Top 10 KPI

Top
of
Is
2011- 2012
% Hospital bed occupancy rate % Call setup success rate (CSSR) % Realization rate % All commodity volume
(AC ) distribution # Time to fill a vacant position % Capital acquisition ratio # Inventory to sales ratio (ISR) # Units
per man-hour % Cannibalization rate of new product offering % Production schedule attainment % Hospital bed
occupancy rate % Call setup success rate (CSSR) % Realization rate % All commodity volume (ACV) distribution
# Time to fill a vacant position % Capital acquisition ratio # Inventory to sales ratio (ISR) # Units per man-hour %
Cannibalization rate of new product offering % Production schedule attainment % Hospital bed occupancy rate
% Call setup success rate (CSSR) % Reali ation rate % All commodity volume (AC ) distribution # Time to fill a
vacant position % Capital acquisition ratio # Inventory to sales ratio (ISR) # Units per man-hour % Cannibali ation
rate of new product offering % Production schedule attainment % Hospital bed occupancy rate % Call setup
success rate (CSSR) % Reali ation rate % All commodity volume (AC ) distribution # Time to fill a vacant position
% Capital acquisition ratio # Inventory to sales ratio (ISR) # Units per man-hour % Cannibali ation rate of new
product offering % Production schedule attainment % Hospital bed occupancy rate % Call setup success rate
(CSSR) % Reali ation rate % All commodity volume (AC ) distribution # Time to fill a vacant position % Capital
acquisition ratio # Inventory to sales ratio (ISR) # Units per man-hour % Cannibali ation rate of new product
Publication date: 01 N ov ember 2012
ID number: sK0128891
Top 10 KPIs of 2011-2012
2012 T he K PI Ins titute L td. A ll R ig hts R es erv ed.

ID number: s K 0128 8 9 1
T his rep ort is the res ult of p rimary res earch conducted by the K PI Ins titute. It is av ailable in PDF f ormat on the s martK PIs . com
w ebs ite. T erms of us e av ailable at: http :/ / w w w . s martk p is . com/ terms - of - us e. html ( Premium content terms ) .
An appropriate citation for this report is:
T he K PI Ins titute ( 2012) , T op 10 K PIs of 2011- 2012, Melbourne, A us tralia
Indemnity statement
T he K PI Ins titute has tak en due care in p rep aring the analy s is contained in this rep ort. H ow ev er, noting that s ome of the data
used or t e anal sis as een pro ided t ird parties e nstitute gi es no arrant to t e accurac relia ilit tness
f or p urp os e, or otherw is e of the inf ormation. T he K PI Ins titute s hall hav e no liability f or errors , omis s ions or inadeq uacies in
the inf ormation contained herein or f or interp retations thereof . T he op inions ex p res s ed herein are s ubj ect to chang e w ithout
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T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012
Table of contents
Page 2
Executive Summary
About ey erformance Indicators (
Is
smart
Is)
Naturally
Is com Community rofile
smart
Is com Functional Areas Taxonomy
smart
Is com Industries Taxonomy
Top
Is of
Countdown Analysis
Top
Is of
List
12
% H os p ital bed occup ancy rate
14
% C all s etup s ucces s rate ( C S S R )
16
% R ealiz ation rate
18
% A ll commodity v olume ( A C V ) dis tribution

ime to ll a acant position
22
% C ap ital acq uis ition ratio
24
# Inv entory to s ales ratio ( IS R )
26
# U nits p er man- hour
28
% C annibaliz ation rate of new p roduct of f ering
3 0
% Production s chedule attainment
32
Appendix A: Related reports
34
Appendix B: Training courses
36
Appendix C: Advisory services
38
Appendix D: Technology solutions
40
Appendix E: Glossary of terms

Top 10 KPIs of 2011-2012
Executive Summary
K ey Perf ormance Indicators ( K PIs ) are today s ome of the mos t p op ular manag ement tools . F rom the N ational Mus eum of A us tralia,
to the F irs t B ank of N ig eria, f rom the Panama C anal A uthority to R olls R oy ce, f rom the Minis try of E ducation in B runei Darus s alam to
the A merican Medical A s s ociation, K PIs are us ed to unders tand, learn and imp rov e p erf ormance acros s indus tries , dep artments and
teams .
In this env ironment mark ed by the coming of ag e of K PIs as manag ement tools , s martK PIs . com rep res ents the g o to p lace f or
inf ormation about the us e of K PIs acros s the w orld. A s a res earch driv en online p latf orm f or p erf ormance manag ement k now ledg e
integ ration, the w ebs ite contains ov er 20, 000 ex amp les of K PIs us ed at org aniz ational and indiv idual lev el, p re- p op ulated S trateg y
Map s , K PI Das hboards and S corecards , interv iew s w ith p ractitioners , cons ultants and academics and ref erences 1000 rep orts
illus trating the us e of K PIs and org aniz ational obj ectiv es in p ractice. A t its core is the larg es t online databas e of thoroug hly documented
K PI ex amp les f rom 15 bus ines s f unctional areas and 24 indus tries . T he s martK PIs . com res earch p rog ram is s up p orted by a
community f ormed of tens of thous ands of members f rom ov er 19 0 countries and territories .
Interes t in K PIs and their us e acros s indus tries is on the ris e around the w orld, driv en by both g ov ernment reg ulations and by the
ene ts t e ring in terms o accounta ilit transparenc and ac ie ement o results is trend as reflected in
t e
hundreds of thous ands of v is its to the s martK PIs . com w ebs ite and the many K PIs v is ited, book mark ed and rated by members of the
s martK PIs . com community .
T he T op 10 K PIs of 2011- 2012 rep ort is a s y nthes is of w hat s martK PIs . com is all about: it bring s tog ether an ov erv iew of how K PIs
are us ed in p ractice today , by combining inp ut f rom the s martK PIs . com community w ith res earch and analy s is f rom the editorial team.
W hile centered around the K PIs that in 2011 receiv ed the hig hes t number of v is its on s martK PIs . com, the rep ort als o contains analy s is
and ins ig ht reg arding p erf ormance manag ement today :
Section 1: K PIs N aturally , an article that s ets the contex t throug h a dis cus s ion on w hat is old and w hat is new in the us e of K PIs
Section 2: resents t e pro le o t e smart s com communit illustrating mem ers ip role countr industr and organi ation
s iz e
Section 3: O utlines the tax onomy of f unctional areas and indus tries us ed f or g roup ing K PIs in s martK PIs . com
Section 4: Introduces a s hort analy s is of each K PI f rom T op 10 mos t v iew ed K PIs in 2011 on s martK PIs . com
Section 5: L is ts the names of the T op 10 K PI ex amp les in 2011 on s martK PIs . com
Section 6: C ontains the detailed des crip tion of each K PI lis ted in the rep ort, as documented in s martK PIs Premium ( the p remium
content s ection of s martK PIs . com)
n
t e list o t e most ie ed s in smart s com as dominated
ex p ected cons idering their p erv as iv enes s acros s indus tries :
2
Production and Q aulity
S ales and C us tomer S erv ice

F inance
H ealthcare
H uman R es ources
Production and Q uality
Prof es s ional S erv ices
T elecommunications / C all C entre
s speci c to unctional areas out o
Top
ic as
Is
% H os p ital bed occup ancy rate

% C all s etup s ucces s rate ( C S S R )
# R ealiz ation rate
T he other 3 K PIs comp leting the top 10 came f rom 3 dif f erent indus tries : H ealthcare, T elecommunications and Prof es s ional S erv ices .
B y dis cus s ing the us e of K PIs today , p res enting the bes t p ractice in documenting them and lis ting the mos t p op ular K PIs in 2011, this
rep ort can be a us ef ul res ource in p romoting the adop tion of K PIs or ref res hing the ex is ting p erf ormance meas urement and manag ement
p ractice in any org aniz ation. B oth the f ree and p remium content av ailable on s martK PIs . com can be us ef ul g uides on this j ourney .
2

Top 10 KPIs of 2011-2012
About ey erformance Indicators (
Is)
In many domains of human activ ity , the us e of tools is es s ential f or the achiev ement of res ults . Meas urement and ev aluation mak e no
e ception eing e uipped it ot conceptual and p sical tools t e rst categor at t e core o an per ormance measurement
and manag ement s y s tem are the meas ures , metrics , indicators or K PIs us ed.
B oth academic and p ractitioner literature us es interchang eably thes e terms , of tentimes ev en w ithin the s ame org aniz ation.
t smart
s com e a e adopted t e ollo ing de nitions or t ese terms
Measure - A number or a q uantity that records a directly obs erv able v alue. A ll meas ures are comp os ed of a number and a unit of
meas ure. T he number p rov ides mag nitude ( how much) f or the meas ure, w hile the unit g iv es number a meaning ( w hat) . E x amp les of
unit meas ures are: dollars , hours , meters , inches , etc.
Indicator - ndicators are de ned in man a s ut t e common meaning or all o t em is t at t e re er to speci c in ormation us
t e rganisation or conomic Co-operation and e elopment C de nes an indicator as a qualitativ e or quantitativ e factor or
a ia le t at o ides a si le and elia le eans to easu e ac ie e ent, to e ect c an es connected to an inte ention, o to
help assess the performance of a dev elopment actor . 1
Metric erformance Measure or erformance Indicator - A g eneric term encomp as s ing the q uantitativ e bas is by w hich obj ectiv es
are esta lis ed and per ormance is assessed t elps uanti t e ac ie ement o a result t e uanti a le component o an
org aniz ation s p erf ormance. In the contex t of meas uring and manag ing p erf ormance thes e terms are us e interchang eably .
ey erformance Indicator ( I) - A s elected indicator cons idered k ey f or monitoring the p erf ormance of a s trateg ic obj ectiv e,
outcome, or k ey res ult area imp ortant to the s ucces s of an activ ity and g row th of the org aniz ation ov erall. K PIs mak e obj ectiv es
uanti a le pro iding isi ilit into t e per ormance o indi iduals teams departments and organi ations and ena ling decision
mak ers to tak e action in achiev ing the des ired outcomes . T y p ically , K PIs are monitored and communicated throug h das hboards ,
s corecards and other f orms of p erf ormance rep orts .
W hile on p ap er the terms lis ted abov e can be dif f erentiated, in p ractice, the dif f erence betw een them is blurred and, at s ome ex tent,
irrelev ant. A s long as their p urp os e and us e is clear and unders tood by members of the org aniz ation, w hether they are called p erf ormance
meas ures or K PIs is a matter of p ref erence.
A t s martK PIs . com, w e as s es s each ex amp le entered in the online databas e and label it as meas ure, p erf ormance indicator or K PI. It
is an emp irical and s ubj ectiv e ap p roach to catalog ue each entry bas ed on relev ance. U ltimately , all entries in the online databas e are
cons idered K PI ex amp les . In addition, to s ing le out the entries that s tand out in terms of relev ance, w e introduced a new label:
smart I - A K ey Perf ormance Indicator ex amp le av ailable on s martK PIs . com, that is recommended
as being the mos t relev ant and truly K ey f or org aniz ational p erf ormance. T hey are s elected by the
editorial team of the w ebs ite bas ed on criteria s uch as :

L is ting in academic and p ractitioner p ublications that analy s e their us ef ulnes s ;
F req uency of us e by F unctional A rea / Indus try ;
ul llment o t e criteria o o good
s s ould e de ned and used
1. O rg anis ation f or E conomic C o- op eration and Dev elop ment, 2002, G los s ary of K ey T erms in E v aluation and R es ults B as ed Manag ement, O E C D
Publications , Paris , F rance
3
Top 10 KPIs of 2011-2012
Is
Naturally
Meas urement as a human activ ity is not new . It emerg ed in early his tory as a mean f or dis cov ery and s ens e
ma ing rc aeologists consider t e rst measurement tool used in uman istor to e t e e om o one
a a oon ula containing cut notc es ated
C t is tall stic as disco ered in t e e om o
mountains in S w az iland.
E v aluation, as a f orm of meas urement w as us ed as early as the 3 rd century A D, w hen emp erors of the W ei
nast rated t e per ormance o t e o cial amil mem ers e iased nature o indi idual per ormance
ev aluation w as noticed by C hines e p hilos op her S in Y u, w ho rep ortedly criticiz ed a rater emp loy ed by the W ei
Dy nas ty w ith the f ollow ing w ords : T he Imp erial R ater of N ine G rade s eldom rates men according to their
merits , but alw ay s according to his lik es and dis lik es .
A maj or miles tone in mak ing the connection betw een meas uring as a human activ ity and p erf ormance w as in 14 9 4 , w hen L uca Pacioli
p ublis hed in V enice u a de a it etica, eo et ica, o o tioni et o o tionalita ( e yt in on a it etic, eo et y, o o tions
and o o tionality ) . It detailed a p ractice the V enetian s ailors had in p lace to ev aluate the p erf ormance of their s ailing ex p editions , w hich
became the bas is of the double- entry accounting s y s tem.
n time t e su ecti e nature o indi idual per ormance e aluations and t e dominance o nancial indicators or e aluating enterprise
p erf ormance became s tep s tones f or p erf ormance manag ement in human activ ities .
T he indus trial rev olution added to this combination the o ani ation as a ac ine metap hor that p lay ed a maj or role in driv ing
impro ements in e ciencies and e ecti eness e result as an organi ational per ormance management model ased on mec anistic
command-and-control t in ing dri en su ecti e indi idual per ormance assessments and nancial indicators and cro ned pa f or- p erf ormance arrang ements .
D id it work ?
o a certain e tent es an organisations flouris ed and matured ased on t is model
oes it a e a s an nd
at an accelerated rate.
ile istorical circumstances attenuated t em in time toda s en ironment ampli es and e poses t em
I s there a better way? Y es , but it is not s imp le. It req uires a chang e at multip le lev els , f rom the underly ing p hilos op hy of p erf ormance, to
mentalities and p roces s es . T his is not eas y .
O v er time, the us e of K ey Perf ormance Indicators ( K PIs ) became s y nony m to p erf ormance meas urement and manag ement. K PIs are
the link betw een the old and the new in p erf ormance manag ement. T heir us e, how ev er, is much richer and rew arding in an env ironment
bas ed on org anic p erf ormance architecture p rincip les :
Organi ations are echo-systems in their own right T hey v ary in terms of maturity and the env ironment in w hich they op erate. A s
suc t eir use o per ormance management s stems s ould reflect t eir o n personalit ou can tr to uild an igloo in a ara ut
it on t e sustaina le e per ormance arc itecture o eac organisation needs to e uni ue and to reflect its internal and e ternal
env ironment.
Systems thinking provides a much richer context for understanding and improving performance C ommand- and- control w ork ed
in time f or the army , f or increas ing p roductiv ity of uns k illed w ork ers during the indus trial rev olution and f or manag ing larg e org aniz ations
( s uch as the p ublic s erv ice) . T oday , k now ledg e w ork ers f orm the maj ority of the w ork f orce in dev elop ed economies , op erate in a much
more interconnected env ironment and hav e to mak e decis ions at an accelerated p ace. U nders tanding the s y s tems in w hich w e op erate,
anal sing flo and learning ased on data ecome e er more important toda and complement t e traditional simplistic managerial
ap p roach of ex ecuting orders f rom abov e.

