I used to work in internal communications/organisational development in a highly unionised workforce. That would have gone down like a lead balloon - not just with the unions but with me as an advisor to senior management on what would affect staff morale. Senior management, however, would have wet their pants over it because they like to measure.

We actually did a lot of measuring but it was all fully discussed with the unions and related to tangible outcomes rather than this seemingly random and trivial measure of how many keystrokes are done on the computer. So backward. As examples, we worked out how long it typically took to process an invoice or write a communications plan and from there worked out benchmark output standards ie. how many invoices could be processed in a day, how many communications plans could be written in a week etc. So we measured real outputs rather than trivial stuff like this. We also factored in thinking time for positions where a lot of conceptualisation was required.

There are so much more sophisticated and useful ways of measuring performance and ones that staff will support once they see the benefit.