A short podcast episode by Bill Gallagher (with Speakers B and C) explaining how to build and use a Job Scorecard for both hiring and ongoing performance coaching. The episode contrasts scorecards with typical job descriptions, lists the scorecard elements (title, headline, 3–4 outcomes, KPIs with green/yellow/red bands, responsibilities, skills, and company values), gives KPI examples (e.g., net profit %, churn, resolution rate, player ratio), and recommends frequent short one-on-one check-ins (every couple weeks) using the scorecard for coaching rather than relying solely on annual reviews.
Chapters
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Well, hiring people's hard work and managing performance is hard work. And we have a tool that addresses.
Both of those things, makes both of.
Them much easier and simplifies everything. It's the job scorecard. So what is a job scorecard? Right. A job scorecard is something we can use both in evaluating candidates during the hiring process as well as managing performance over time in one on one and performance reviews and things like that. A job scorecard is a really useful tool for it and it's a far better tool than something like a job description. Job description is some kind of like, I don't know, wishy washy language that's super HR bureaucratic sounding and I, in my experience, don't find that helpful. It fills a lot of stuff. It's filled with a lot of generic language and there's just too much in it. The job scorecard, on the other hand, is really, really simple. And the job scorecard we use has these elements. First of all, we've got the title of the job, like, you know, operations manager and then who the job reports to, the CEO. So simple title. And, and that. Now I want a headline, like a simple headline about what the operations manager does. Right. So the operations manager manages the team, manages the operations for what? For, you know, profitable low drama execution. Boom. There's a headline for an operations manager manages our operations and most of the team for a highly profitable, low drama operation. Great. Now what are the outcomes? Let's pick three to four things that this person's accountable for. So it could be low.
Low overheads.
Right. It could be happy customers, it could be a players or a team engagement. Right. What are the big things that you.
Really want them worrying about?
So happy engaged team A players, happy customers, profitable operations, low drama. Okay, good. Right. Those that's a handful of things that an operations manager would want to do. And now let's pick a KPI key performance indicator, a metric for each of these things. And you could have a few. But a player ratio might be 1% of budget, might be another one. Net profit percent contribution margin might be another one. Right. Number of resolution of problems, customer outages, customer churn, all of These are possible.
KPIs that we might establish for job.
Now, in managing the performance of the job, we probably also want to establish green, yellow, red levels of performance.
So red is like that level below which they're failing in that, in that aspect.
Green is they're winning. And you could even establish like the.
A plus or the super green we.
Have on our job scorecard, super green, green.
And then yellow is simply between red and green.
Right? Anything in the air is yellow. So these would be levels that you.
Would establish for those things.
So we've thought about our headline, so the title, we've talked about the headline description, we thought about the major outcomes, we picked some numbers for them. Now what do they actually do? The doingness, the responsibilities, the duties of the job. Right, that's next. How do they get those outcomes?
By doing certain things.
And you could pick four or five.
Like key things that they do.
The top level, not all the granular super detail, but the high level. And now finally, are the qualities or skills. What skills? Are they a good communicator, Are they good written communicator, verbal communicator, Are they good with people?
What are the kinds of skills they need to have?
That's come way down the list because we've thought about what the point of the job is, what outcomes we want them to do. Now we could think about what actually do they really need, right?
Everybody needs to be able to brush their teeth and comb their hair and show up for work on time. But what specifically in that role do they need to do?
And then finally, how well does the candidate or incumbent, the person in the job or the person interviewing for the.
Job fit your company values? So last thing we put on our is the company values.
Now we can use this to review a person in interviewing, but also if you're in the job now and we.
Want to do this, I can have.
You score yourself, how are you doing.
On all these areas?
And write some comments on how you'd improve them. And then I could do the same.
And we could compare notes.
And now in a matter of a.
Few minutes, we've got an action plan and we've had a one on one conversation that helps you to elevate your performance. We've had a coaching conversation in a one on one setting using the Job Scorecard to help you elevate and it's so much easier. You can get it done in 1020 minutes that way and keep people performing.
Up and then not save it for the horrible awful performance review that comes.
Around in really good companies. Once a quarter, more often once a year.
And then all they really want to.
Know is are am I getting a raise or not?
And by then if they don't know.
It'S all going to be a big disappointment. So do regular kinds of performance. One on one coaching conversations with people like every couple weeks is a great one. Small touches more regularly using a simple tool like the Job Scorecard. Hope that's helpful. We'll talk to you again next time.
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