[et_pb_section fb_built=”1″ _builder_version=”4.16″ da_disable_devices=”off|off|off” global_colors_info=”{}” da_is_popup=”off” da_exit_intent=”off” da_has_close=”on” da_alt_close=”off” da_dark_close=”off” da_not_modal=”on” da_is_singular=”off” da_with_loader=”off” da_has_shadow=”on”][et_pb_row column_structure=”1_3,2_3″ _builder_version=”4.23″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” custom_padding=”||0px||false|false” locked=”off” global_colors_info=”{}”][et_pb_column type=”1_3″ module_class=”table-contents” _builder_version=”4.23″ background_color=”#f3f2f6″ custom_padding=”25px||25px||true|false” sticky_position=”top” sticky_limit_bottom=”section” sticky_position_tablet=”top” sticky_position_phone=”none” sticky_position_last_edited=”on|desktop” border_radii=”on|24px|24px|24px|24px” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.23″ text_font=”||||||||” global_colors_info=”{}” background__hover_enabled=”on|desktop”][\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Intro” _builder_version=”4.27.6″ header_2_font_size=”32px” custom_margin=”||0px|||” header_2_font_size_tablet=”30px” header_2_font_size_phone=”26px” header_2_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
Using data to improve your business is more important than ever. Insights from metrics and numbers can help reveal issues before they occur and track progress towards your goals. The problem is that there is a lot of data, and it\u2019s not clear which number or metric you should focus on. You need to know what story the data is trying to tell you then act on that information.<\/p>\n
Let\u2019s look at how you can track the right metrics to improve your business operations.<\/p>\n
Before you start creating dashboards and setting up reports for a bunch of metrics, numbers, and thresholds, stop and consider what you’re trying to measure. Increasing revenue is great \u2014 it\u2019s an easy number to track \u2014 but without the context behind it, there is no direction to follow.<\/p>\n
Operations matter<\/a> because we give them meaning: they serve as a means to achieve our business goals. The right numbers can help measure your progress and refine your operations as you work towards these goals.<\/p>\n [\/et_pb_text][et_pb_text disabled_on=”off|off|off” admin_label=”Scenario” _builder_version=”4.27.6″ _module_preset=”default” text_text_color=”#0a004a” background_color=”#eeecff” custom_margin=”30px||||false|false” custom_padding=”20px|30px|30px|30px|false|false” border_radii=”on|20px|20px|20px|20px” box_shadow_style=”preset2″ locked=”off” global_colors_info=”{}”]<\/p>\n Marty, a cafe owner, wants to find a way to increase revenue from his existing customers without raising prices. He looks into his POS sale report and finds:<\/p>\n Customers often only buy coffee. Marty decides to shrink his menu to popular items and create a brekky special promo to include a coffee and a rotating food item. This helps offer more value and reduce waste.<\/p>\n The metrics Marty uses to track operations include average spend per customer (average check), how often breakfast specials are sold (food sales), and whether his customers keep coming back (customer retention).<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n These metrics help him track the success of his operational change. If the change doesn\u2019t move the needle, he can look at food quality, food prep time, and how the special is promoted for answers.<\/p>\n On the flip side, if Marty\u2019s changes do work, he can see the evidence in healthy margin returns<\/a> because he\u2019s earning more per staff hour. He will find more answers from the special\u2019s share of the total number of food units sold over time. If the sales are a net add and don’t eat into other sales of other items, he knows it’s working. This supports the increase in revenue and isn\u2019t a one-off.<\/p>\n <\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/www.reckon.com\/au\/wp-content\/uploads\/2026\/03\/Applying-metrics-process-icon.png” alt=”process to apply metrics is to map workflows, selcet relevant metrics, set targets and monitor ” title_text=”Applying Metrics Process Icon” align=”center” _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_image][et_pb_text _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}”]<\/p>\n Once you have your goals, it\u2019s time to attach a combination of metrics to parts of your operations to track.<\/p>\n The first step is to map out a process or procedure. This involves breaking it down into a workflow and highlighting each stage. This is important because you need to know what the process looks like at each stage to apply the right metrics to track.<\/p>\n For a cafe, like from our example, it would look something like this:<\/p>\n Customer arrives > Offer presented > Order placed > Payment taken > Prepared & served > Customer leaves<\/strong><\/p>\n Once this has been mapped out, move on to address the main pain points of this workflow: the obstacles you and your customer face. This could be an unreliable staff member from an operational perspective, or a lack of payment options for customers.<\/p>\n The metrics you choose to track your goals need to tell you something of value. Don\u2019t choose something like raw revenue. Instead, pick numbers that:<\/p>\n In our example, Marty\u2019s metric choices are average check, food sales, and customer retention.