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Another great piece, Stephanie.

I think that the key to the outcomes cited may very well be that 60% of the evaluation was based on quantifiable and objective measures (straightforward in a retail business). More importantly, however, I suspect that that the real power came not because those objectives were quantifiable, it was because those objectives were strongly-linked to the “performance that matters.”

I’m sure we’ve all seen examples of performance evaluations tied to things which could be measured, but have no business being measured. Similarly, I’m sure that we’ve all seen examples of things which could be measured but which are utterly divorced from the behaviors and outcomes needed to drive the business.

When a business understands what matters, and measures it, then evaluations probably do serve useful purposes.

Conversely, if a business doesn’t understand what matters (and arguably, why it matters), then no evaluation likely do very little.

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