Top 10 KPIs of 2011-2012

Is should be used primarily for learning T he role of K PIs s hould be the one of p rov iding the req uired inf ormation to as s is t in
nav ig ating tow ards the des ired res ults . T he s ame p rincip le is us ed by ants , w ho leav e p heromone trails to as s is t each other in nav ig ating
tow ards the f ood s ource. S imilarly , the nerv e imp uls es trav el throug h the dif f erent p oints of the nerv ous s y s tem, trans mitting inf ormation.
K PIs res ults s hould trav el throug h the org anis ation, f acilitating communication, p rov iding a bas e f or analy s is / s y nthes is and ultimately
decis ion mak ing acros s all lev els of the org anis ation.
ata accuracy in human administration is an elusive desideratum N eils B ohr once s aid: A ccuracy and clarity of statement are
mutually ex clusiv e . A ccuracy is a challeng e in ex act s ciences and ev en more in human adminis tration. S triv ing to obtain any K PI
data is a challeng e in its elf f or many org anis ations and data accuracy is an ev en big g er as k . T he us e of K PIs s hould ack now ledg e this
as p ect and be oriented tow ards mak ing the mos t out of ex is tent data, of tentimes by us ing v ariance interv als . T his ap p roach is us ed by
the human body . If the temp erature drop s under a s af e limit, w e s hiv er. If the temp erature increas es , w e s w eat. B oth are p erf ormance
imp rov ement initiativ es of the body , aimed to reg ulate its temp erature back to s af e limits . T he K PI here is the temp erature. W hile it is not
a cons tant, its trend is g ood w hen w ithin certain s af e limits .
The use of Is for rewards and punishment should be limited and driven by self-assessment Purp os ef ul oriented behav iour is
a c aracteristic o li ing organisms or umans and man ot er species t is e a iour is ampli ed re ards and punis ment long
it t is ampli cation ris s are ampli ed too aming o results lac o cooperation decreased morale and or accidents are some o
the undes ired cons eq uences . O n the other hand, the maj ority of nerv e imp uls es in the human body trans mit g eneral inf ormation. O nly in
p articular s ituations p leas ure or p ain s ig nals . S imilarly , the us e of K PIs f or rew ards and p unis hment s hould be the ex cep tion to the rule,
rather than the norm.
Embedding Is in organisations through visuali ation and communication of Is results is the key to maximising their
value added V ariations in the K PIs us ed by the human body are f elt by our s ens es as their imp act is s ens ory rich. S imilarly , K PIs us ed
in an org aniz ational contex t s hould be embedded in ev ery day us e and be a p art of the w ork ing ex p erience. T he mos t imp ortant as p ect
of communicating K PI res ults is their v is ual rep res entation. T his is k ey , both in terms of op timis ing the lay out of the data rep res entation
and the p res ence of v is ual dis p lay s in the w ork ing env ironment. T he rang e of media is div ers e today : p os ters , w hiteboards , banners ,
L E D and L C D monitors s hould be combined to bring res ults to lif e acros s the org aniz ation. K PI res ults s hould not be res tricted to p ap er
rep orts and comp uter s creens any more.
New philosophy of performance driven by self-assessment and purposeful achievement as a mean to happiness W hile
hap p ines s means many thing s to many , a common ex p res s ion of this f eeling is the res ult of the p urp os ef ul achiev ement of a des iderate.
A chiev ing s omething w e w ant, w hile s hared w ith others , is about us and rev erberates s trong ly in our inner s elf . T rans p os ing this p ow erf ul
cataly s t of p erf ormance in both our p ers onal and org aniz ational lif e is f acilitated by a new p aradig m: H ap p ines s is driv en by achiev ement.
A chiev ement is an ex p res s ion of p erf ormance. If w e w ant to be in control of our hap p ines s , w e s hould be in control of our p erf ormance.
S elf - as s es s ment of p erf ormance res ults is not eas y . H ow ev er, if more emp has is is p laced on building this cap ability in each emp loy ee,
organisations can ene t creating a re arding en ironment conduci e to appiness n t is en ironment managers can ocus on
unders tanding and imp rov ing the w ork ing s y s tem, w hile emp loy ees can f ocus on s elf - as s es s ment of the res ults achiev ement, learning
and communicating . Purp os ef ul achiev ement of res ults in a w ell- s tructured w ork ing s y s tem w ould bring both indiv iduals and org anis ation
muc closer to appiness and ul lment compared to t e pa ment o onuses in t e current command-and-control dri en dominant
p aradig m.
K PIs are here to s tay . T he q ues tion w e hav e to ans w er is how do w e w ant to us e them: mechanis tically or naturally ?
A urel B rudan,
Perf ormance A rchitect
s martK PIs . com

5
Top 10 KPIs of 2011-2012
smart
Is com Community rofile
S ince its launch in 2009 , s martK PIs . com es tablis hed its elf as the f av ourite des tination of p rof es s ionals f rom around the w orld interes ted
in hig h q uality documented ex amp les of p erf ormance meas ures . W ith hundreds of thous ands of p ag e v iew s and tens of thous ands of
v is itors f rom ov er 19 0 countries each month, w w w . s martK PIs . com is one of the mos t us ed p erf ormance manag ement res ources on the
Internet.
at sets t e smart
s com communit apart is t e pro le o its mem ers
s martK PIs . com is a truly g lobal community , w ith relativ ely unif ormly s p read rep res entation in terms of members hip around the w orld.
W hile the hig hes t number of members comes f rom E ng lis h s p eak ing countries , no s ing le country dominates in terms of rep res entation.
T he s ame ap p lies in terms of the s iz e of the org aniz ations to w hich s martK PIs . com members belong . W hile members hip is the hig hes t
among comp anies w ith 11 to 5 00 emp loy ees , both s mall and larg e org aniz ations in terms of headcount are w ell rep res ented.
Country breakdown
4 3 . 9 0%
13 . 09 %
2. 19 %
2. 21%
S outh
A f rica
S audi
A rabia
2. 8 2%
2. 3 2%
Indones ia
3 .8 5 %
2. 9 3 %
C anada U nited A rab Malay s ia

E mirates
5 .7 6 %
U nited
K ing dom
15 . 7 9 %
7 . 3 2%
A us tralia
India
U nited
S tates
O thers
Organization size
11- 100 emp loy ees
20. 17 %
101- 5 00 emp loy ees
19 . 6 1%
1001- 5 000 emp loy ees
13 . 6 1%
10000+ emp loy ees
13 . 5 4 %
5 01- 1000 emp loy ees
9 .6 4 %
9 .4 3 %
1- 10 emp loy ees

7 .8 7 %
S elf - emp loy ed

5 .3 4 %
5 001- 10000 emp loy ees
U ns p ecif ied
0. 7 9 %

Top 10 KPIs of 2011-2012

Industry affiliation
1. 7 8 %
1. 9 0%
2. 00%
2. 3 2%
2. 7 9 %
3 . 19 %
3 .5 3 %
3 .6 7 %
3 .7 3 %
3 . 8 0%
3 .9 3 %
4 . 27 %
4 .6 5 %
5 . 23 %
F ood, B ev erag es & T obacco

N ot- f or- p rof it
G ov ernment - S tate & F ederal
C ons truction / C ap ital W ork s
E nerg y
B ank ing , Mortg ag es & C redit
E ng ineering
R etail
T rans p ortation / L og is tics
T elecommunications
F inance
H ealthcare
O ther p rof es s ional s erv ices
E ducation / T raining
Manuf acturing
T echnolog y
C ons ulting
O ther
n terms o industr a liation t e ma orit

of s martK PIs . com community members
op erate in the cons ulting indus try . T he IC T ,
manuf acturing and education / training
s ectors f ollow in this hierarchy , w hich als o
reflects ide interest rom ot t e pu lic
and not- or-pro t sectors
9 . 24 %
9 . 9 0%
12. 7 2%
21. 3 6 %
Job title
E ng ineer
2. 8 3 %
S tudent
2. 9 6 %
C - lev el E x ecutiv e
4 .3 8 %
B us ines s A naly s t
4 .5 7 %
Director
T he members hip of s martK PIs . com

community is dominated by manag ers and
consultants ic reflect a ig le el o
p rof es s ional ex p ertis e. T he break dow n of
managerial positions unction reflects
a hig her than the av erag e rep res entation
f rom H R , Proj ect and IT manag ers .
6 .7 4 %
C ons ultant
8 . 05 %
Manag er
23 . 7 7 %
O ther
4 3 . 7 0%
Managerial role
Q A Manag er
0. 7 9 %
Product Manag er
1. 00%
Q uality Manag er
1. 17 %
Mark eting Manag er
1. 20%
F inance Manag er
1. 4 7 %
O p erations Manag er
1. 5 1%
S ales manag er
1. 6 7 %
S enior Manag er
1. 7 0%
G eneral Manag er
IT Manag er
2. 3 9 %
4 .4 5 %
Proj ect manag er
5 .4 5 %
H R Manag er
6 . 01%
Manag er
O ther

erall t e pro le o t e smart s com

community p aints the p icture of a g lobal,
di erse and ig l uali ed mem ers ip
bas e. T ap p ing into the collectiv e
intellig ence of this community by analy z ing
isit trends is a reflection o ot trends in
p erf ormance manag ement at international
lev el acros s indus tries / f unctional areas
and of the relev ance of the s martK PIs . com
content.
19 . 9 5 %
5 1. 26 %
Top 10 KPIs of 2011-2012
smart
Functional Areas with
Is com Functional Areas Taxonomy

Sub-categories
Accounting (269)
A ccounting S y s tems ( 3 5 )
C as h Manag ement ( 25 )
C ontrol ( 12)
C os t A naly s is ( 4 4 )
Planning and R ep orting ( 6 5 )
T rans actions / A ccounts Pay able / A ccounts R eceiv able ( 8 8 )
Corporate Services (134)
dministration ce upport
C orp orate T rav el ( 27 )
F acilities / Prop erty Manag ement ( 7 5 )
L eg al S erv ices ( 8 )
CSR / Sustainability / Environmental Care (225)
C orp orate S ocial R es p ons ibility ( 5 4 )
E nv ironmental C are ( 17 1)
Finance ( )
A s s et / Portf olio manag ement ( 4 9 )
F inancial s tability ( 4 2)
F orecas ts & V aluation ( 5 6 )
L iq uidity ( 19 )
ro ta ilit
Governance, Compliance and Risk (146)
C omp liance and A udit Manag ement ( 5 2)
G ov ernance ( 4 0)
R is k Manag ement ( 5 4 )
Human Resources (476)
Compensation and ene ts
cienc and ecti eness
R ecruitment ( 7 1)
R etention ( 29 )
S erv ice Deliv ery ( 3 1)
T alent Dev elop ment ( 109 )
W ork f orce ( 4 8 )
W ork ing E nv ironment ( 8 8 )
Information Technology ( )
A p p lication Dev elop ment ( 8 1)
Data C enter ( 3 6 )
E nterp ris e A rchitecture ( 4 6 )
IT - G eneral ( 4 7 )
IT - S ecurity ( 118 )
N etw ork Manag ement ( 5 9 )
e gures in t e rac ets represent t e num er o documented

to date s tatis tics f ollow the hy p erlink s .
S erv ice Manag ement ( 222)

nowledge and Innovation ( )
Innov ation ( 4 5 )
K now ledg e Manag ement ( 7 1)
R & D ( 8 2)
Management (53)
Marketing & Communications (192)
A dv ertis ing ( 3 4 )
Mark eting ( 127 )
Public R elations ( 3 1)
Online Presence - eCommerce (203)
eC ommerce ( 4 8 )
E mail Mark eting ( 25 )
O nline A dv ertis ing ( 3 4 )
O nline Publis hing - W eblog s ( 18 )
S earch E ng ine O p timis ation ( S E O ) ( 15 )
W eb A naly tics ( 6 3 )
Portfolio and Project Management (116)
ene ts Realisation anagement
Portf olio Manag ement ( 5 4 )
Proj ect Manag ement ( 5 6 )
Production & Quality Management (200)
Maintenance ( 3 4 )
Production ( 9 7 )
Q uality Manag ement ( 6 9 )
Sales and Customer Service (314)
C us tomer S erv ice ( 13 8 )
S ales ( 17 6 )
Supply Chain, Procurement, Distribution (420)
C ontract Manag ement ( 5 0)
Inv entory Manag ement ( 8 5 )
L og is tics / Dis tribution ( 13 8 )
Procurement / Purchas ing ( 8 6 )
S up p ly C hain Manag ement ( 6 1)
e amples a aila le on
smart
s com as o o em er
or up

