Measure both, and see them side by side.

The two measurements answer different questions and imply different actions. A governance finding may call for a change in ownership, a record that does not exist, or a process that is not being followed. A workforce finding calls for capability development in a specific part of the organization.

Combining them into a single number would hide exactly the thing that makes the measurement useful. METRIS™ reports them side by side and never averages, blends or rolls them into one figure.

Two readiness measurements, each with its own findings and its own supporting evidence. For governance, that includes the published requirement behind each finding and a dated, verifiable record. For workforce, a capability profile at the organizational level showing where capability is stronger or weaker.

You also get what neither measurement gives you alone: a view of where the two disagree. An organization with strong documented governance and weak capability among the people operating under it is carrying a different problem to one with capable people and no record of who owns what.

Neither is a prerequisite for the other, and an organization that needs only one can measure only one. Where both are in scope, they can run in parallel or in sequence depending on what you already have to hand.

Governance measurement starts from information that usually already exists, so it can begin as soon as it is gathered. Workforce measurement depends on people completing a short assessment, so it moves at the pace of scheduling. Organizations with a deadline on one side often start there and bring the other alongside.

Remeasure either construct on its own, or both together, using the same approach. Because the two are kept distinct, you can see that one moved and the other did not, which is the finding most likely to change what an organization does next.