Designing and Enforcing Shared Metrics
Shared metrics align intentions with actions. HR can design and reinforce these metrics to foster true cross-functional collaboration.
Shared metrics are one of the most powerful — and underused — tools for breaking silos and enabling alignment. While most functions track their own KPIs, few organizations design metrics that reflect shared responsibility across teams.
That’s where HR comes in.
What Are Shared Metrics?
Unlike individual or departmental KPIs, shared metrics reflect outcomes that depend on collaboration between functions. They reinforce the idea that success is a joint effort — and that performance is interdependent.
Examples:
- Time-to-product-launch (involving R&D, Marketing, Legal, and HR)
- Net Promoter Score (NPS) (cross-functional ownership across Customer Success, Sales, and Product)
- Internal mobility rate (owned jointly by HR and line managers)
Why HR Should Lead Shared Metrics Design
While Finance may manage dashboards and reporting, HR is uniquely positioned to:
- Understand how people and teams interact
- Align goals with culture and behavior
- Ensure fairness and inclusion in metrics
- Embed metrics into talent systems and leadership development
Principles for Effective Shared Metrics
1. Align Metrics with Business Strategy
Metrics should reflect what truly matters — not just what’s easy to measure. Start by identifying critical business outcomes that span functions.
2. Define Clear Ownership and Accountability
Shared ≠ vague. Every shared metric needs:
- A primary owner (e.g., CHRO, COO)
- Contributors from relevant functions
- Defined decision rights for action-taking
3. Balance Leading and Lagging Indicators
Lagging metrics (e.g., turnover rate) show results. Leading metrics (e.g., manager feedback frequency) predict them. HR can help combine both for a more holistic picture.
4. Embed Metrics into Performance Systems
Don’t leave shared metrics on dashboards. Integrate them into:
- Performance reviews
- Bonus criteria
- Team retrospectives
- Leadership KPIs
5. Visualize and Share Transparently
Make shared metrics visible — not just to executives, but to teams. HR can partner with IT or BI teams to create:
- Shared scorecards
- Cross-functional dashboards
- Metrics-driven retrospectives
Examples of HR-Enabled Shared Metrics
| Business Goal | Shared Metric | HR’s Role |
|---|---|---|
| Improve internal mobility | % of roles filled through internal hires | Design process, measure, promote |
| Boost innovation | # of cross-functional innovation projects | Support teams, reward collaboration |
| Improve onboarding effectiveness | Time-to-productivity for new hires | Align L&D, measure impact |
Common Pitfalls
- Overload: Too many metrics dilute focus.
- Siloed design: Created by one function without buy-in from others.
- Misuse: Using shared metrics to assign blame, not drive learning.
- Neglect: Not integrating metrics into real workflows or decisions.
Final Thought
Shared metrics reflect shared purpose. When HR leads their design and enforcement, the organization moves from fragmented performance to orchestrated execution.
Metrics aren’t just numbers — they’re signals of what we value. And what gets shared, gets done.