Top 10 KPIs of 2011-2012
smart
Industries with
Is com Industries Taxonomy
Sub-categories
Agriculture (297)
C rop s ( 118 )
F ores try and L og g ing ( 3 2)
L iv es tock , H unting and F is hing ( 14 8 )
Arts and Culture (410)
E v ent Production and Promotion ( 5 )
L ibraries and A rchiv es ( 3 5 4 )
Mus eums ( 5 1)
Construction & Capital Works (76)
C iv il E ng ineering ( 27 )
C ons truction of B uilding s ( 6 9 )
Education & Training (703)
A cademic E ducation ( 25 0)
C olleg es and U niv ers ities ( 14 5 )
Primary and S econdary S chools /
K - 12 ( 25 0)
T raining and O ther E ducation ( 4 3 )
Financial Institutions ( )
B ank ing and C redit ( 14 6 )
Ins urance ( 7 5 )
Inv es tments ( 6 2)
Mortg ag es ( 15 5 )
Pens ion F unds ( 6 5 )
overnment - Local ( )
B udg et and F inance ( 3 8 )
C ommunity - Q uality of L if e ( 3 4 )
C ulture, R ecreation and E ntertainment
( 4 0)
E conomic & B us ines s A f f airs ( 9 2)
E nv ironment ( 112)
G eneral L ocal A dminis tration ( 6 0)
Public S af ety ( 123 )
Public S erv ices ( 17 4 )
S ocial S erv ices ( 14 3 )
S p orts ( 1)
overnment - State Federal ( )
A g riculture, F is heries and F ores try
(4 9 )
E ducation ( 107 )
E mp loy ment and W ork p lace R elations
( 9 2)
F inance / T reas ury ( 25 )
F oreig n A f f airs and T rade ( 9 )

G eneral S tate A dminis tration ( 8 4 )

H ealthcare ( 117 )
H uman / S ocial S erv ices ( 3 2)
L aw and J us tice ( 111)
Military , S ecurity and Def ens e ( 21)
R es ources and E nerg y ( 5 0)
T ouris m ( 7 6 )
T rans p ortation and Inf ras tructure ( 5 4 )
Healthcare (1445)
E merg ency R es p ons e / A mbulance
S erv ices ( 3 6 )
H ealthcare S up p ort S erv ices ( 29 )
H os p itals ( 107 5 )
Medical L aboratory ( 18 )
Medical Practice ( 29 1)
Prev entiv e H ealthcare ( 3 2)
V eterinary Medicine ( 7 )
Hospitality & Tourism (315)
F ood and B ev erag e S erv ice ( 16 3 )
H otel / A ccommodation ( 13 7 )
T our O p erator ( 23 )
T rav el A g ency ( 24 )
Infrastructure Operations ( )
A irp orts ( 3 4 5 )
Ports ( 28 3 )
R ailw ay s ( 26 )
R oads ( 6 8 )
Manufacturing (97)
Media (146)
B roadcas ting ( T V and R adio) ( 6 0)
F ilm and Mus ic ( 4 5 )
S ocial Media ( 4 2)
Non-profit Non-governmental ( )
Postal and Courier Services (295)
Professional Services (388)
A ccounting S erv ices ( 3 2)
B us ines s C ons ulting ( 8 1)
E ng ineering ( 4 2)
L eg al Practice ( 27 3 )
R ecruitment / E mp loy ment A ctiv ities
( 5 1)
Publishing (47)
Real Estate / Property (181)
Prop erty Manag ement ( 8 3 )

R eal E s tate Dev elop ment ( 6 7 )
R eal E s tate T rans actions ( 3 4 )
Resources (442)
C oal and Minerals Mining ( 3 27 )
O il and G as ( 6 2)
S us tainability / G reen E nerg y ( 5 6 )
Retail (151)
Sport Management (131)
C oaching / T raining ( 14 )
S p ort C lub Manag ement ( 6 1)
S p ort E v ent O rg anis ation ( 4 1)
Sports (146)
A merican F ootball ( 10)
B adminton ( 10)
B as eball ( 28 )
B as k etball ( 18 )
C rick et ( 10)
F ootball / S occer ( 27 )
R ug by ( 10)
T ennis ( 3 4 )
Telecommunications / Call Center
(123)
C all C enter ( 8 1)
T elecommunications ( 4 3 )
Transportation (1509)
A irlines ( 4 8 7 )
L and T rans p ort ( R oad & R ail)
(4 6 9 )
L ocal Public T rans p ort ( 3 6 7 )
Marine T rans p ort / S hip p ing ( 23 5 )
Utilities ( )
E lectricity ( 114 )
N atural G as ( 3 3 1)
W ater and S ew ag e ( 14 1)
Top 10 KPIs of 2011-2012
Top
10
9
8
7
6
5
4
10
Is of
Countdown Analysis
% Production schedule attainment

Monitoring p roduction s chedule attainment can help decis ion mak ers in org aniz ations in a v ariety of w ay s . A s
comp anies increas ing ly f ocus on continuous imp rov ement, this K PI help s them as s es s ef f ectiv enes s in achiev ing
des ired p roduction v olumes , w hile als o p rov iding a f eedback loop into their p lanning p roces s es .
% Cannibalization rate of new product offering

Mark eters and retailers are es p ecially interes ted in this K PI as it help s them g et a better unders tanding of the cus tomer
tra c in stores t at sell a certain rand or product ic can urt er impact decisions regarding product port olios and
dis tribution channels , k ey elements of the mark eting mix .
# Units per man-hour

O ne of the mos t common K PIs us ed to meas ure p roductiv ity lev els in mos t of the indus tries . E s p ecially in the
cons truction and manuf acturing indus tries , it rep res ents one of the tw o bas ic rep orting methods us ed along w ith the
v olume of units p roduced. A s p roductiv ity is at the core of traditional p erf ormance meas urement, this K PI is bound to
remain one of the mos t p op ular K PIs us ed in op erations manag ement.
# Inventory to sales ratio (ISR)

K eep ing the rig ht balance betw een the inv entory v alue and v olume of s ales is one of the maj or
challeng es f or org aniz ations . E s p ecially in times of economic dow nturn, w hen the demand lev els
s eem to drop dow n behind the of f er lev els , org aniz ations mus t s tay alert and k eep a clos e ey e
of their inv entory to s ales ratio.
% Capital acquisition ratio

T rack ing cap ital acq uis ition ratio is a k ey area of f ocus f or s hareholders . T his indicator allow s them to better unders tand
t e e tent at ic internal unding sources are a aila le to nance t eir capital needs t comes as no surprise t at
track ing internal f unding s ources w as of s p ecial interes ts , s ince they are les s ex p ens iv e and les s ris k y .
# Time to fill a vacant position

A s 2011 w as mark ed by an increas e in w ork f orce av ailability f or many mark ets around the w orld, this K PI had a
decreas ing trend es p ecially f or j unior and middle manag ement j ob op ening s . H ow ev er, f or top manag ement p os itions ,
the targ ets req uired to reach are s till challeng ing f or mos t of the recruiters . T his mak es it a p op ular K PI f or both inhous e recruiting p roces s es and f or ex ternal recruitment ag encies .
% All commodity volume (ACV) distribution

Mark eters and retailers are es p ecially interes ted in this K PI as it help s them g et a better unders tanding of the cus tomer
tra c in stores t at sell a certain rand or product ic can urt er impact decisions regarding product port olios and
dis tribution channels , k ey elements of the mark eting mix .

Top 10 KPIs of 2011-2012
% Realization rate
T rack ing the realiz ation rate is one of the maj or f ocus areas f or org aniz ations deliv ering p rof es s ional s erv ices . In
c allenging economic times discounted rates are common practice o e er t e put urt er pressure on pro t rates
Prof es s ional s erv ices comp anies achiev ing hig h realiz ation rates us ually hav e a s trong comp any p res ence on the
mark et and are recog niz ed f or their s erv ice q uality .
2
1
Top
% Call setup success rate (CSSR)

In today s comp etitiv e telecommunication env ironment, the emp has is has s hif ted tow ards deliv ering hig h q uality
s erv ices w hile k eep ing them at an af f ordable lev el. Imp rov ing call s etup s ucces s rate by increas ing the radio s ig nal
cov erag e, ex p anding the netw ork cap acity and op timiz ing the p erf ormance of its dif f erent elements w as theref ore s een
as one of the g reates t p riorities f or telecom op erators in 2011.
% Hospital bed occupancy rate

is ealt care s reflects t e ig le el o interest in t e sector in impro ing t e per ormance o ealt care
f acilities . Driv en by increas ing p res s ure f rom p atients f or imp rov ed q uality and v olume of s erv ice and g ov ernment
reg ulatory comp liance req uirements , the us e of K PIs in the healthcare indus try mak es it one of the mos t meas ured in
the p rof es s ional s p ectrum.
Is of
I name
List
Functional Areas
Industries
% Hospital bed occupancy rate
----
H ealthcare
% Call setup success rate (CSSR)
----
% Realization rate
----
% All commodity volume (ACV) distribution
# Average time to fill a vacant position
H uman R es ources
----
% Capital acquisition ratio
F inance
----
# Inventory to sales ratio (ISR)
S up p ly C hain, Procurement, Dis tribution
----
# Units per man-hour
Production and Q uality Manag ement
----
----
Production and Q uality Manag ement
----
% Cannibalization rate of new product

offering
% Production schedule attainment

T elecommunications / C all
C entre
Prof es s ional S erv ices
11
Top 10 KPIs of 2011-2012
1
unctional Areas
sK41 export date: 15 Nov 2012 - Page 1

Username: anita.beloiu@smartkpis.com
Member organization: INTEGERPERFORM
ub categories
Industries
N/A
Hospitals
Healthcare
KPI record
Indicator type
Unit type
sK41
smartKPI
Name
ospital bed occupancy rate

Definition and variations
Definition
Measures the percentage of beds in the hospital that are occupied by patients, from overall number of hospital beds.
ariations
% Bed occupancy rate - long-term patients
% Bed occupancy rate - short-term patients
Related KPIs
% Alternate level of care days (ALC)
Tags
hospital, occupancy
alculation
ubordinate measures used for calculation
A=
B=
Hospital inpatient beds occupied

Hospital inpatient beds
alculation formula
(A/B) 100
ormula type
Rate
Trend is good when

Within range
ocus
Purpose
To indicate the hospital's efficiency regarding bed management and its spare capacity.
B
Measurement focus
Impact stage
Customer
perspective
Volume
Process
Indicator focus
Measurment type
Leading
Quantitative
Strategic
Data capture period

Spot
tandard reporting fre uency

Daily
Data integrity
High
Automation fit
Recommended
imitations
Accurate reporting for this KPI requires real-time registration of inpatients, so that no lag exists between
the actual hospitalization (and the occupancy of the bed), and registering it in the bed management
system.
evel
Data profile
12
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/hospital-bed-occupancy-rate-41.html

Indicator documentation The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

Top 10 KPIs of 2011-2012

Targets
Benchmarking fit
Suitable
Threshold example
Red: <70% >95%
Notes
Given the universality of the measure, it suits benchmarking very well. High levels of bed occupancy
reflect the ability of a hospital to provide safe patient care and indicate an efficient use of a hospital's
capacity.
Yellow: 70-85% 90-95%
Green: 85-90%
Analysis and resources

Overall notes
Bed occupancy rate is used to assess the demands for hospital beds and hence to gauge an appropriate balance between demand for health care and
number of beds available. Managing the bed occupancy rate can be a difficult task due to the demand that cannot be controlled by postponing (like in the
case of a guest house, for example).
Additional resources
http://news.bbc.co.uk/2/hi/health/5370336.stm
http://www.nscb.gov.ph/glossary/terms/indicatorDetails.asp?strIndi=134
References
1. Adeyi, O. , Smith, O., Robles, S. and World Bank (2007), Public policy and the challenge of chronic noncommunicable diseases, available at:
http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
2. Health Policy Research Associates and Institute for Health Policy (2007), Performance Reviews of Provincial and Line Ministry Healthcare Services,
available at: http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
3. Republic of the Philippines, Department of Health (2004), Other Health Facilities Statistical Report, available at:
http://www.google.com.au/url?sa=t&rct=j&q=republic%20of%20the%20philippines%2C%20department%20of%20health%20(2004)%2C%20other%20health
%20facilities%20statistical%20report&source=web&cd=5&ved=0CDkQFjAE&url=http%3A%2F%2Fwww.formsphilippines.com%2Fforms%2Fdoh11.pdf&ei=A
zGi Or Fc2LswbDsYCIDQ&usg=AFQjCNEFz qCO4NfGAg8 SEqKpWR_fr_lw
Additional fields recommended for internal use

Ownership and expertise
Organizational area
Subject Matter Experts
Measure owner (title)

Measure owner (name)
Data custodian (title)

Data custodian (name)
KPI origin
Priority
Other users of source data

Reports containing the KPI
Data source (report or system)

Earliest data available as of (date)
Latest data available as of (date)
Data source area

Timing of data production
Lead time for data availability
Cost of using the KPI
KPI maturity level
Interdependencies
Organizational KPI ID number
Related objective
Data
Current status (active/inactive)
Activation date
Target activation date
KPI evaluation
Reporting effort rating
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/hospital-bed-occupancy-rate-41.html

documentation
The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')
T heIndicator
K PI Ins titute
2012
13
Top 10 KPIs of 2011-2012
2
unctional Areas
sK
export date: 13 Nov 2012 - Page 1
ub categories
Industries
N/A
Telecommunications
Telecommunications / Call Center
KPI record
Indicator type
Unit type
sK
smartKPI
Name
all setup success rate