<\/p>\n If the numbers improve, the change is working. If they don\u2019t, he can look at what the problem is, such as food quality, prep time, or how the special is promoted, rather than pushing harder to sell.<\/p>\n Set targets for the combination of metrics you use. You can look at industry standards here for guidance, but in the context of your business, does it make sense to follow the average or go above it?<\/p>\n For example, consider a business in an industry where food wastage is between 3-5%. That may be too high for a business operating under razor-thin margins, so 1-2% better reflects their operational needs.<\/p>\n You need to be able to see your numbers; you can\u2019t have them floating around in different reports or software programs. Create a dashboard that tracks everything in one place.<\/p>\n You can draw these figures in your accounting software<\/a>, POS, CRM, or even manual spreadsheets like Microsoft Excel, and plug them into a weekly or monthly dashboard or scorecard. Make sure to incorporate trend lines or heat maps to get quick impressions.<\/p>\n Once you\u2019ve set your goals, mapped out your processes, attached metrics, and created your dashboards to track, now it\u2019s time to put your process into action and test it. This is how you can turn numbers into actionable decisions.<\/p>\n 1) Run your test period<\/strong> 2) Results vs your baseline<\/strong> 3) Lock in improvements<\/strong> 4) Review and refine<\/strong> Great operations need many moving parts to succeed. One metric can\u2019t tell the whole story; your operations need a variety of numbers, goals, and processes to work together for success. Build workflows with a goal in mind and attach metrics that track improvement. That way, you create operations with purpose \u2014 one that you can measure.<\/p>\n [\/et_pb_text][ba_social_share icon_bg=”#03002e” icon_padding=”10px|12px|10px|12px|true|true” layout=”classic” show_text=”off” btn_padding=”0px|0px|0px|0px|false|false” btn_bg_color=”RGBA(255,255,255,0)” _builder_version=”4.23″ _module_preset=”default” custom_margin=”50px||||false|false” custom_padding=”25px||||false|false” custom_css_before=” content: %22SHARE THIS%22;|| font-size: 16px;|| font-weight: 700;|| line-height: 22px;|| letter-spacing: 0em;|| text-align: center;|| color: #ff5447;|| margin-bottom: 10px;|| display: inline-flex;|| position: absolute;|| margin-top: 10px;” border_width_top_main=”1px” border_color_top_main=”#e4e4e4″ border_radii_icon=”on|5px|5px|5px|5px” global_colors_info=”{}” custom_css_before_last_edited=”off|desktop”][ba_social_share_child _builder_version=”4.23″ _module_preset=”default” global_colors_info=”{}”][\/ba_social_share_child][ba_social_share_child network_type=”facebook” _builder_version=”4.23″ _module_preset=”default” global_colors_info=”{}”][\/ba_social_share_child][ba_social_share_child network_type=”linkedin” _builder_version=”4.23″ _module_preset=”default” global_colors_info=”{}”][\/ba_social_share_child][ba_social_share_child network_type=”email” _builder_version=”4.23″ _module_preset=”default” global_colors_info=”{}”][\/ba_social_share_child][\/ba_social_share][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Discover the small business operations metrics that actually matter. Learn what to track, what to ignore, and how smarter metrics drive better decisions.<\/p>\n","protected":false},"author":36,"featured_media":302321,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" Changes to how casual employees can transition to permanent employment are coming this year. The new process adds an employee-driven element, where, depending on certain circumstances, a casual employee can notify their employer of their intention to move from casual to permanent employment.<\/p> This is a marked departure from the previous rules, which were entirely up to the employers. So, what does this new process look like, and what does it mean for small businesses?<\/p> Let\u2019s go through it.<\/p> The \u201cClosing Loopholes\u201d amendment has directly changed how casual employees remain casual or transition to permanent employment.<\/p> Under the old rules in the National Employment Standard, a casual employee\u2019s employment status was entirely employer-driven. This meant that any conversation or initiation of a casual employee was through the employer's agreement or arrangement.<\/p> Now, employees can let their employer know their desire to change their working status, called the employee choice pathway.<\/p> Under the employee choice pathway, casual employees can pursue permanent employment by notifying their employers of their intent to change from casual to permanent. The following criteria have to be met before notice can be given:<\/p> The changes have been in effect for medium-large businesses since 26 February 2025. Under the legislation, businesses with 15 or more employees must follow the employee choice pathway procedure.<\/p> The changes will come into effect on 26 August 2025 for small businesses (15 employees or fewer). Under the rules of casual employment, an employee may only notify their intent for permanent employment if they have been employed for more than 12 months.<\/p> The employee choice pathway is twofold: a notice of intent to transition from casual to permanent, and the response to that notice. While this may seem simple, a number of factors determine the outcome. First, before a notice can be made to move from casual to permanent, we must look at what defines casual employment status.