Understand why reviews are important Set up strong review processes Develop and measure useful KPIs Performance reviews and appraisals KPIs, performance reviews and appraisals help employees know how they have been doing and what further development or training they need to do to improve. Reviews should be available to all staff. You can also discuss any weaknesses or problems and identify solutions together.
Assessment techniques provide the mechanism for measuring and evaluating the defined factors to evaluate progress or impact. KPIs specify what is measured and assessment techniques detail how and when it will be measured. Typically is expressed in terms of making progress towards its long-term organizational goals.
KPIs assist an organisation to define and measure progress toward organisational goals and objectives. Once an organisation has analysed its mission and defined its goals, it needs to measure progress towards those goals. KPIs provide a measurement tool.
In many cases, KPIs are used in projects and to measure service delivery. There are as many KPIs as ways in which they can be constructed. Another example is to measure the timeliness and quality of service delivery — in this case, KPIs may be used to measure that records services meet agreed delivery times for correspondence in accordance with a Service Level Agreement SLA.
KPIs are quantifiable measurements that reflect the critical success factors of a business. They give a very focused view that is most useful for monitoring KM activities for progress in the desired direction. They do not substitute for the other measurement and evaluation activities listed above.
Monitoring via KPIs can provide useful inputs to impact evaluation, but unless KM activities have a direct quantitative output such as sales results or direct cost savings mostly they do not they do not in themselves provide sufficient data to evaluate and assess the positive impact of KM.
KPIs almost always need to be supplemented with some qualitative analysis to understand the background drivers for the trends and results displayed by the KPIs. It is a particular risk in using KPIs especially if you do not extend them with impact evaluation techniques that your KPIs give you an illusion of progress.
KPIs typically monitor activities and quantifiable outputs such as documents created. KPIs can be good at reporting on KM efforts in tangible ways via numbers and trendlines, but they do not substitute for evaluating the performance of KM in terms of positive impact on the business.
Counting beans or documents alone does not tell you whether your KM efforts are paying off.
So KPIs are not enough and focusing on them should not distract from the real question, which is one of organizational performance. You will have two, perhaps three measurement horizons. Before you start the activity cycle, you will be most interested in the investments and inputs required to launch and sustain the activity.
If this involves any complexity, such as multiple investments of money, time and effort from different places, you may need to monitor the investment inputs to ensure that they are taking place when required. When you launch the activity, you want to check whether or not the activity is being taken up according to plan.
You will focus on evidence of activity levels, and you will be most interested in examining the trends increasing. Once an activity is established you will be less interested in trends though you will continue to monitor them for health and your focus will shift towards benchmarking your activity levels against other similar organizations and looking for factors that can strengthen the activities and the outputs.
It is at this stage that you will extend your monitoring beyond activity levels and start to focus on monitoring and evaluating value creation from the activity. At the investment and adoption stages, value creation is not a major target of attention.
This monitoring cycle can vary in duration from a few months to up to a couple of years depending on the type of activity and complexity of the change being introduced. For this reason, it is important to be able to build individual sets of KPIs whenever a new activity, program or system that is introduced, where the purpose of the KPIs is defined, the three stage activity cycle is defined and the duration of each stage is anticipated; and where the switch of focus between the three stages is properly planned and actioned.
Examples of different KPIs for different types of initiative are given below together with a template to use in drawing them up. At the investment stage if being monitoredthe trigger for a qualitative analysis will be a variation from plan.
At the adoption stage, the trigger for a qualitative analysis will be a trend contrary to expectations.
At the health stage, the trigger for a qualitative analysis will be any significant variation in activity levels or a large gap between a comparable external benchmark and the actual performance; because this is also the stage at which the KM activity is expected to create value, proxies for value creation need to be introduced, and you will need to make a link between your monitoring of KPIs and your business impact assessments, using the other measurement and evaluation mechanisms apart from KPIs such as story collection, MSC, management survey etc.
Examples of these qualitative supporting activities for specific types of KM activity are given below. These are given for illustrative purposes only, and should be selected carefully to support your objectives and match your resources.
A KPI does not need to satisfy all of these characteristics to be useful to the organisation and characteristics may overlap.
A KPI should be: However, they also have a cost. In some cases eg system KPIs you may need to commission special reporting tools to generate the reports that you need. Somebody will need to collect data and analyse it.Key Performance Indicators Example.
Participants for the study were drawn from two call centers in northwest Ohio. Call centers were chosen because they are becoming an increasingly common environment for a variety of organizations.
A C K N O W L E D G M E N T S | 4 OECD TOURISM PAPERS – INDICATORS FOR MEASURING COMPETITIVENESS IN TOURISM - ©OECD ACKNOWLEDGMENTS Alain Dupeyras, Head of Tourism, OECD, co-ordinated the project on the indicators for measuring competitiveness in tourism.
Tourism and Leisure Sectors Establish regional tourism structures (RTO) 3-year IWEX business plan developed Volume of industrial waste exchanged STRATEGIES AND KEY PERFORMANCE INDICATORS FOR /12 CHAPTER 4 upgrading of the regional road signage infrastructure.
If you regularly reconsider your performance indicators alongside the ongoing development of a business plan, you'll find your KPIs are more likely to stay aligned with your changing business . Sonoma County Tourism on Thursday held its annual meeting, marking a pivotal time for the destination marketing organization as it moves forward with a new business plan following October’s.
PERFORMANCE INDICATORS BUSINESS ADMINISTRATION CORE THE BUSINESS ADMINISTRATION CORE PERFORMANCE INDICATORS ARE USED IN THE FOLLOWING EVENTS: PRINCIPLES OF BUSINESS MANAGEMENT AND ADMINISTRATION PBM PRINCIPLES OF FINANCE PFN PRINCIPLES OF HOSPITALITY AND TOURISM PHT PRINCIPLES OF MARKETING PMK .