Definition
Measures the percentage of call attempts that result in a connection to the dialed number, out of the total number of call attempts.
ariations
% Successful call attempts
% Ratio of successful call set-ups
% CSSR
Related KPIs
% Calls not routed due to internal congestion
Tags
calls
alculation
A=
B=
Successful call attempts

Call attempts
alculation formula
(A/B) 100
ormula type
Rate
Trend is good when

Increasing
ocus
Purpose
To assess the service accessibility of the telecommunication network.
B
Measurement focus
Impact stage
Internal Processes
perspective
Quality
Process
Indicator focus
Leading
Measurment type
Quantitative
evel
Operational
Data capture period

Day

Monthly
Data integrity
High
Automation fit
Recommended
imitations
Accurate data gathering requires sound call management systems to monitor call attempts made by all
agents.
Data profile
14
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/call-setup-success-rate-cssr-865.html


Top 10 KPIs of 2011-2012
sK
Targets
Benchmarking fit
Suitable
Threshold example
Red: <95%
Notes
Low levels of call set-up success can be due to telecommunication lines issues caused by lack of radio
coverage, radio interferences between subscribers or limited capacity of the network.
Yellow: 95-98%
Green: >98%

Overall notes
This KPI reflects the accessibility of the telecommunications services used. A call attempt is considered to be successful even when the dialed number is
recorded as busy.
http://www.call-center.net/Scorecard-mod3.pdf
http://www.iaeng.org/publication/WCECS2009/WCECS2009_pp393-398.pdf
References
1. Das, S. K. et al. (2002), Performance Optimization of VoIP Calls over Wireless Links sing H.323 Protocol, available at:
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.16.9164&rep=rep1&type=pdf
2. Kho, W., Baset, S. A. and Schulzrinne, H. (2006), Skype Relay Calls: Mesurements and Experiments, available at:
http://www1.cs.columbia.edu/ salman/publications/skyperelay-gi08.pdf
3. Kollar, M. (2008), Evaluation of Real Call Set p Success Rate in GSM, Acta Electrotechnica et Informatica, Vol. 8, No. 3, pp. 53-56, available at:
http://www.degruyter.com/view/j/aeei.2011.11.issue-3/v10198-011-0031-x/v10198-011-0031-x.xml

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/call-setup-success-rate-cssr-865.html

documentation
T heIndicator
K PI Ins titute
2012
15
Top 10 KPIs of 2011-2012
sK 1 export date: 13 Nov 2012 - Page 1

unctional Areas
N/A
ub categories
Industries
Engineering
Recruitment / Employment Activities
Legal Practice
Business Consulting
Accounting Services
Professional Services
KPI record
Indicator type
Unit type
sK
smartKPI
Name
Realization rate
Definition
Measures the percentage of revenue actually earned relative to the potential revenue represented by list prices.
ariations
% Rate realization
% Billing realization rate
Related KPIs
% Consultants generating revenue
Tags
revenue
alculation
A=
B=
Revenue actually earned

Potential revenue represented by the list prices
alculation formula
(A/B) 100
ormula type
Rate
Trend is good when

Increasing
ocus
Purpose
To indicate the company's ability to bill at its list prices, as clients usually tend to negotiate for price reductions.
B
perspective
Financial
Measurement focus
Money
Impact stage
Outcome
Indicator focus
Lagging
Measurment type
Quantitative
evel
Operational
Data profile
Data capture period
16
Data integrity
Month
Monthly
High
Automation fit
Recommended
imitations
Accurate reporting for this KPI is dependent on a well maintained register of the pricing list and billing
rates applied.
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/realization-rate-321.html


Top 10 KPIs of 2011-2012
sK 1 export date: 13 Nov 2012 - Page 2

Targets
Benchmarking fit
Suitable
Threshold example
Red: <70%
Notes
A high realization rate indicates a strong competitive position in the market, usually based on the
premium quality of services. Despite the benchmarking suitability, data regarding realization rates for
companies are rarely available to the public.
Yellow: 70-90%
Green: >90%

Overall notes
Lower levels of results achieved for this KPI are due not only to discounted prices, but oftentimes to bad-paying customers, that do not pay the entire bill
value. It can be applied at organizational level, by calculating an average billing realization rate, including operational and individual level.
http://www.smartkpis.com/blog/2010/03/16/performance-measurement-in-the-business-consulting-industry-measures-and-more/
References
1. Greene, A. G. (2009), The lawyer's guide to governing your firm, Chicago: American Bar Association
2. Hildebrandt International (2004), Anatomy of a law firm merger: how to make or break the deal, Chicago: American Bar Association
3. Mabey, S. and MacKay, K. (2010), Key Performance Indicators: nderstanding How to Keep Your Eye On The Dashboard, Law Practice Journal,
American Bar Association, Vol. 36, No. 2, pp. 57-59

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/realization-rate-321.html

documentation
T heIndicator
K PI Ins titute
2012
17
Top 10 KPIs of 2011-2012
sK
1 export date: 13 Nov 2012 - Page 1

unctional Areas
ub categories
Industries
Sales and Customer Service
Sales
Any
KPI record
Indicator type
Unit type
sK
Key Performance Indicator
Name
All commodity volume A
distribution

Definition
Measures the brand or product availability as a result of numeric distribution, weighted by its share of all commodity sales.
ariations
% ACV distribution
Related KPIs
% Adjusted trial rate
Tags
offer
alculation
A=
B=
Sales of stores that stock the brand

Sales of all stores
alculation formula
(A/B) 100
ormula type
Volume
Trend is good when

Increasing
ocus
Purpose
To indicate the customer traffic in stores that sell the brand.
B
Measurement focus
Impact stage
Customer
perspective
Volume
Output
Indicator focus
Measurment type
Lagging
Quantitative
Strategic
Data capture period

Month

Monthly
Data integrity
Medium
Automation fit
Recommended
imitations
Accurate reporting requires access to sales data of all stores, which can be difficult to have.
evel
Data profile
18
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/all-commodity-volume-acv-distribution-2313.html


Top 10 KPIs of 2011-2012
sK
1 export date: 13 Nov 2012 - Page 2

Targets
Benchmarking fit
Suitable
Notes
The higher the results, the more exposed the product to the customers visiting the stores.
Threshold example
Red: <40%
Yellow: 40-60%
Green: >60%

Overall notes
When sales data is not available for calculation, marketers can use the square footage of the stores, as an approximation of their sales levels.
http://jan.ucc.nau.edu/ rml/adv311/process/research/lesson/sld009.htm
References
1. Absoluteastronomy.com (2011), All commodity volume, available at:
http://www.absoluteastronomy.com/topics/All_commodity_volume
2. Baye, M. R. (2001), Proposed Merger Between Heinz and Beech-Nut Scrutinized, Managerial Economics and Business Strategy, available at:
http://faculty.lebow.drexel.edu/HammoudehS/Managerial/Heinz_case.pdf
3. Farris, P. W., Bendle, N. T., Pfeifer, P. E. and Reibstein, D. J. (2006), Marketing Metrics: 50 Metrics Every Manager Should Master, NJ: Wharton School
Publishing

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/all-commodity-volume-acv-distribution-2313.html

documentation
T heIndicator
K PI Ins titute
2012
19
Top 10 KPIs of 2011-2012
5
unctional Areas
sK
ub categories
Industries
Human Resources
Recruitment
Recruitment / Employment Activities
Professional Services
KPI record
Indicator type
Unit type
sK
smartKPI
Name
Time to fill a vacant position

Definition
Measures the average number of days between the moment when a job requisition is raised to when a new employee fills the role.
ariations
Average time to recruit
Time to fill a vacant position
Time-to-hire
Related KPIs
Employment brand strength
Tags
time
alculation
Ai = Time to fill position 'i', where i=1 to n
n = Positions filled
alculation formula
(A1 A2... An)/n
ormula type
Trend is good when
Average
Decreasing
ocus
Purpose
To indicate the efficiency of the recruitment process.
B
Measurement focus
Impact stage
Internal Processes
perspective
Duration
Process
Indicator focus
Leading
Measurment type
Quantitative
evel
Operational
Data capture period

Rolling average

Monthly
Data integrity
Medium
Automation fit
Not recommended
imitations
Measurement requires data from all recruitment projects, across all teams and sections, which can
make it difficult to automate the collection process.
Data profile
20
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/time-to-fill-a-vacant-position-688.html


Top 10 KPIs of 2011-2012
sK
Targets
Benchmarking fit
Suitable
Threshold example
Red: >60
Notes
Targets are very useful for recruitment managers to establish expectations based on a reasonable level
of service. In addition, recruiting agencies may find useful for comparison to competition, as clients
demand on-time services.
Yellow: 40-60
Green: <40

Overall notes
It can be used by both Human Resources departments and recruitment agencies. For HR departments,
Recruitment lag time may be a more relevant
KPI, as this measures the time it takes to actually replace an employee, which can affect the company's productivity.
http://www.ere.net/2004/07/27/understanding-time-to-hire-metrics-can-time-to-fill-be-too-low/
References
1. Montgomery County (2008), FY08 Operating Budget and Public Services Program, available at:
http://www.montgomerycountymd.gov/content/omb/FY08/psprec/human_resources.pdf
2. Pricewaterhouse Coopers (2007), 2007 Global Metric List, available at:
http://www.pwc.com/en_CA/ca/tax/saratoga/publications/saratoga-07-global-metric-en.pdf
3. Washington State Department of Labor and Industries (2007), Human Resource Management Report, available at:
http://www.accountability.wa.gov/reports/safety/20071113/LNIFullHR.pdf

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/time-to-fill-a-vacant-position-688.html

documentation
T heIndicator
K PI Ins titute
2012
21
Top 10 KPIs of 2011-2012
6
unctional Areas
sK 1 1 export date: 13 Nov 2012 - Page 1

ub categories
Industries
Finance
Financial stability
Any
KPI record
Indicator type
Unit type
sK 1 1
Name
apital ac uisition ratio

Definition
Measures the ability of a company to finance capital expenditures from internal sources.
ariations
% Capital acquisition
Related KPIs
Operating cash flow (OCF)
Tags
capital
alculation
A=
B=
C=
Operating cash flows

Dividends
Cash paid for acquisitions
alculation formula
(A-B)/C 100
ormula type
Rate
Trend is good when

Increasing
ocus
Purpose
To indicate the extent at which internal funding sources are available to finance the capital needs, as these are considered to be less expensive and risky.
B
Measurement focus
Impact stage
Financial
perspective
Risk
Input
Indicator focus
Measurment type
Leading
Quantitative
Operational
Data capture period

Spot

Quarterly
Data integrity
Low
Automation fit
Not recommended
imitations
Measurement requires accurate and functional cash management and accounting systems.
evel
Data profile
22
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/capital-acquisition-ratio-3101.html


Top 10 KPIs of 2011-2012
sK 1 1 export date: 13 Nov 2012 - Page 2

Targets
Benchmarking fit
Suitable
Notes
Targets depend on the shareholder's preference for dividend payout, or their commitment to reinvest.
Threshold example
Red: <50%
Yellow: 50-70%
Green: >70%

Overall notes
Although it might be safer to resort to internal financing sources, organizations should also consider balancing with external sources (such as loans), when
being able to obtain high levels of leverage and returns.
http://financialratios.blogspot.com/2008/04/capital-acquisition-ratio.html
References
1. Bizwiz Consulting (2011), Capital Acquisition Ratio, available at: http://www.bizwiz.ca/leverage_ratio_calculation_formulas/capital_acquisition_ratio.html
2. Bouwman, C. H. S. (2009), Bank Capital, Monitoring and Bank Performance, available at:
http://www.google.ca/url?sa=t&rct=j&q=&source=web&cd=5&ved=0CDkQFjAE&url=http%3A%2F%2Fweb.mit.edu%2Fcbouwman%2Fwww%2Fdownloads%
2FBouwmanBankCapMonitorAndBankPerf.pdf&ei=eyui IThF4nDswaY5IHIDg&usg=AFQjCNEzcg zpJ1TS 1jIqufDQpBK9o0eQ
3. Reserve Bank of India (2008), The Role of Domestic Savings and Foreign Capital Flows in Capital Formation in India, available at:
http://www.rbi.org.in/scripts/BS_VIEWContent.aspx?ID=1919

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/capital-acquisition-ratio-3101.html

documentation
T heIndicator
K PI Ins titute
2012
23
Top 10 KPIs of 2011-2012
7
unctional Areas
sK4
ub categories
Industries
Supply Chain, Procurement, Distribution
Inventory Management
Retail
KPI record
Indicator type
Unit type
sK4
smartKPI
Name
Inventory to sales ratio I R

Definition
Measures the ratio between the retailer's inventory value and the sales revenue.
ariations
Inventory-to-sales ratio
ISR
Inventories to sales ratio
Inventory-sales ratio
Related KPIs
Days sales of inventory (DSI)
Tags
inventory, sales, retail
alculation
A=
B=
Inventory value
Sales revenue
alculation formula
A/B
ormula type
Ratio
Trend is good when

Within range
ocus
Purpose
To determine whether or not the company is carrying too much inventory, by indicating the inventory on hand.
B
perspective
Internal Processes
Measurement focus
Money
Impact stage
Output
Indicator focus
Leading
Measurment type
Quantitative
evel
Operational
Data profile
Data capture period
24
Data integrity
Month
Monthly
Medium
Automation fit
Recommended
imitations
Accurate reporting for this KPI is dependent on a well maintained inventory and sales register.
Reporting frequency should match the speed of the inventory turnover.
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/inventory-to-sales-ratio-isr-4808.html


