The case focuses on measuring efficiency by establishing accountability for organizational results with specific measures. Example is given from Freescale Semiconductor company using metrics to mange 24 000 employees in 30 countries. Their focus is on retention of employees to preserve knowledge and skills. In this case, detailed measurements are applied to reducing turnover by holding line managers accountable for their own departments. Benchmark data allows managers to compare their effectiveness to an established standard. It also allows the company to compare line departments to each other in measuring turnover.
1. Why do you think Freescale focuses on metrics?
2. As a manager, would you want to be accountable for the acquisition and retention of employees you supervise? Why or why not?
3. In general, what do you think are the advantages and limitations of such metrics?
4. Freescale focused on metrics for the acquisition and retention of employees. Do you think metrics can be applied to other areas of management, such as employee attitudes, employee performance, or skill development? How might those metrics be measured and managed?