benchmarks and weights aim to guide the employee to success while maintaining realistic flexibility.
You'll notice that you cannot assign point values directly to metrics, instead this happens indirectly through the weighting system. The reason for this is to maintain a 1-100+ system so that employees and managers can intuitively understand their performance in that it's similar to grade-school. We've found this optimal over arbitrary systems where it's not immediately clear as to whether a score of 3, 30, or 300 is particularly good or bad.