Top 10 KPIs of 2011-2012
sK4
Targets
Benchmarking fit
Suitable
Threshold example
Red: <1 >1.6
Notes
A high value of this ratio indicates a large amount of inventory on hand or stagnation of sales. Caution
should be taken when benchmarking this indicator, as it varies based on industry, market and product
type.
Yellow: 1-1.2 1.4-1.6
Green: 1.2-1.4

Overall notes
Carrying too much inventory on the company's books can be an obstacle for operational and organizational growth, as this creates hesitation to produce or
hire more, until inventory drops down to a more comfortable level.
http://www.ressex.com/pankajressexppt.pdf
http://seekingalpha.com/article/193439-speaking-of-durable-how-s-that-recovery
http://www.activemedia-guide.com/invstats.htm
http://research.stlouisfed.org/fred2/series/ISRATIO
References
1. Bassin, M. W., Marsh, M. T. and Walitzer, S. (2003), A Macroeconomic Analysis Of Inventory/Sales Ratios, Journal of Business & Economic Research,
Vol. 1, No. 10, pp. 37-46, available at: http://journals.cluteonline.com/index.php/JBER/article/view/3059
2. Financial Forecast Center (2011), .S. Inventory to Sales Ratio Forecast, available at: http://www.forecasts.org/inventory-to-sales-ratio.htm
3. .S. Census Bureau (2012), Total Business Inventories/Sales Ratios: 2003 to 2012, available at:
http://www.google.com.au/url?sa=t&rct=j&q=%20u.s.%20census%20bureau%20(2006)%2C%20total%20business%20inventories%2Fsales%20ratios%3A%
202001%20to%202010&source=web&cd=1&ved=0CBoQFjAA&url=http%3A%2F%2Fwww.census.gov%2Fmtis%2Fwww%2Fdata%2Fpdf%2Fmtis_current.p
df&ei=uDyi JKjIM3PsgblyoGQDg&usg=AFQjCNG9frxwjKlhyztCA0deud7e91cIpQ

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/inventory-to-sales-ratio-isr-4808.html

documentation
T heIndicator
K PI Ins titute
2012
25
Top 10 KPIs of 2011-2012
8
unctional Areas

ub categories
Industries
Production & Quality Management
Production
Any
KPI record
Indicator type
Unit type
sK44
smartKPI
Name
Units per man hour

Definition
Measures the number of completed units realized per hour of work. A man-hour is the amount of work done by one person in one hour.
ariations
nits/MH
Pieces per labor hour
Related KPIs
% Production first time yield (FTY)
Tags
construction, man-hour, productivity
alculation
A=
B=
Production units
Man-hours
alculation formula
A/B
ormula type
Average
Trend is good when

Increasing
ocus
Purpose
To assess labor productivity in terms of output per man-hour.
B
Measurement focus
Impact stage
Internal Processes
perspective
Volume
Output
Indicator focus
Leading
Measurment type
Quantitative
evel
Operational
Data capture period

Day

Monthly
Data integrity
Medium
Automation fit
Recommended
imitations
Accurate reporting for this KPI is dependent on a well maintained system for tracking production outputs
and man-hours.
Data profile
26
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/units-per-man-hour-443.html


Top 10 KPIs of 2011-2012

Targets
Benchmarking fit
Suitable
Threshold example
Red: <15
Notes
Targets may vary based on the industry. In some industries, man-hour estimates are based on the type
of project and experience from similar projects.
Yellow: 15-20
Green: >20

Overall notes
Along with the volume of units, the units/MH reporting method is one of the two basic reporting methods used in the construction and manufacturing
industries. This KPI can be influenced by factors unrelated to the labor force, such as equipment downtime, which can decrease man-hour productivity.
http://www.jstor.org/pss/4225514
http://books.google.com/books?id=KQToFyMf dYC&printsec=frontcover&dq=Production And Operations Management&hl=en&ei=upw9TY6yLIaI5AbJmLz
CCg&sa= &oi=book_result&ct=result&resnum=1&ved=0CCcQ6AEwAA v=onepage&q&f=false
References
1. Cox et al. (2003), Management's Perception of Key Performance Indicators for Construction. Journal of Construction Engineering and Management, Vol.
129, No. 2, pp. 142-151
2. Jawahar, L. and Srivastava, S. (2009), Cost Accounting, New Delhi: Tata McGraw-Hill
3. Murthy, P. R. (2005), Production And Operations Management, New Delhi: New Age International Publishers

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/units-per-man-hour-443.html

documentation
T heIndicator
K PI Ins titute
2012
27
Top 10 KPIs of 2011-2012
9
unctional Areas

ub categories
Industries
Sales and Customer Service
Sales
Any
KPI record
Indicator type
Unit type
sK1
Name
annibalization rate of new product offering

Definition
Measures the decrease in sales of existing products due to launches of new products.
ariations
% Ratio of the cannibalized sales volume
Related KPIs
Profits from new products or business operations
Tags
sales
alculation
A=
B=
Sales of the new product that cannibalized existing products

Sales of the new product
alculation formula
(A/B) 100
ormula type
Rate
Trend is good when

Decreasing
ocus
Purpose
To indicate the break-even rate of cannibalization (the maximum sales volume of the new offering that could come from the company's existing offering
without incurring a loss).
B
perspective
Customer
Measurement focus
Volume
Impact stage
Output
Indicator focus
Leading
Measurment type
Quantitative
evel
Operational
Data profile
Data capture period
28
Data integrity
Quarter
Quarterly
Low
Automation fit
Not recommended
imitations
Accurate reporting is affected by the difficulty to measure the sales of the new product that cannibalized
the existing products. It is necessary to know for sure that the decrease in sales of the existing products
is due to the new product and not to competition.
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/cannibalization-rate-of-new-product-offering-156.html


Top 10 KPIs of 2011-2012

Targets
Benchmarking fit
Suitable
Threshold example
Red: >50%
Notes
Cannibalization is a side effect of product line extensions, which typically aim to increase the company's
revenues, or to steal market share from competition.
Yellow: 20-50%
Green: <20%

Overall notes
A typical side effect of product line extensions is that in addition to stealing share from competitors, new offerings also take away market shares from the
company's current offering. This process is commonly referred to as cannibalization.
http://www.goizueta.emory.edu/faculty/PeterRoberts/documents/JEBO-ResourceCannibalization.pdf
http://www.experiencefestival.com/a/cannibalization/id/1944843
http://calhoun.nps.edu/public/handle/10945/9284
References
1. Srinivasan, S. (2012), Product Cannibalization, available at:
http://www.google.com.au/url?sa=t&rct=j&q=&source=web&cd=1&ved=0CB4QFjAA&url=http%3A%2F%2Fcampus.mst.edu%2Fenggrweb%2Fseminars%2F
PresentationSlides%2Ffs2003%2FSri100603.ppt&ei=k d- NK4IcrJswa5koDwDQ&usg=AFQjCNGItmT_bGk9pn12n1lvqDId3OGohQ
2. Mintz, O. (2012), What Drives Managerial se of Marketing vs. Financial Metrics and Does it Impact Performance?, available at:
https://webfiles.uci.edu/omintz/Benchmark%20Report%20Template.pdf?uniq=xnhh5n
3. Leonard N. Stern School of Business (2012), Discussion Issues and Derivations, available at:
http://pages.stern.nyu.edu/ adamodar/New_Home_Page/AppldCF/derivn/ch6deriv.html

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/cannibalization-rate-of-new-product-offering-156.html

documentation
T heIndicator
K PI Ins titute
2012
29
Top 10 KPIs of 2011-2012
10
unctional Areas

ub categories
Industries
Production & Quality Management
Production
Any
KPI record
Indicator type
Unit type
sK1744
Name
Production schedule attainment

Definition
Measures how much of the production schedule is actually achieved.
ariations
% Schedule attainment in production
Related KPIs
% Production delays due to raw material shortage
Tags
production plan tracking
alculation
A=
B=
C=
D=
Actual production
Scheduled production
Actual production time
Scheduled production time
alculation formula
(A/B) (D/C) 100
ormula type
Composition
Trend is good when

Increasing
ocus
Purpose
To evaluate the production schedule attainment and accuracy.
B
perspective
Internal Processes
Measurement focus
Quality
Impact stage
Process
Indicator focus
Leading
Measurment type
Quantitative
evel
Operational
Data profile
Data capture period
3 0
Data integrity
Week
Monthly
Medium
Automation fit
Recommended
imitations
Difficulties can occur if no clear production schedule is developed and tracked.
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/production-schedule-attainment-1744.html


Top 10 KPIs of 2011-2012

Targets
Benchmarking fit
Suitable
Threshold example
Red: <70%
Notes
Targets should be set taking into consideration the risks and other unplanned situations that can occur
during the production process, that can influence either the duration or the volume of production (e.g.
unplanned maintenance).
A high level of this indicator shows rigorousness and effectiveness in attaining the production volume
and duration.
Yellow: 70-90%
Green: >90%

Overall notes
Monitoring this KPI supports improvement in production planning and schedule attainment. Production changes should be monitored and documented for
root cause analysis, understanding accuracy and developing a plan for improvements.
Bragg, S. M. (2002), Business ratios and formulas: a comprehensive guide. John Wiley and Sons
http://www.ohcow.on.ca/press_release/RSI/RSI_day/2009/ROI.pdf
References
1. APQC (2007), Supply Chain Definitions and Key Measures, available at:
http://www.apqc.org/knowledge-base/documents/supply-chain-definitions-and-key-measures
2. Bakar, A., Hakim, L., Chong, S. and Binshan, L. (2004), Measuring supply chain performance among public hospital laboratories, International Journal of
Productivity and Performance Management, Vol. 59 Iss: 1, pp.75 - 97, available at:
http://www.emeraldinsight.com/journals.htm?articleid=1829560&show=html
3. Bragg, S. (2002), Business Ratios and Formulas A Comprehensive Guide, New Jersey: John Wiley & Sons, Inc.

Organizational area


KPI origin
Priority


Data source area

KPI maturity level
Interdependencies
Related objective
Data
Activation date
KPI evaluation
Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/production-schedule-attainment-1744.html

documentation
T heIndicator
K PI Ins titute
2012
3 1
Top 10 KPIs of 2011-2012
Appendix A: Related reports

Extensive collections of the most visited
Thorough analysis of each
roof-of-concept of relevant
Is on smart
I according to smart
Is com across functional areas and industries
Is com documentation forms and standards
Is documented at best practice standards
Reports by Functional Area
Top
Is reports
Reports by Industry
T he editorial coordination f or the p rep aration of this res earch rep ort w as p rov ided by A urel B rudan, the f ounder/ C E O of eab g roup and
F ellow of the A us tralian Ins titute of Manag ement. A n international ex p ert in Perf ormance Manag ement w ith ex p erience as a p ractitioner,
cons ultant and res earcher in this dis cip line, he p ublis hed a number of f orw ard think ing academic articles on p erf ormance manag ement
top ics , s erv ed clients and p res ented at academic and p ractitioner conf erences in locations s uch as A us tralia, L ebanon, Malay s ia, N ew
Z ealand, R omania and S cotland. H e has a track record of s ucces s f ul p erf ormance manag ement s y s tems imp lementations us ing the
B alanced S corecard, op erational das hboards and f unctional p erf ormance s corecards in org aniz ations s uch as A us tralia Pos t, N ational
A us tralia B ank , the A us tralian F ederal A dminis tration and the S tate G ov ernment of V ictoria. H is v is ion f or an integ rated ap p roach to
p erf ormance manag ement activ ities and clarity in the us e of s y s tems is p urs ued throug h doctoral s tudies at the U niv ers ity of Melbourne
and the op eration of eab g roup s online p ortf olio of w ebs ites .
Top 25
Accounting
KPIs of 2010
Top 25
Customer
Service
KPIs of 2010
Top 25
Finance
A t the core of smartKPIs.com is an online catalog ue of ov er 7 , 000 K PI ex amp les f rom 14 bus ines s f unctional areas and 24 indus tries .
smartK P I s P remium is the p remium s ection of the databas e, cons is ting of ov er 2, 000 K PI ex amp les p res elected by the eab g roup s
researc team as t e most rele ant or practice oroug l documented in o er elds t e ma e smart s remium t e most
comp rehens iv e and w ell documented s election of K ey Perf ormance Indicator ( K PI) ex amp les in the w orld, the g old s tandard in K PI
documentation.
e communit o mem ers also ene ts rom interacti e eatures suc as uestions ns ers comments and a set o per ormance
meas urement res ources , among w hich ov er 1, 000 ex amp les of p erf ormance manag ement rep orts .
KPIs of 2010
PurposefulIdentity.com contains a f ree online catalog ue illus trating the us e of corp orate identity elements in p ractice by org aniz ations
f rom around the w orld. R eg is tered us ers can ex p lore, book mark and comment on hundreds of ref erenced online res ources that contain
org aniz ational v alues , mis s ion s tatements , v alue driv ers and v is ion s tatements us ed in actual bus ines s contex t.
Culori
R=110
R=176
IntegratingPerformance.com
is an online p latf orm f or integ rating p erf ormance manag ement k now ledg e, at s trateg ic, op erational and
B=109
B=176
G=110
% On-time delivery # Time to rectify defects % Customer complaints due to poor service or product quality # Call
handling time % First contact resolution rate % Complaints resolved # Longest call hold % Customer satisfaction
with service levels % Orders delivered with damaged products % Call abandon rate # Complaints received # Pick-toship cycle time for customer orders # Longest delay in queue % Customer calls answered in the first minute % ork
orders closed within the specified time period % Service charges of profits # Service requests per agent % Calls
answered within service level time % Sales invoices issued on time # Talk time % Timeliness of issues resolution %
Blockage % Resolution of queries the same day # Orders processed # Average speed of answer (ASA) % On-time
delivery # Time to rectify defects % Customer complaints due to poor service or product quality # Call handling time
% First contact resolution rate % Complaints resolved # Longest call hold % Customer satisfaction with service
levels % Orders delivered with damaged products % Call abandon rate # Complaints received # Pick-to-ship cycle
time for customer orders # Longest delay in queue % Customer calls answered in the first minute % ork orders
closed within the specified time period % Service charges of profits # Service requests per agent % Calls answered
within service level time % Sales invoices issued on time # Talk time % Timeliness of issues resolution % Blockage
% Resolution of queries the same day # Orders processed # Average speed of answer (ASA) % On-time delivery
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Altman Z-Score
(for privately held manufacturing companies) % Sustainable growth rate (SGR) % Return on capital
enabling v is itors to g ain comp rehens iv e ins ig hts into the nature of Perf ormance Manag ement as an integ rating dis cip line.
employed (ROCE) % ross profit margin $ Net cash ow $ Free cash ow (FCF) $ EBIT (Earnings Before Interest and
Taxes) $ Earnings per share (E S) $ Economic value added (E ATM) # Asset turnover % Return on investment (ROI)
Culori
% Cash-on-cash return (CCR) # Altman Z-Score (for public manufacturing companies) # Price to sales ratio # Acid
R=109
R=255
test ratio % Net profit
margin # Interest
cover % Annual equivalent rate # Benefit cost ratio (BCR) % Total expense
G=33
G=0
ratio (TER) # Berry ratio
# Labor multiplier
% Capital acquisition ratio # Liquidity ratio % Management expense ratio
B=20
B=0
(MER) # Altman Z-Score (for privately held manufacturing companies) % Sustainable growth rate (SGR) % Return on
BalancedScorecardReview.com is the mos t comp rehens iv e online res ource dedicated to the B alanced S corecard. It contains a rev iew
capital employed (ROCE) % ross profit margin $ Net cash ow $ Free cash ow (FCF) $ EBIT (Earnings Before Interof this p op ular manag ement concep t f ollow ing its ev olution and us e around the w orld in v arious indus tries or comp anies . It p res ents its
est and Taxes) $ Earnings per share (E S) $ Economic value added (E ATM) # Asset turnover % Return on investv arious interp retations , comp ares it to other concep ts and ex p lores its imp act on org aniz ations as w ell as the op inions of critics .
ment (ROI) % Cash-on-cash return (CCR) # Altman Z-Score (for public manufacturing companies) # Price to sales
ratio # Acid test ratio % Net profit margin # Interest cover % Annual equivalent rate # Benefit cost ratio (BCR) % Total
expense ratio
(TER) # Berry ratio # Labor multiplier % Capital acquisition ratio # Liquidity ratio % Management exCulori
pense ratio (MER) #R=0
Altman Z-ScoreR=127
(for privately held manufacturing companies) % Sustainable growth rate (SGR)
Publication date: 25 May 2011