<\/p> The legal definition of what constitutes casual employment can be found in the Fairwork Act 2009 (15A). This is a rather large document, so for all intents and purposes, casual employment can be simply defined like this:<\/p> If you are unsure about the definition of casual employment<\/a>, the Fairwork Ombudsman has materials and resources.<\/p> The notice a casual employee gives to their employer about moving to permanent employment requires two factors to be satisfied:<\/p> Here is an example of a notice to demonstrate what this would look like in the workplace.<\/p> Imagine a bartender working casually for over 10 months at a large pub with more than 15 workers. This casual employee has been given more responsibilities in the last few months, including rostering other casuals. The employee has also noticed they work fixed, regular, rostered shifts. With this information and a desire for more security in their employment, they approach their employer with notice to transition from casual to permanent employment.<\/em><\/p><\/blockquote> In this example, the employee meets the requirements to give notice and pursue the casual choice pathway. After notice occurs, the employer is required to respond. Let\u2019s take a look.<\/p> Once an employer receives a notice from their employee, they have 21 days to respond. Before a response is made, the employer should consult with the employee about what changes the transition would make to their employment. This discussion should include:<\/p> After a consultation, the employer can accept or reject the notice of employment change.<\/p> When accepting a change, the employer needs to include what has been consulted previously and provide a new written employment agreement with their employee. The changes must immediately be implemented after the acceptance of employment status unless the employer and employee have agreed on a different commencement date.<\/p> When it comes to rejecting a notice, employers need a good reason. An employer can justify a rejection of the notice when either of the following circumstances apply:<\/p> Accepting or rejecting an employee's notice must be thoughtfully considered, whatever the circumstances, and communication should be clear and concise. If there is a disagreement, it may come down to both sides not effectively communicating. However, dispute resolution procedures are in place if the relationship is beyond solving in the workplace. It also should be noted that protections are in place<\/a> against any adverse actions taken in reaction to an employee submitting a notice.<\/p> Any dispute must be resolved first in the workplace. However, if a dispute occurs due to a disagreement about an employee\u2019s employment status, there are a number of avenues that can be explored:<\/p> Unfortunately, if either of these doesn\u2019t remedy the situation, the matter may have to be resolved in court, arbitrated by the Federal Circuit Court.<\/p> As the changes on the pathway from casual to permanent employment are new, there will be a degree of awkwardness in implementation. What is essential is good communication and honesty when discussing an employee's future in your business. As the date for small businesses to follow the new rules is set for 26 August 2025, there is plenty of time to review your procedures for managing your staff<\/a>.<\/p> You may find that the new process has new opportunities for dedicated employees<\/a> to commit fully to your business. Whatever the employee choice pathway brings, ensure you are prepared with proper payroll systems<\/a> to navigate the changing landscape.<\/p>","_et_gb_content_width":"","inline_featured_image":false,"_lmt_disableupdate":"no","_lmt_disable":"","footnotes":""},"categories":[343],"tags":[],"class_list":["post-302315","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights"],"yoast_head":"\nExample<\/h3>\n
Food sales consist of one or two items on his menu.<\/p>\nApplying metrics to your workflows and processes<\/h2>\n
1. Map out the process<\/h3>\n
2. Select important metrics that actually track progress<\/h3>\n
\n
3. Determine the targets to evaluate<\/h3>\n
4. Build dashboards and reports for monitoring<\/h3>\n
Turning data into decisions<\/h2>\n
Select a start and end date (e.g. 4-8 weeks) and the metrics that signal progress. Marty has chosen the average order value (average check) for positives and the waste % for negatives.<\/p>\n
In your sample period, compare the same days\/hours. If your metrics signal positives, lock in your improvement. Mixed or negative results may need you to fine-tune the workflow: choose a bottleneck, rework, and test once more. Results still mixed? Stop and reassess.<\/p>\n
Changes that work become part of your standard operating procedures<\/a>. Update your SOPs, train your team, and confirm your targets as part of your reporting routine.<\/p>\n
Include reviewing your metrics as part of your admin time. Over time, changes in the business will affect your processes and the metrics you track. When a metric doesn\u2019t influence a decision, retire it.<\/p>\nMeasuring operational success as a small business<\/h2>\n
Key changes to casual employment rights<\/h2>
Who is affected by the employee choice pathway?<\/h2>
The process involved<\/h2>
Defining casual employment<\/h3>
Giving notice of employment change<\/h3>
Responding to a notice<\/h3>
Accepting or rejecting an employment change notice from an employee<\/h3>
What happens if there is an employment dispute?<\/h2>
The bottom line<\/h2>