How to Move From Activity Measures to Result Measures

Activity measures are easier to identify and implement, but they don’t evidence outcomes, impact or results. Here are 7 steps to move from activity to result measures.

Activity measures basically count the amount of effort we spend, or outputs we produce. Like these:

1. Number of employees trained
2. Kilometres of railway track inspected
3. Completion of inventory audit

On the other hand, result measures quantify the evidence of the impact or outcomes our actions create. Like these:

1. Average over all employees of the percentage of skills required in their role descriptions that they have acquired
2. Percentage of railway network that meets all regulatory safety standards for condition and geometry
3. Percentage of inventory records that contain no errors or missing data

Most organisations have too many activity measures

Activity measures can be useful as drivers of result measures. But most organisations find themselves drowning in activity measures and struggling to find result measures. It’s a risky situation: to allow activity measures to be the focus of performance improvement. ‘Doing’ is not the same as ‘achieving’.

One of the reasons we default to activity measures is that our goals are written as actions rather than results. If that’s the case for you, just ditch your activity measures and start from scratch by making your goals results-oriented. Another reason is that we don’t really have any clear goals to start with, and our plan is almost entirely about actions. Either way, there is hope.

Do you have an imbalance between activity and result measures? It could be that some of your existing activity measures – or activity-oriented goals – can lead you to the right result measures. Choose one, and follow these seven steps to find out how.

7 Steps to move from activity to result measures

STEP 1: Describe the activity.

Your activity measure is counting something about an activity. It might be a routine process, a program, a project, or initiative of some kind. It helps to describe what the activity is, so you can clearly see it as a set of tasks. Mostly this will be obvious, but when it’s not, it’s worth doing.

For example:

1. Number of employees trained is a measure of the activity of delivering training programs
2. Kilometres of railway track inspected is a measure of the activity of railway track maintenance
3. Completion of inventory audit is a measure of the activity of auditing inventory

STEP 2: What thing is the activity changing?

You’re doing the activity for a reason, not just to do stuff. What is the thing that your activity is changing, or impacting, or making some difference to?

For example:

1. The thing that the activity of delivering training programs is changing is employee skill
2. The thing that the activity of railway track maintenance is changing is railway tracks
3. The thing that the activity of auditing inventory is changing is the inventory records

STEP 3: What qualities about this thing will be made better by the activity?

The thing that your activity or action or program is changing will have specific qualities. There will be many different qualities for any single thing, and that’s why it’s important to be ruthless and focus on what is strategically important at this point in time. We can’t make everything better all at once.

For example:

1. The quality of employee skills we want to make better is their
   appropriateness to their role
2. The quality of railway tracks we want to make better is their safe condition
3. The quality of inventory records we want to make better is their accuracy

STEP 4. Write this impact as a result statement.

To make it easier to find a meaningful result measure, an important step is to articulate the specific quality that your activity is going to change. In PuMP, we call these ‘performance results’. There is a simple but powerful grammar for how to write performance results, and it’s basically a statement like:

“[subject] has/is [quality]”

You’ll notice it’s like a statement of the ideal or perfect situation – a ‘future fact’. But this doesn’t imply we need perfect targets. It’s just helpful as a description of the ideal that we’re heading towards.

For example:

1. Employee skills are appropriate to their roles
2. Railway tracks are in safe condition
3. Inventory records are accurate

STEP 5. Test for measurability.

It’s easy for weasel words to sneak into our performance results. And it’s easy for multiple performance results to be combined in a single statement. Both of these situations make it harder to find meaningful outcome measures. To make our performance results measurable, we need to be sure that our performance results are written clearly, and each performance result focuses on a single quality.

For example:

1. Employee skills match the skills needed in their roles
2. Railway tracks meet safety standards
3. Inventory records have no errors or missing data

STEP 6. Check for strategic alignment.

Because we started off with activity measures in our plan, there’s a better than average chance that we weren’t clear enough in the beginning about what was strategically important.

We may have selected qualities back in Step 3 which aren’t closely aligned with our strategy or priorities. If we have, it’s time to rethink both the performance results that matter most and even if the activity we described in Step 1 is the right activity.

For example:

1. ‘Employee skills match the skills needed in their roles’ might align to a strategic goal for building a highly competent workforce
2. ‘Railway tracks meet safety standards’ might align to a strategic goal for reducing railway related accidents
3. ‘Inventory records have no errors or missing data’ might align to a strategic goal for fast despatch of customer orders

If your organisation already has a PuMP Results Map, this alignment test becomes straightfoward.

STEP 7. Design a measure based on evidence.

The power of a clear and specific performance result is that it is easily measurable.

When a result is clear and specific, you can observe in the real world. That means you can define real-world evidence that would convince you the result was happening. And that’s the technique for designing performance measures, especially outcome measures.

For example:

1. Average over all employees of the percentage of skills required in their role descriptions that they have acquired
2. Percentage of railway network that meets all regulatory safety standards for condition and geometry
3. Percentage of inventory records that contain no errors or missing data

Don’t give up too soon on finding meaningful outcome measures.

Before you started these seven steps, you might not have believed that all results are meaningfully measurable. Do you, now?

If you use a method like brainstorming or industry KPI lists to choose what to measure, the right result measures will continue to elude you. Then you’ll default to activity measures.

But with these seven steps above, you can logically arrive at meaningful measures of the results, outcomes and impacts your activity should lead to.