eabID number: sK0118021
Publication date: 10 J une 2011

B=255
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Pty. Ltd.
Publication date:
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L if e. lab1B J uilding
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Top 25
Information
Technology
KPIs of 2010
Top
Call Center
Is of
Top 25
Restaurant
KPIs of 2010
G=176
$ Cost of goods sold (COGS) # Days in accounts receivable % Billing accuracy $ Selling, general and administrative
expenses (SG&A expenses) $ Working capital per employee $ Working capital $ Fixed assets $ Operating expenses
$ Net income after taxes (NIAT) # Breakeven point (BEP) $ Financial expenses % Aging of uncollected bills $ Fixed
assets per FTE (Full Time Equivalent) % Invoices under query # Days in accounts payable # Days of purchases paid
$ Fixed costs % Contribution margin ratio % Financial reports submitted as correct and on time $ Earnings before
interest, taxes, depreciation and amortization (EBITDA) # Sales to general and administrative expenses $ Expenses
# Working capital turnover # Current ratio # Average days past-due invoices $ Cost of goods sold (COGS) # Days in
accounts receivable % Billing accuracy $ Selling, general and administrative expenses (SG&A expenses) $ Working
capital per employee $ Working capital $ Fixed assets $ Operating expenses $ Net income after taxes (NIAT) # Breakeven point (BEP) $ Financial expenses % Aging of uncollected bills $ Fixed assets per FTE (Full Time Equivalent)
% Invoices under query # Days in accounts payable # Days of purchases paid $ Fixed costs % Contribution margin
ratio % Financial reports submitted as correct and on time $ Earnings before interest, taxes, depreciation and amortization (EBITDA) # Sales to general and administrative expenses $ Expenses # Working capital turnover # Current ratio # Average days past-due invoices $ Cost of goods sold (COGS) # Days in accounts receivable % Billing accuracy
Top
HR
Top 25
Academic
Education
KPIs of 2010
% Attendance rate per course % Drop-out rate # National examination score % Student acceptance rate % Graduation rate % Student scholarships per year % Students participating in research activities # Students grades %
Students involved in extracurricular activities % Student satisfaction rate # Extracurricular activities per student #
Students per class % Students - professor ratio # Students to computer ratio % Entering students through transfer
$ Academic activity cost per student % Ethnic minority students % Student repetition rate # Teaching experience %
Graduate employment rate # Time to graduate % International students % National accreditation study programs #
Students enrolled per academic year # Male to female student ratio % Attendance rate per course % Drop-out rate
# National examination score % Student acceptance rate % Graduation rate % Student scholarships per year %
Students participating in research activities # Students grades % Students involved in extracurricular activities %
Student satisfaction rate # Extracurricular activities per student # Students per class % Students - professor ratio
# Students to computer ratio % Entering students through transfer $ Academic activity cost per student % Ethnic
minority students % Student repetition rate # Teaching experience % Graduate employment rate # Time to graduate
% International students % National accreditation study programs # Students enrolled per academic year # Male to
female student ratio % Attendance rate per course % Drop-out rate # National examination score % Student acceptan
%Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call volume % First
call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer calls answered
in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Blockage #
Average speed of answer (ASA) $ Cost per call (C C) # On-hold time % Call completion rate # After call work time %
Call transfer rate % Agent availability rate # ials per hour # eb call-backs handled % Repeat calls % Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call
volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer
calls answered in the first minute # Service requests per agent % Calls answered within service level time # Talk time
% Blockage # Average speed of answer (ASA) $ Cost per call (C C) # On-hold time % Call completion rate # After call
work time % Call transfer rate % Agent availability rate # ials per hour # eb call-backs handled % Repeat calls %
Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per
agent # Call volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue %
Customer calls answered in the first minute # Service requests per agent % Calls answered within service level time
# Talk time % Blockage # Average speed of answer (ASA) $ Cost per call (C C) # On-hold time % Call completion rate
$ Revenue per available seat hour (RevPASH) % Canceled reservations # Complaints per restaurant order % Positive feedback from guests % Reserved tables # Guests per table # Tables served per waiter $ Revenue per available
square meter (Rev AM) % Customers satisfied with the time to be served % Restaurants that apply principles of
workplace safety and sanitation % Unavailability of menu items % Restaurants that apply principles of menu planning $ Revenue per table # Time per table turn % Restaurants that apply principles of managing the purchasing process $ Amount of dining % Food service strike rate % Food loss % Tips from total collected % Food costs from food
sales # New menu items # uests # roduct quality uniformity % Beverage loss % Front of house labor $ Revenue
per available seat hour (RevPASH) % Canceled reservations # Complaints per restaurant order % Positive feedback
from guests % Reserved tables # Guests per table # Tables served per waiter $ Revenue per available square meter
(Rev AM) % Customers satisfied with the time to be served % Restaurants that apply principles of workplace safety
and sanitation % Unavailability of menu items % Restaurants that apply principles of menu planning $ Revenue per
table # Time per table turn % Restaurants that apply principles of managing the purchasing process $ Amount of
dining % Food service strike rate % Food loss % Tips from total collected % Food costs from food sales # New menu
items # uests # roduct quality uniformity % Beverage loss % Front of house labor $ Revenue per available seat
Publication date: 20 S ep tember 2011

Publication date: 10 March 2011

Publication date: 18 A ug us t 2011

G=147
Melbourne Dock lands , V IC 3 008
Top 25
Knowledge
Management
KPIs of 2010
Top 25
Local
Government
KPIs of 2010
Top 25
State
Government
KPIs of 2010
Top 25
Healthcare
KPIs of 2010
% Employees turnover # Management-to-staff ratio # Employment brand strength # Average time to fill a vacant
position # Employee engagement index % erformance appraisals completed on time $ Training investment per full
time equivalent (FTE) $ Bonus payout # Training hours per full time equivalent $ Human Capital Return on Investment (ROI) % Training penetration rate # Rookie ratio # Recruiter to open requisition ratio $ Human capital value
added # Requisitions handled per recruiter % HR budget spent on training # Average performance appraisal rating %
Employees meeting continuing professional development requirements % Adherence to values and mission # Hours
lost due to absenteeism % irect compensation operating expense rate s
% Compensation packages with
pay-for-performance arrangements # Technological competence of staff # Average time to promotion # Certifications per HR employee % Employees turnover # Management-to-staff ratio # Employment brand strength # Average
time to fill a vacant position # Employee engagement index % erformance appraisals completed on time $ Training
investment per full time equivalent (FTE) $ Bonus payout # Training hours per full time equivalent $ Human Capital
Return on Investment (ROI) % Training penetration rate # Rookie ratio # Recruiter to open requisition ratio $ Human
capital value added # Requisitions handled per recruiter % HR budget spent on training # Average performance appraisal rating % Employees meeting continuing professional development requirements % Adherence to values and
% efects removal efficiency % Schedule adherence in software development % ata network availability % SLAs in
renegotiation # IT policy violations % Bugs found by application developers % Local area network (LAN) server availability # Fixed bugs $ IT spending per employee % ata center availability % Incidents caused by lack of required
support skills $ Cost per trouble report % Time spent on fixing bugs # Frequency of IT physical risk assessments
and reviews % uality of software applications developed # Frequency of independent reviews of IT compliance
% Utili ation of data network # Incidents due to physical security breaches or failures % On time completion of
software applications % Security incidents # New features per software version % eb server availability % Cost
adherence in software development % Awareness of information security programs and capabilities % Spending of
current technology capital budget % efects removal efficiency % Schedule adherence in software development %
ata network availability % SLAs in renegotiation # IT policy violations % Bugs found by application developers %
Local area network (LAN) server availability # Fixed bugs $ IT spending per employee % ata center availability % Incidents caused by lack of required support skills $ Cost per trouble report % Time spent on fixing bugs # Frequency
of IT physical risk assessments and reviews % uality of software applications developed # Frequency of independent reviews of IT compliance % Utili ation of data network # Incidents due to physical security breaches or failures
# Average age of documents in knowledge repository % Employees that contribute to the knowledge base % Documents in non-enterprise repositories % Documents rarely accessed # Internal knowledge sharing platforms # Publications on the corporate intranet % Adjusted time to correct the loss due to mismanagement of data # Knowledge
Management briefings facilitated % Adjustment in administrative and operational cost due to M % uplicate customer contact information in the database # Paper documents to electronic format ratio % Procedures reviewed and
updated % Electronic files backup % Savings due to nowledge Management initiatives # nowledge materials distributed to employees % Time saved for data gathering % Searches intensification per knowledge repository $ ocument storage costs % Unnecessary data duplicates % Community of Practice meetings involving external experts %
Use of intranet / groupware % Employees trained in Knowledge Management (KM) practices # Community of Practice meetings # Experts to practitioners to novices ratio # Documents entered into knowledge repositories # Average
age of documents in knowledge repository % Employees that contribute to the knowledge base % Documents in
non-enterprise repositories % Documents rarely accessed # Internal knowledge sharing platforms # Publications on
the corporate intranet % Adjusted time to correct the loss due to mismanagement of data # Knowledge Management
briefings facilitated % Adjustment in administrative and operational cost due to M % uplicate customer contact
% Citi ens satisfied with public service responsiveness # e- ublic sector as an active partner in the innovation
system % Maturity of online public service delivery # Building rehabilitation projects # Recruit to hire ratio for job
placements % ublic authorities online presence % e-Authentication across population % Civic participation in the
local area $ Net cost of tax collection # Frequency of public transport services % On-time performance for public
transport services % eople with mental health problems in employment % Crimes against visitors $ Spending per
head of population on street cleaning % edestrian crossings with facilities for people living with disabilities %
Unemployment rate % Amusement attractions found in compliance with safety requirements on first inspection #
omestic burglaries per
households % eople with mental health problems who have maintained paid employment for more than one year in lifetime $ overnment land action cost % Adults in contact with specialist mental
health services who are in paid work % Children on the child protection register who had been visited at least once
every six weeks by their social worker # Response time to structural fires % Adults in contact with specialist mental
health services who report having received help with finding work $ Ratio of reinvestment into the community % Citiens satisfied with public service responsiveness # e- ublic sector as an active partner in the innovation system %
Maturity of online public service delivery # Building rehabilitation projects # Recruit to hire ratio for job placements
% Government basic services available online $ Gross National Product (GNP) per capita % Online public procurement # Food production per capita # Highway network length % Tourism employment % Birth rate for unmarried
women # Energy consumption $ Total managed expenditure (TME) # Tourists # Sacrifice Ratio $ alue of agricultural
exports % Energy dependency # Tourism inquiries % Working age people with disabilities # Exploration permits
granted $ Tourist spending % Hospitals national accreditation rate # Agricultural mechanization level % Purchasing share of public sector spending # Average farm size % Tourists entering through airports % Employment rate
# Criminal history errors corrected % Health insurance coverage % Government basic services available online
$ Gross National Product (GNP) per capita % Online public procurement # Food production per capita # Highway
network length % Tourism employment % Birth rate for unmarried women # Energy consumption $ Total managed
expenditure (TME) # Tourists # Sacrifice Ratio $ alue of agricultural exports % Energy dependency # Tourism inquiries % Working age people with disabilities # Exploration permits granted $ Tourist spending % Hospitals national
accreditation rate # Agricultural mechanization level % Purchasing share of public sector spending # Average farm
size % Tourists entering through airports % Employment rate # Criminal history errors corrected % Health insurance
coverage % Government basic services available online $ Gross National Product (GNP) per capita % Online public
% Hospital bed occupancy rate # Average daily census # Hospital-acquired infections % Surgical site infection rate
% Inpatient mortality # Hospital bed capacity % Medication error rate % Peri-operative mortality # Average caseload
per physician # Average length of stay (ALOS) % Blood culture contamination rate # Patient consultation time %
Unplanned readmission rate % Cases classified as May Not Require Hospitali ation (MNRH) % ays variance over
under expected length of stay % Outpatient surgeries % Patients on the semi-urgent surgery list that waited longer
than the days government benchmark # Average length of stay in ER % Inpatient revenue % atient satisfaction
# Medical ancillary services % Pending patient accounts # Inpatient registrations per shift % Alternate level of care
days (ALC) $ Revenue per patient per day % Hospital bed occupancy rate # Average daily census # Hospital-acquired
infections % Surgical site infection rate % Inpatient mortality # Hospital bed capacity % Medication error rate %
Peri-operative mortality # Average caseload per physician # Average length of stay (ALOS) % Blood culture contamination rate # atient consultation time % Unplanned readmission rate % Cases classified as May Not Require Hospitali ation (MNRH) % ays variance over under expected length of stay % Outpatient surgeries % atients on the
semi-urgent surgery list that waited longer than the days government benchmark # Average length of stay in ER %
Inpatient revenue % Patient satisfaction # Medical ancillary services % Pending patient accounts # Inpatient registr

