Develop KPIs and Evaluate Performance:

Introduction:
Key Performance Indicators (KPI) are measurable factors that relate to an
organisation's objectives. For example, if a company wanted to improve
customer retention, and had noticed a high level of complaints about delivery,
then deliveries made on time over a set period of time would be a KPI. Key
Performance Indicators can be a means to promote company-wide changes to
processes, providing a way to report back successes in customer satisfaction
and improve profitability by being able to anticipate supply chain risks, evaluation
of work force data by examining reports for staff and expenses of industrial
companies. Key words: KPI performance indicators,evaluating employees,
production lines, industry.In the medium/large sized industrial organizations, a
timely and effective evaluation of staff performance through strategic tools,
should be able to design an integrated system of key performance .
For KPIs to be effective they must be quantifiable, measurable in a defined way.
The first step would be to define organizational goals:- better sales numbers,
higher productivity, higher customer retention. Once these are decided then the
specific KPIs are easier to decide upon. Once the goals are determined then the
means of measuring them can be decided, and the timeframes that will be used
to measure them. Baseline data is needed to assess success (or otherwise)
against.

There are a number of techniques that might assist in identifying and developing records
management KPIs, including:
Cause and effect;
Risk based; and
Lifecycle approach.
It is also possible to slice and dice KPIs to match KPIs to the levels of responsibility as
well
as group similar KPIs to a category specific to the outcomes sought. These are:
Developing KPIs at two levels strategic and operational; and
Grouping or aggregating KPIs into categories.
KPIs can be either quantitative or qualitative. Quantitative KPIs are likely to be based on
system collected statistics such as number of users whereas qualitative KPIs may be
based
on more subjective measurements from user interviews and surveys. In some instances
a
more balanced view might be obtained by grouping and/or aggregating quantitative and
qualitative based KPIs.
Section 3 concludes by setting out example records management functions, activities

and

KPI DASHBOARDS APPLICATION

BY PERFORMANCE:

The strategies used by companies to build stronger links between the

performance on industrial production lines and the strategy of using customized
or
general performance dashboards.Examples can come from a wide range of
functional areas and industries, such as human resources, retail, real estate
development. On average, an organization that uses a dashboard was able to
implement its first dashboard project in 51 days, 60% of the time necessary to
the
organizations that have used customized dashboard solutions accomplished in
88
days.

EXAMPLES OF KPIs REGARDING

THE EVALUATION OF EMPLOYEES:

a) Personnel turnover - measures the rate

at which employees leave the organization in a period of time Variations:
employees who leave the organization in a certain period, employees
who left the organization over the past 3
months; age of employees, loyalty; staff turnoverb) Orders delivered with
damaged
products - measures the rate at which orders contain damaged delivered
products
Variations: orders damaged frequency ofdefective deliveries c) Income / call
completed successfully:Measures the average income obtained as a
result of a successful call.Variations: average revenue per call ended
successfully d) Complaints of crew members

- Measures the number of complaints made by crew members to employer in a

certain
period.Variations: complaints from crew members e) The average weekly work /
employee- Measures the average number of hours worked by an employee "full
time equivalent" (FTE) week Variations: average work f) Time saved thanks to
innovations
- Measures the time saved by introducing the innovation process. Variations:
hours saved due to innovation g) Awards for innovations received by the
organization
-measures the number of public appreciations for innovation, which the
organization receives h) Unplanned absenteeism rate- Measures the percentage
of days of absence unannounced of the total work lines, and the benefits
deriving from the
existence of performance system.