Don't Mention The Balanced Scorecard!

I have a new manager. She's a little middle-aged lady who behaves a bit mumsy and probably thinks that's a good way to approach her role. I'm not sure she's going to be able to handle the insanity that is The Bank's bureaucracy and that she's going to blame us because we can and she doesn't get what we're doing.

We had a little “team meeting” this morning. She mentioned “Balanced Scorecards” and this set me off. All my intentions of being really calm and team-player-y went out of the window.

For those lucky enough not to know what a “Balanced Scorecard” is, it's a piece of HR bureaucracy that pretends that everyone in the company has jobs where they can meet a wide range of objectives: financial, operational, customer service, team development, whatever. I have to have “Treating Customers Fairly” (or TCF) objectives – TCF is itself a piece of bureaucratic nonsense imposed on banks by the FSA, and the last thing it ensures is that you'll get a fair shake from HSBC, Barclays or anyone else. I don't deal with customers. The only people who have less customer contact than me, or less influence over customer service, are the guys in the post room. But TCF has to be on my Scorecard.

And no, the Scorecards have nothing to do with our bonuses, pay rises and appraisals. Those are set at company level and in a discussion between the department heads every six months. We are judged entirely on how well we worked and played well with others, what impression we made around the office and if we saved anyone's backside from a kicking.

Making the managers go through the Scorecard process is designed to hide that fact. Because it's a pointless exercise in form-filling, it has no credibility with anyone. Yet we all have to pretend that it does. I had one manager who treated it with the affable contempt it deserved and I produced my best fiction in return. The New Lady Manager sounds as if she's going to take it seriously. In which case, she's going to have to do a lot of pretending, and ask her team to pretend a lot as well. Which means we're all living in Denial.

Which means that for me there's some raw emotional stuff going on. The way the system works is that the managers are nice to us for the six months on a daily basis – after all, they don't want to piss us off, they're busy and they can't take the conflict generated by handling a problem as it arises. So they store up the bad stuff and dump it out every six months in our appraisals. In writing. They might even be nice in the face-to-face meeting, but on the form, out comes all the stuff they didn't have the guts to handle at the time. Sound like the kind of family where you were snarked at for not knowing what to do, but no-one ever told you? Where instead of being proper guides to how to behave and what's expected, your parents sat back and judged, treating you not like their children but like strange visitors they couldn't get rid of? That's what happens at The Bank. And Balanced Scorecards are the way that gets covered up. To go along with the process is to be forced into some kind of complicity with denial. I really don't like that. And that's where the reaction came from.