Executives at TriAxis Group reaffirmed the company’s commitment to a “people-first culture” this week while unveiling a new internal metric designed to more precisely track employee productivity across departments. Leadership described the initiative as a way to better understand how individuals contribute value, while emphasizing that the data would not be used punitively.

The announcement came during a quarterly town hall meeting, where senior leaders highlighted employee well-being, transparency, and trust as core organizational values. Moments later, slides appeared outlining a new performance framework that assigns each employee a numerical productivity score based on output, responsiveness, and what leadership described as “collaborative efficiency.”

“This is about empowering our people with clarity,” said CEO Richard Collins. “When employees understand how their work translates into value, they can thrive.”

Collins stressed that the metric, referred to internally as the Individual Contribution Index, is intended to support growth rather than enforce compliance.

Measuring What Matters

According to internal documentation shared with employees, the new index aggregates data from a variety of sources, including project management software, internal communication platforms, and time-tracking tools. The system evaluates factors such as task completion rates, meeting participation, response times, and peer feedback.

Company leaders described the approach as holistic.

“This isn’t about hours worked,” said Chief Operations Officer Elaine Porter. “It’s about outcomes.”

Porter added that the index would help managers identify top performers and ensure resources are allocated effectively. She declined to specify how the data would be weighted or how often scores would be reviewed.

Employees were assured that the metric would be used in context and that no single number could capture an individual’s full contribution.

“It’s just one lens,” Porter said. “A very important one.”

People-First, Quantified

TriAxis leadership framed the rollout as a natural extension of the company’s people-first philosophy. Collins emphasized that understanding productivity at an individual level allows the organization to better support employees.

“When we see where someone might be struggling, we can intervene early,” he said. “That’s care.”

Employees were told the index could also help identify opportunities for professional development, workload balancing, and recognition. High scores may be highlighted during performance reviews, though leadership said the metric would not replace existing evaluation processes.

“It complements what we already do,” Collins said.

Employees later noted that the index appeared prominently on internal dashboards.

Employee Reactions

Reactions among staff were mixed. Some expressed cautious optimism, noting that clearer expectations could reduce ambiguity.

“At least now we know what they’re looking at,” said one employee, who requested anonymity. “Before, it felt vague.”

Others expressed concern about how nuanced work would be captured by the system.

“A lot of what I do isn’t easily measurable,” said another employee. “I solve problems that don’t show up as tasks.”

Several employees said they were uncomfortable with the level of monitoring implied by the system, particularly its reliance on communication data.

“They said it’s about collaboration,” one employee said. “But it feels like they’re counting how often we talk.”

Leadership Reassurances

Executives emphasized that privacy safeguards are in place and that the data would be reviewed responsibly. Collins noted that TriAxis consulted legal and HR experts during development to ensure compliance with applicable regulations.

“We take trust seriously,” he said. “This tool is about insight, not surveillance.”

When asked whether employees could opt out of the system, leadership said participation was mandatory but framed it as an opportunity.

“This only works if everyone’s included,” Porter said.

Employees were encouraged to view the index as a resource rather than a judgment.

“It’s information,” Collins said. “What you do with it is up to you.”

Productivity in Practice

Internal training materials describe scenarios in which managers use the index to identify trends and intervene proactively. Examples include reassigning tasks, adjusting workloads, or offering coaching to employees whose scores fall below expectations.

In one example, a hypothetical employee with consistently low response times is flagged for a “support conversation.”

“That’s not discipline,” said Human Resources Director Megan Liu. “That’s engagement.”

Liu emphasized that the company’s goal is to remove obstacles to success.

“Sometimes people just need clarity,” she said.

Employees noted that clarity now came with a numerical value.

Industry Context

Analysts say the use of individual productivity metrics is becoming more common as companies seek greater visibility into performance, particularly in hybrid and remote work environments.

“Organizations want data,” said workplace analyst David Kramer. “They believe it leads to better decisions.”

Kramer noted that such systems often emerge alongside messaging about trust and empowerment.

“It’s a tension,” he said. “Companies want autonomy and control at the same time.”

TriAxis executives acknowledged the challenge but maintained that transparency resolves it.

“When everyone understands the system, it builds trust,” Collins said.

Looking Ahead

The Individual Contribution Index will be rolled out company-wide over the next quarter, with employees receiving training on how to interpret their scores and use them for self-improvement. Leadership said feedback would be collected and adjustments made as needed.

“This is an evolving tool,” Collins said. “We’ll learn from it.”

Employees were invited to submit questions through an internal portal, though several said they were unsure what to ask.

“They explained how it works,” one employee said. “They didn’t explain how it feels.”

As the meeting concluded, Collins reiterated TriAxis’s commitment to its people-first values.

“Our people are our greatest asset,” he said. “This helps us manage that asset responsibly.”

Employees logged off the call with access to a new dashboard, a deeper understanding of how productivity would be measured, and reassurance that the company’s focus remained firmly on people — now quantified, tracked, and carefully optimized.