The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Training Attendance Rates
How many of the people who *should* attend training for a new system or process actually show up.
Target · 90%+ attendance for mandatory training sessions. If we've got 100 people who need a new CRM system, we'd expect at least 90 of them to complete the required training before go-live. You'll track this through our learning management system.
Key Communications Engagement
The open and click-through rates on important emails or internal comms about the change.
Target · Over 60% open rate and 15% click-through rate on critical change updates. You send out an email about '5 things you need to know about the new expenses system'. We'd expect at least 60% of recipients to open it, and 15% to click on the link to the FAQ document.
On-Time Change Activity Completion
Making sure the specific tasks you're responsible for in the change plan are finished when they're supposed to be.
Target · 95% of assigned change plan activities completed on or before their due date. If you're tasked with drafting the 'go-live' communication by Friday, it needs to be done. Miss too many of these, and the whole project can get delayed.
Initial User Adoption Rate
The percentage of targeted users actively using a new system or process within the first few months after it goes live.
Target · 85% user adoption of new systems/processes within 90 days post-launch. After a new HR system launches, we'll check how many employees have logged in and completed their first task (e.g., submitting a holiday request) within the first 90 days. We're aiming for 85%.
Change-Related Help Desk Tickets
The volume of support tickets directly related to confusion or issues with a new system or process after launch.
Target · 40% reduction in change-related help desk tickets within 60 days of launch, compared to the first 30 days. If we get 100 tickets about 'how to use the new CRM' in the first month, we'd want to see that drop to 60 or fewer in the second month. It shows your training and comms are working.
Stakeholder Readiness & Sentiment
How ready and positive key groups feel about the upcoming change, measured through surveys and informal feedback.
- You'll see consistently positive scores (e.g., >75% agreement) on readiness surveys from impacted teams. People will tell you they feel prepared, not blindsided. You'll also get unsolicited positive feedback from managers about their team's understanding and willingness to engage.
Quality of Change Impact Assessments
The thoroughness and accuracy of your analysis of how a change will affect different roles and processes.
- Your manager or project lead will rarely need to make significant edits to your impact assessments. They'll be clear, comprehensive, and actually help the project team understand the 'people' side. You'll spot impacts that others might have missed, like a small change in one department having a ripple effect somewhere else.
Effectiveness of Workshop Facilitation
How well you run smaller workshops or focus groups to gather feedback, explain changes, or build consensus.
- Participants will leave your sessions feeling heard and clear on the next steps. You'll get useful, actionable input, not just complaints. People will comment that your sessions are well-structured and productive, not just 'another meeting'.
Proactive Problem Solving
Your ability to spot potential issues or resistance points before they blow up and suggest practical solutions.
- You'll flag a potential training gap or a tricky communication message to your manager before it becomes a problem. You'll come to them with a suggested solution, not just the problem. This means fewer surprises for the project team and smoother sailing overall.
