You can measure anything. The question is whether your measurements drive the behavior you want.
I've built performance frameworks across different organizations. The ones that stuck weren't the most sophisticated. They were the ones that balanced multiple dimensions and didn't confuse activity with outcomes.
Most frameworks measure volume, not quality. Calls instead of conversions. Hours worked instead of problems solved. When you measure the wrong things, you get the wrong behavior. People optimize for metrics, not for your actual business objectives.
The best frameworks I've built measured three things: what, how, and why. What outcomes did you deliver? How did you deliver them — did you maintain quality, ethics, and culture? Why — did you understand the impact on customers and the business?
This balanced approach prevents people from gaming metrics. You can't hit targets while compromising culture or quality if all three dimensions matter equally.