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I've been judged on this before. Me and a colleague were working on a system slightly different to others in our dept so the tickets got kicked around for ages
by ck425 11y ago
I've been judged on this before. Me and a colleague were working on a system slightly different to others in our dept so the tickets got kicked around for ages after we'd done our bit. My manager kept pointing out how few tickets I'd closed. He eventually realised his error after both myself and said colleagues manager pointed out why but still occasionally referred to it in performance reviews. Moral of the story for me was: a) Figure out asap how a particular manager tracks your work. b) Get your own way to measure productivity so if/when it comes up you can say 'wait a minute I've done x'
- ryandrake 11y agoor c) optimize your use of the tool to beat the metric. This doesn't necessarily require you to change how you're doing your job. The metric is "more tickets closed?" Great! Let's file more and more granular tickets for each and every sub-task, so that we can close hundreds of them a month. Sales people know this. They might not even know algebra, but if you make their commission/bonus dependent on a KPI that depends on multiple variables with multiple weightings, they will turn into Einstein overnight to optimize their behavior in order to maximize their bonus. You get what you measure.
- ck425 11y agoUnfortunately not an option in that case as the issue was tickets not gotten closed full stop due to a long process to complete them after my input.
- marktangotango 11y ago>> they will turn into Einstein overnight Coming back to read this thread and found this gem, perfect example of why I wade threw all the detritus as above. Thanks!