Publication date: 3 0 March 2011


Publication date: 3 0 March 2011



Top
Marketing
Is of
Top 25
Logistics and
Distribution
KPIs of 2010
Top 25
Portfolio
Management
KPIs of 2010
%Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call volume % First
call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer calls answered
in the first minute # Service requests per agent % Calls answered within service level time # Talk time % Blockage #
Average speed of answer (ASA) $ Cost per call (C C) # On-hold time % Call completion rate # After call work time %
Call transfer rate % Agent availability rate # ials per hour # eb call-backs handled % Repeat calls % Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per agent # Call
volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue % Customer
calls answered in the first minute # Service requests per agent % Calls answered within service level time # Talk time
% Blockage # Average speed of answer (ASA) $ Cost per call (C C) # On-hold time % Call completion rate # After call
work time % Call transfer rate % Agent availability rate # ials per hour # eb call-backs handled % Repeat calls %
Agent schedule adherence %Agent utilization $ Revenue per successful call # Call handling time # Hourly sales per
agent # Call volume % First call resolution rate # Longest call hold % Call abandon rate # Longest delay in queue %
Customer calls answered in the first minute # Service requests per agent % Calls answered within service level time
# Talk time % Blockage # Average speed of answer (ASA) $ Cost per call (C C) # On-hold time % Call completion
% On-time delivery # Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability % amage-free shipments % Transport capacity utili ation % On time pick-ups % Order fill rate %
Delivered with complete and accurate documentation # Average fuel consumption $ Freight revenue per ton-mile
# Orders picked per hour % Reverse logistics cost to delivered sales value % Orders with wrong items shipped %
Cross-docking operations # Warehouses operated $ Backorder costs # Loading time per vehicle # Stops per trip %
ackaging to product rate % ehicle fill $ alue of damaged goods per shipment % Boomerang return rate % On-time
delivery # Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability
% amage-free shipments % Transport capacity utili ation % On time pick-ups % Order fill rate % elivered with
complete and accurate documentation # Average fuel consumption $ Freight revenue per ton-mile # Orders picked
per hour % Reverse logistics cost to delivered sales value % Orders with wrong items shipped % Cross-docking
operations # Warehouses operated $ Backorder costs # Loading time per vehicle # Stops per trip % Packaging to
product rate % ehicle fill $ alue of damaged goods per shipment % Boomerang return rate % On-time delivery #
Warehouse storage space $ Fuel cost # Transit time % Perfect order delivery rate % Shipment traceability % Damagefree shipments % Transport capacity utili ation % On time pick-ups % Order fill rate % elivered with complete and
# Projects per project manager % Time spent on new projects development % Project managers to staff ratio # FTEs
assigned per project # Milestones per project plan % Projects prioritized according to business needs % Understaffed projects % Projects on time % Projects meeting stakeholder expectations $ Project deviation from planned
budget % Projects with post project review % Projects completed on time and on budget # Average project schedule
deviation % Projects with a quality assurance provider % Active running projects on time, on budget and compliant
with quality specifications # roject managers experience in the field % rojects with quality assurance review completed % Projects on budget % Projects with scope changes % Project cost predictability % Projects with at least one
milestone missed % Projects without a business case % Projects completed % Projects rejected $ Average project
budget size # Projects per project manager % Time spent on new projects development % Project managers to staff
ratio # FTEs assigned per project # Milestones per project plan % Projects prioritized according to business needs
% Understaffed projects % Projects on time % Projects meeting stakeholder expectations $ Project deviation from
planned budget % Projects with post project review % Projects completed on time and on budget # Average project
schedule deviation % Projects with a quality assurance provider % Active running projects on time, on budget and
compliant with quality specifications # roject managers experience in the field % rojects with quality assurance



Top 25
Project
Management
KPIs of 2010
Top 25
R&D
KPIs of 2010
Top 25
Sales
KPIs of 2010
Top 25
Hotel
KPIs
KP
Is of 201
2010
available room (RevPAR) # Guests per employee % Canceled reservations % Positive feedback from guests % Hotel
occupancy $ Revenue per booking % Bookings conversion rate % Room occupancy # Guests by time of day/week/
month $ Average daily room rate (ADR) % Treatment room utilization $ Revenue per available square meter (RevPAM)
% Rooms booked through own reservation channels % No show ratio $ Unrealized potential revenue % Reservation
channel revenue % Duplicate bookings % Rooms with maintenance problems # Treatment rooms # Average length
of stay in hotel % Perceived hotel cleanliness $ Operating expenses per guest $ Cleaning cost per room $ Gross
per employee % Canceled reservations % Positive feedback from guests % Hotel occupancy $ Revenue per booking
% Bookings conversion rate % Room occupancy # Guests by time of day/week/month $ Average daily room rate
(ADR) % Treatment room utilization $ Revenue per available square meter (RevPAM) % Rooms booked through own
reservation channels % No show ratio $ Unrealized potential revenue % Reservation channel revenue % Duplicate
bookings % Rooms with maintenance problems # Treatment rooms # Average length of stay in hotel % Perceived
Publication date: 5 S ep tember 2011

Top 25
Property
Management
KPIs of 2010
Top 25
Insurance
KPIs of 2010
Top 25
Business
Consulting
KPIs of 2010
# Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on market %
Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent % Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction discount rate
% Real estate residential sales % Properties sold through organized auctions % Successful auctions # New listings
in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % Real estate non
residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price
per square meter sold # Residential lots sold # Rental transactions completed # Properties sold through organized
auctions # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on
market % Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent
% Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction
discount rate % Real estate residential sales % Properties sold through organized auctions % Successful auctions
# New listings in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio %
Real estate non residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price per square meter sold # Residential lots sold # Rental transactions completed # Properties sold
% Realization rate # Labor multiplier % Chargeable ratio % Employee utilization rate $ Cost of services delivered $
rofit per project % Adherence to schedule estimate % Consulting hours generating revenue $ Bill rate % rofitable
projects $ elivery overhead costs % Consultants generating revenue $ Backlog of commissioned projects $ Hourly
fee % Consultant retention by client # roject assignment or work package duration # Billable hours $ Load costs $
Revenue by practice $ Billable fees write-downs $ Net revenue per technical staff $ Blended rate $ Solution revenue
$ Solution margin $ Net fees % Reali ation rate # Labor multiplier % Chargeable ratio % Employee utili ation rate
$ Cost of services delivered $ rofit per project % Adherence to schedule estimate % Consulting hours generating
revenue $ Bill rate % rofitable projects $ elivery overhead costs % Consultants generating revenue $ Backlog of
commissioned projects $ Hourly fee % Consultant retention by client # roject assignment or work package duration
# Billable hours $ Load costs $ Revenue by practice $ Billable fees write-downs $ Net revenue per technical staff
$ Blended rate $ Solution revenue $ Solution margin $ Net fees % Reali ation rate # Labor multiplier % Chargeable
ratio % Employee utili ation rate $ Cost of services delivered $ rofit per project % Adherence to schedule estimate
% Consulting hours generating revenue $ Bill rate % rofitable projects $ elivery overhead costs % Consultants
generating revenue $ Backlog of commissioned projects $ Hourly fee % Consultant retention by client # roject assi


Top 25
Real Estate
Transactions
KPIs of 2010
Top 25
Retail
KPIs of 2010
# Earned man-hours % Project resource utilization % Project budget variance at project end % Overdue project tasks
% Project schedule variance $ Estimate at completion (EAC) $ Cost variance # Schedule performance index (CSI)
# roject issues addressed # Cost performance index (C I) # Con icts arising during the project % Requirements
changed during project execution $ Actual cost of work performed (AC ) # roject issues identified $ Estimate
to complete % Project milestones missed % To complete performance index (TCPI) # To complete schedule performance index (TSPI) # Time per project task % Progress reports submitted as planned % Time spent as planned #
Cost schedule index (CSI) # Total project delay $ Budgeted cost of work performed (BCWP) % Overdue project status reports # Earned man-hours % Project resource utilization % Project budget variance at project end % Overdue
project tasks % Project schedule variance $ Estimate at completion (EAC) $ Cost variance # Schedule performance
index (CSI) # roject issues addressed # Cost performance index (C I) # Con icts arising during the project % Requirements changed during project execution $ Actual cost of work performed (AC ) # roject issues identified $
Estimate to complete % Project milestones missed % To complete performance index (TCPI) # To complete schedule
performance index (TSPI) # Time per project task % Progress reports submitted as planned % Time spent as planned
# Cost schedule index (CSI) # Total project delay $ Budgeted cost of work performed (BCWP) % Overdue project
$ Research & development costs # Concept approval cycle time $ Development costs per new product # Employees
in R&D % R&D projects involving customers # Average time to break-even % R&D budget spent on new innovations
# Patents % New product success rate % R&D budget allocated to new product development % R&D budget from
total budget % R&D projects involving pre-competitive research with competing companies % Market share increase
due to R % Academic scientific staff % esign cost from revenue # atents per researcher % R staff involved
in customer contacts % Products meeting cost target # Prototypes per new product % New academic research recruits in R&D % Patents rejected # Publications in high impact journals % Patented inventions # Ideas submitted per
researcher $ Research & development costs # Concept approval cycle time $ Development costs per new product #
Employees in R&D % R&D projects involving customers # Average time to break-even % R&D budget spent on new
innovations # Patents % New product success rate % R&D budget allocated to new product development % R&D
budget from total budget % R&D projects involving pre-competitive research with competing companies % Market
share increase due to R % Academic scientific staff % esign cost from revenue # atents per researcher % R
staff involved in customer contacts % Products meeting cost target # Prototypes per new product % New academic
research recruits in R&D % Patents rejected # Publications in high impact journals % Patented inventions # Ideas
% Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ Revenue by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-through $ Sales
by department % Sales from repeat customers % Sales growth % Lead conversion rate % Sales discounts % First
appointment-to-sales proposal ratio $ Sales turnover % Repeat purchase rate $ Sales per customer % Commission
margin % Sales accounts with open and pending status # Selling opportunities $ Sales revenue per hour % Store
conversion rate % Cannibalization rate of new product offering $ Sales force effectiveness # Stock keeping units in
portfolio % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $ Revenue
by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-through
$ Sales by department % Sales from repeat customers % Sales growth % Lead conversion rate % Sales discounts
% First appointment-to-sales proposal ratio $ Sales turnover % Repeat purchase rate $ Sales per customer % Commission margin % Sales accounts with open and pending status # Selling opportunities $ Sales revenue per hour
% Store conversion rate % Cannibalization rate of new product offering $ Sales force effectiveness # Stock keeping
units in portfolio % Sales growth in stores open at least 12 months % All commodity volume (ACV) distribution $
Revenue by product % Sales quota attainment $ Revenue per successful call % Closing ratio % Up sale rate % Sell-
% Occupancy rate % Emergency repairs completed on time % Vacancy rate % Current tenants in serious arrears %
New tenants visited within 6 weeks of tenancy start date % Rent collection rate $ Arrears of tenants % Maintenance
expenditure as proportion of rent collection # Length of time in rent arrears % Vacant properties $ Average arrears
per tenant in arrears % Warning letters sent within the targeted time frame after decision on breach of tenancy #
Tenants under contract % Alleged tenancy breach complaints responded to within 2 weeks # Time to relet $ Rent
lost due to vacant properties # Maintenance requests # round- oor retail sales area available for rent # Tenants
whose leases expire # Properties vacant $ Rent per tenancy % Leases expiring from total annualized rental revenue
% Repairs completed on first visit % Unplanned repairs completed on time $ Rental revenue from leases expiring
% Occupancy rate % Emergency repairs completed on time % Vacancy rate % Current tenants in serious arrears %
New tenants visited within 6 weeks of tenancy start date % Rent collection rate $ Arrears of tenants % Maintenance
expenditure as proportion of rent collection # Length of time in rent arrears % Vacant properties $ Average arrears
per tenant in arrears % Warning letters sent within the targeted time frame after decision on breach of tenancy # Tenants under contract % Alleged tenancy breach complaints responded to within 2 weeks # Time to relet $ Rent lost
due to vacant properties # Maintenance requests # round- oor retail sales area available for rent # Tenants whose
# Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on market %
Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent % Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction discount rate
% Real estate residential sales % Properties sold through organized auctions % Successful auctions # New listings
in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio % Real estate non
residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price
per square meter sold # Residential lots sold # Rental transactions completed # Properties sold through organized
auctions # Apartment size # Price-to-rent ratio % Capitalization rate # Real estate transactions completed # Days on
market % Real estate demand % Variance in the number of properties listed # Properties sold per real estate agent
% Real estate transactions completed successfully $ Value of real estate transactions completed % Transaction
discount rate % Real estate residential sales % Properties sold through organized auctions % Successful auctions
# New listings in the pipeline # Visits per real estate sale $ Property transaction value % Listing to sale price ratio %
Real estate non residential sales $ Value of residential lots sold $ Variance between initially listed price and negotiated price $ Price per square meter sold # Residential lots sold # Rental transactions completed # Properties sold
# Inventory to sales ratio (ISR) % Same store sales growth $ Sales per unit area % Sales growth in stores open at
least months % erishable items with past due date # Stock rotations % roduct shelf-space profitability % Sellthrough $ Sales by department # Selling opportunities $ Sales revenue per hour % Store conversion rate $ Shoplifting
# Stock keeping units in portfolio % Markdown goods % Store loyalty # Frequency of store visits $ Employee theft #
Stores # Time spent in the store $ Size of grocery bill % Store satisfaction while shopping # Volume of purchase %
Sales by product category # Product lines sold per transaction # Inventory to sales ratio (ISR) % Same store sales
growth $ Sales per unit area % Sales growth in stores open at least 12 months % Perishable items with past due date
# Stock rotations % roduct shelf-space profitability % Sell-through $ Sales by department # Selling opportunities $
Sales revenue per hour % Store conversion rate $ Shoplifting # Stock keeping units in portfolio % Markdown goods
% Store loyalty # Frequency of store visits $ Employee theft # Stores # Time spent in the store $ Size of grocery bill
% Store satisfaction while shopping # Volume of purchase % Sales by product category # Product lines sold per
transaction # Inventory to sales ratio (ISR) % Same store sales growth $ Sales per unit area % Sales growth in stores
open at least months % erishable items with past due date # Stock rotations % roduct shelf-space profitability
% Sell-through $ Sales by department # Selling opportunities $ Sales revenue per hour % Store conversion rate $ Sh





