The operational metrics in a company depend upon the changing behavior of the management, which dictates the balance between customer satisfaction and operational cost. Operational metrics often vary from one organization to the other. Management metrics are generally stable and are not easily changed over time. Operational metrics are based on the changes of the desirable behavior that brings positive change to the organization. There is not point focusing on changing a very stable process when there are other functionalities that require improvement.
A metric that applies for both operational and managerial personnel would have a positive impact on the health and operational effectiveness of the organization. One source of benchmarks of operational metrics is the number of new clients accessing the organization (Levy & Valcik, 2012) . A high number of customers flowing into the organization can only be realized through effective marketing campaigns. The company can get new customers not only through its advertisement efforts but also through referrals and walk-ins.
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There is also the employee performance metrics that is conducted periodically to boost the operations of the heath care organization. For an organization to be successful in its operations it should perform consistent evaluation of its employees to establish their level of performance ( Langabeer & Helton, 2016). Financial and marketing business metrics majorly depend on the effort of employees and their commitment to the organization (Feldman, Alexander, & Greenberg, 2011) . Proper evaluation of employees depends on the core business performance metrics such as loyalty to values, work quality, and efficiency of employees.
It is important for every organization to evaluate its business performance metrics to ensure the company succeeds in its operations. The sources of business metrics are instrumental because they enable the organization realize its sources of weakness. However, the sources can also be used by the company’s close competitors to establish its secrets of operations and eventually steal its close clients.
References
Levy, G. D., & Valcik, N. A. (2012). Benchmarking in institutional research . San Francisco: Jossey-Bass.
Langabeer, J. R., & Helton, J. (2016). Health care operations management: A systems perspective . Burlington, MA : Jones & Bartlett Learning.
Feldman, H. R., Alexander, G. R., & Greenberg, M. J. (2011). Nursing leadership: A concise encyclopedia . New York: Springer Pub. Co.
