CEO: Good morning! We are here today to talk about the change initiative that we are planning for our Bangalore call center. Based on recommendations from last month, we are going to change the work hours in our call center to 40 hours a week. However, this is going to involve a shift in the working hours for most of our employees, since we still need to maintain 24/7 service. So, we are hiring new employees who will be shadowing our current customer service employees. The current employees will be training the new employees on the job.

COO: Yes, I've heard from the managers that some of the employees are concerned about this. They're saying that their work hours went down but their workload went up because they need to train the new employees! They are afraid that the new employees will just be a burden on them.

CEO: It's very frustrating because we are trying to improve the working conditions while maintaining quality customer service. We'd like to hear what your role can be in this change and how you can help us overcome employee resistance.

COO: You know I am big on data, so I've collected some data on change readiness among the employees. I would like you to analyze this data and write up a summary of what you find. Also, I am concerned about performance, so I would like to see some key performance indicators tracked and measured after we increase the number of employees.

CEO: Overall, this is a three-part task: We need a plan for what HR can do to help prepare for this change, a summary of what we know about change readiness among the employees, and at least three KPIs you suggest tracking and measuring. Since today is Monday, I am hoping you could have something for us by the end of the week.

For this assignment, review thesurvey results on change readinessand then do the following:

Change Readiness Survey Results

Employee Impression of the Change and its Personal Impact

	Agree	Disagree
The change will help me progress in my career.	12	48
The change will improve my salary and/or benefits.	0	60
The change will not affect my hours or schedule.	0	60
The change will not hurt my job stability.	28	32
The change will benefit my health.	16	44
The change will make my work environment more enjoyable.	26	34

Employee Impression of Change Readiness at Parlatech

	Agree	Disagree
Parlatech has a good track record for implementing change successfully.	19	41
Parlatech takes care of employees who experience negative effects from organizational changes.	23	37
Parlatech rewards employees who innovate and support change.	42	18
My colleagues are receptive to change.	31	29
My management team is receptive to feedback during change efforts.	25	35

• analyze the survey results and create summary of your findings
• recommend a plan for change based on a change model
• suggest at least three KPIs and explain how you can track and measure them

You may need to researchhow to collect metrics around KPIsin order to make informed suggestions.

Metrics

For managers to effectively carry out their management functions, they need to set and monitor objectives. Well-defined objectives tell the organization's people what they should achieve, and by measuring the achievement of objectives, managers can determine whether changes are needed.

To be useful, objectives must be measurable. A contracted manufacturer, for example, can know whether it is meeting the objective of no more than one defect per 10,000 parts made. In contrast, "maintain high quality" is vague; it can't be measured objectively. A measurable performance objective is often called ametric(Cheng, 2014; Dykes, 2010; Magalhes, 2014). When describing a metric, we refer to the units of measure, such as defects per 10,000 parts, profit margin, or percent of customers who would recommend the company to a friend.

Other terms for metrics areperformance metricsandperformance indicators. When managers use metrics to evaluate how well someone is performing a job, they may call the metricsaccountability measuresbecause that person is accountable for achieving the specified results.

Measurability alone does not ensure that a metric is related to the organization's success. For example, a manager could perfectly measure the number of hours each salesperson spends on the telephone yet learn nothing about what contributes to revenue growth. Recognizing this, many organizations establish and monitorkey performance indicators (KPIs)performance metrics that contribute to achievement of an organization's overall strategic objectives (Magalhes, 2014; Kestrel Management, 2016). For a business, KPIs support profitability and long-term value creation. For a nonprofit organization or government agency, KPIs support success in carrying out its mission.

Metrics and Organizational Success

If an organization's managers have chosen metrics that drive strategic success, measuring activity in terms of those metrics will give the managers objective information about whether the organization is accomplishing what matters (Balanced Scorecard Institute, 2016). Likewise, when managers focus on the KPIs when leading and evaluating employees, they make it likely that everyone will be directing the most energy and attention to the activities that contribute to success. According to management experts Kaplan and Norton (1992, p. 71-79), "What you measure is what you get."

Indeed, there is evidence that in organizations using KPIs, performance is stronger. A telecommunications company improved its growth by getting objectives and managers' incentive pay aligned on KPIs that drive customer experiences (Bhattacharjee, Mller, & Roggenhofer, 2016). Mintz and Currim (2013) found an association between the use of financial metrics and successful performance of marketing mixes.

Any given manager and team should have only a few KPIs to focus on. A reasonable number would be four to ten KPIs (Yarwood, 2015). Each team should know its KPIs and how each is linked to achieving broader objectives. If a team has too many metrics, they probably are not all key performance indicators, and it may be hard for the manager to unify the team in an understanding of what they are trying to achieve.