ABSTRACT
Imagine you are the “director of sales and service” for a professional sport franchise and want to begin rewarding the “top performers” on the ticket sales sta«. What is the process for evaluating the most valuable employee? Are performance evaluations solely based on total revenue generated by each salesperson or are there other metrics that can be, and should be, used? In the past, ticket sales representatives were often rewarded and evaluated based on standard metrics such as total calls, total meetings set, total seats sold, and total revenue generated. Companies are beginning to better understand the importance of investing resources into developing sophisticated metrics that can be used to analyze employee performance. In a recent study, 78% of large companies (with 10,000 or more employees) rated human resource (HR) and talent analytics as “urgent” or “important;” however, only 7% of those companies rated their organizations as having “strong” HR data analytics capabilities (Bersin et al., 2014).
