It’s not an easy question.

Because the role of an EA is unlike most others. Their contributions are often behind the scenes and deeply nuanced, which makes defining performance metrics tricky—but not impossible.

Here’s how I see it: measuring the performance of an EA is about balancing both the tangible and intangible. Yes, there are tasks that can be counted, but the real magic lies in their ability to bring order to chaos, anticipate needs, and become a trusted partner to their executive. So how do we quantify that? Let me share my recommendations.

Start with clear role-specific goals

First, we have to recognize that no two EA roles are the same. The KPIs for an EA supporting the CEO of a tech startup will look entirely different from one supporting the managing director of a law firm. That’s why it’s so important to set role-specific goals at the start of the year. These goals should align directly with the executive’s priorities.

For example, if the executive is managing multiple board commitments, a relevant goal might be: Ensure all board materials are delivered on time and error-free, with zero missed deadlines. If the EA is organizing a major event, a measurable goal could be: Coordinate and execute the event within the set budget and timeline, achieving positive attendee feedback.

Use SMART metrics

The next step is ensuring the goals are SMART—specific, measurable, achievable, relevant, and time-bound. Here are a few examples I’ve seen work well:

• Time Management Efficiency: Reduce the executive’s wasted hours by optimizing their calendar, minimizing rescheduling by X%.
• Proactive Problem-Solving: Anticipate and resolve at least X issues before they escalate to the executive.
• Project Completion: Successfully deliver X high-impact projects by year-end, with clear outcomes.

These kinds of metrics give clarity to the EA and make it easier for the executive to objectively evaluate their performance.

Don’t forget the intangibles

But here’s the thing: KPIs alone are not enough. Much of an EA’s value comes down to their soft skills – discretion, adaptability, emotional intelligence, creativity, collaboration and their ability to build trust –  might be equally or more important in certain situations. These are harder to measure but just as important to recognize.

One approach that can also work – in some organizations only- is incorporating stakeholder feedback into performance reviews. This could mean asking the executive and a handful of key collaborators: How has the EA made your work life easier? What do they do exceptionally well? What impact have you felt from their contributions? These insights can reveal the impact that numbers alone cannot.

Rewarding what truly matters

When it comes to bonuses, I believe they should reward two key things:

1. Exceptional contributions: going above and beyond the job description, such as managing a crisis, leading a major project, or stepping into new responsibilities seamlessly.
2. Continuous improvement: Demonstrating growth, taking on stretch goals, and becoming even more indispensable over time.

To make this work, bonus structures need to feel intentional. I recommend tying bonuses to the goals you’ve set earlier in the year and combining them with feedback on those intangible skills. A bonus should reflect the EA’s full value—not just what they’ve done, but how they’ve made the team or company stronger.

Practical examples of KPIs

Still wondering what measurable KPIs could look like for your EA? Here are a few that you could successfully implement:

• Task efficiency: Completing X% of tasks within agreed timelines.
• Calendar management: Error-free scheduling with fewer than X rescheduled meetings per quarter.
• Crisis handling: Resolving X emergencies without requiring executive intervention.
• Email management: Maintaining a response time of under 24 hours for priority emails.
• Stakeholder satisfaction: Achieving positive feedback from X stakeholders per year.

These are just examples, of course. The key is to tailor KPIs to reflect the specific needs of the Executive and the company.

Why this matters?

Setting KPIs and offering bonuses for EAs isn’t just about rewards—it’s about creating clarity, motivation, and partnership. And for executives and organizations, a happy and motivated EA is one of the best investments you can make.

I encourage you – Executives, HR – to take the time to craft clear goals and a bonus structure that reflects the unique value of this role. Because when done right, everyone wins.

Nelly Kasongo – K&K Partners – www.2k.partners