Publication date: 29 J uly 2011

w w w . s martk p is . com/ p remium/ p roducts / rep orts / brow s e- top - k p is - rep orts
3 2

Top 10 KPIs of 2011-2012

-
Top 25
Risk Management KPIs
of 2011-2012
# Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls
answered within service level time # Average speed of answer (ASA) # On-hold time # Longest delay in queue #
Average wait time before abandon % Customer satisfaction with service levels % Call abandon rate # After call
work time # Talk time # Call handling time # Longest call length % Agent utilization # Service requests per agent %
Agent availability rate % Agent schedule adherence % Interactions routed properly % Repeat calls % First contact
resolution rate % Accuracy in completion of records % Customer complaints resolved on the first contact % Customer
satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint #
Call volume # Call arrival rate # Text-Chat volume % Call transfer rate % Blockage % Call drop rate (CDR) % Calls
satisfaction with complaints handling % Complaints resolved $ Customer care funding per resolved complaint
Publication date: S ep tember 2012
Top
Top 25
Human Resources KPIs
of 2011-2012
I reports
Top 25
Top 25
Retail KPIs
Oil and Gas KPIs
of 2011-2012
of 2011-2012
By Functional Area
T op 25 A ccounting K PIs of 2011- 2012
T op 25 A ccounts Pay able and R eceiv able K PIs of 20112012
T op 25 A dv ertis ing K PIs of 2011- 2012
T op 25 A p p lication Dev elop ment K PIs of 2011- 2012
op Compensation and ene ts s o
T op 25 C omp liance and A udit Manag ement K PIs of
2011- 2012
T op 25 C ontract Manag ement K PIs of 2011- 2012
T op 25 C orp orate T rav el K PIs of 2011- 2012
T op 25 C S R K PIs of 2011- 2012
T op 25 C us tomer S erv ice K PIs of 2011- 2012
T op 25 Data C enter K PIs of 2011- 2012
T op
T op
T op
T op
25
25
25
25
eC ommerce K PIs of 2011- 2012

E nterp ris e A rchitecture K PIs of 2011- 2012
E nv ironmental C are K PIs of 2011- 2012
F inance K PIs of 2011- 2012
T op 25 G ov ernance K PIs of 2011- 2012

T op 25 H uman R es ources K PIs of 2011- 2012
T op 25 Public R elations K PIs of 2011- 2012

T op 25 Q uality Manag ement K PIs of 2011- 2012
T op
T op
T op
T op
25
25
25
25
Inf ormation T echnolog y K PIs of 2011- 2012

Innov ation K PIs of 2011- 2012
Inv entory Manag ement K PIs of 2011- 2012
IT S ecurity K PIs of 2011- 2012
T op
T op
T op
T op
T op
T op
T op
T op
T op
25
25
25
25
25
K now ledg e Manag ement K PIs of 2011- 2012

L og is tics / Dis tribution K PIs of 2011- 2012
Maintenance K PIs of 2011- 2012
Mark eting K PIs of 2011- 2012
N etw ork Manag ement K PIs of 2011- 2012
T op
T op
T op
T op
25
25
25
25
Portf olio Manag ement K PIs of 2011- 2012

Procurement / Purchas ing K PIs of 2011- 2012
Production K PIs of 2011- 2012
Proj ect Manag ement K PIs of 2011- 2012
T op 25 S ales K PIs of 2011- 2012

T op 25 S erv ice Deliv ery K PIs of 2011- 2012
T op 25 S erv ice Manag ement K PIs of 2011- 2012
T op 25 S up p ly C hain Manag ement K PIs of 2011- 2012
T op 25 S up p ly C hain, Procurement, Dis tribution K PIs
of 2011- 2012
T op 25 T alent Dev elop ment K PIs of 2011- 2012
T op 25 W eb A naly tics K PIs of 2011- 2012
25
25
25
25
R & D K PIs of 2011- 2012

R ecruitment K PIs of 2011- 2012
R etention K PIs of 2011- 2012
R is k Manag ement K PIs of 2011- 2012
By Industry
T op
T op
T op
T op
T op
T op
T op
25
25
25
25
25
25
25
A cademic E ducation K PIs of 2011- 2012

A ccounting S erv ices K PIs of 2011- 2012
A irlines K PIs of 2011- 2012
A irp orts K PIs of 2011- 2012
B ank ing and C redit K PIs of 2011- 2012
B roadcas ting ( T V and R adio) K PIs of 2011- 2012
B us ines s C ons ulting K PIs of 2011- 2012
T op
T op
T op
T op
T op
T op
T op
T op
T op
25
25
25
25
25
25
25
25
25
C all C enter K PIs of 2011- 2012

C oal and Minerals Mining K PIs of 2011- 2012
C rop s K PIs of 2011- 2012
E lectricity K PIs of 2011- 2012
E ng ineering K PIs of 2011- 2012
F ilm and Mus ic K PIs of 2011- 2012
F ores try and L og g ing K PIs of 2011- 2012
H ealthcare K PIs of 2011- 2012
H os p ital K PIs of 2011- 2012

T op 25
T op 25
T op 25
T op 25
T op 25
T op 25
T op 25
2012
T op 25
T op 25
T op 25
T op 25
T op 25
T op 25
T op 25
T op 25
T op 25
H otel K PIs of 2011- 2012

Ins urance K PIs of 2011- 2012
Inv es tments K PIs of 2011- 2012
L and T rans p ort ( R oad & R ail) K PIs of 2011- 2012
L eg al Practice K PIs of 2011- 2012
L ibraries and A rchiv es K PIs of 2011- 2012
L iv es tock , H unting and F is hing K PIs of 2011-
T op
T op
T op
T op
T op
T op
T op
25
25
25
25
25
25
25
Publis hing K PIs of 2011- 2012

R ailw ay s K PIs of 2011- 2012
R eal E s tate T rans actions K PIs of 2011- 2012
E mp loy ment S erv ices K PIs of 2011- 2012
R es taurant K PIs of 2011- 2012
R etail K PIs of 2011- 2012
R oads K PIs of 2011- 2012
L ocal G ov ernment K PIs of 2011- 2012

L ocal Public T rans p ort K PIs of 2011- 2012
Medical Practice K PIs of 2011- 2012
N atural G as K PIs of 2011- 2012
N G O K PIs of 2011- 2012
O il and G as K PIs of 2011- 2012
Ports K PIs of 2011- 2012
Pos tal and C ourier S erv ices K PIs of 2011- 2012
Prop erty Manag ement K PIs of 2011- 2012
T op
T op
T op
T op
T op
T op
T op
25
25
25
25
25
25
25
S hip p ing K PIs of 2011- 2012

S p ort C lub Manag ement K PIs of 2011- 2012
S p ort E v ent O rg anis ation K PIs of 2011- 2012
S tate G ov ernment K PIs of 2011- 2012
S us tainability K PIs of 2011- 2012
W ater and S ew ag e K PIs of 2011- 2012
T elecommunications K PIs of 2011- 2012
3 3
Top 10 KPIs of 2011-2012
Appendix B: Training courses

Open courses of 1-3 days
Particip ants f rom ov er 3 0 countries attended our p rog rams ov er the

las t 12 months
O rg aniz ed in A us tralia, Indones ia, Malay s ia, R omania, S ing ap ore,
S outh A f rica, S audi A rabia, T hailand, T urk ey , U A E , U K and U S A
In-house programs
of 2-4 days
C us tomiz ed to client needs

Deliv ered at client p remis es
Performance through systems training catalogue

lmplementing and using a Balanced
Scorecard based Performance
Management System
Measuring and learning with

Key Performance Indicators
M an is the measure of all things. rotagoras o dera c
inston C urc ill
W ithout effectiv eness there is no performance, no matter how much intelligence and k nowledge goes into the work , no matter
how many hours it tak es. eter ruc er
Topics covered:
Topics covered:
Topics covered:
nderstanding er ormance anagement

e er ormance ndicators
s per ormance measures and metrics
electing and documenting s
as oard design
Rules in data isuali ation
usiness anal sis tec ni ues
er ormance re ie meetings
sta lis ing and implementing impro ement initiati es
it alls in per ormance measurement
Cultural and uman aspects o per ormance
er ormance easurement aturit odel
nsig ts into implementing and using s smartl
ilosop and t eor underpinning er ormance anagement

er ormance anagement rc itecture and ntegration across le els
mplementation o an ndi idual er ormance anagement stem
s used or measuring indi idual per ormance
lignment et een er ormance anagement at strategic operational and indi idual
le el
Re arding per ormance pa or per ormance s stems
it alls and e dri ers in managing and impro ing indi idual per ormance
Supplier Performance Management
Maximizing the value added by suppliers
A ll good strategy ev entually degenerates into work .
3 4
H owev er beautiful the strategy, you should occasionally look at the results.
Managing and improving

individual performance
eter ruc er
alanced corecard C e olution and current agenda

rc itecture per ormance management s stems
esired tate o olution
trateg ap
er ormance corecard
er ormance impro ement initiati es
C per ormance management s stems implementation process
sing t e C in practice
in ing t e C to ot er organi ational s stems
uccess actors and pit als in C implementations and usage
KPIs, Dashboard & Scorecard for HR
W e are what we do repeatdly. E x cellence is not j ust a simple act, bu a habit.
ristotel
C -
KPIs, Dashboard & Scorecard

for Medical Centers
There is no substitute for k nowledge.
Topics covered:
Topics covered:
Topics covered:
nderstanding supplier per ormance magament

ntroduction to s stems t in ing and ia le s stems model
upplier per ormance management s stems
upplier panels
er ice e el greements
rocurement e er ormnce ndicators
s and metrics
upplier corecards
sta lis ing and implementing impro ement initiati es
it alls in supplier per ormance measurement
upplier er ormance easurement aturit odel
nderstanding er ormance anagement and easurement

in R conte t
mplementing and using a per ormance management s stem
in t e R department
s or R
e elopment o an R as oard
electing and documenting per ormance impro ement initiati es in t e R department
est practice in optimi ing t e per ormance in t e R department
nderstanding er ormance anagement and

easurement in edical Centers
mplementing and using a per ormance management
s stem in a edical Center
s or edical Centers
as oards and corecards or monitoring per ormance in
edical Centers
electing and documenting per ormance impro ement
initiati es in edical Centers
nsig ts in optimi ing t e per ormance o edical Centers
illiam d ards eming

Top 10 KPIs of 2011-2012
Delivery approach
H ig hly interactiv e, numerous ex ercis es , cas e s tudies and g roup dis cus s ions
E x p eriential learning s imulations
All training courses S ix months of f ree acces s to the p remium content of w w w . s martk p is . com
include:
F ree toolk it of p re- p op ulated temp lates to as s is t y ou w ith ap p ly ing the cours e
learning s
L ibrary of relev ant ex amp les f rom p ractice
Performance through people training catalogue

Implementing and Optimizing
Employee Engagement Programs
A lways treat your employees ex actly as you want them to treat your best customers. - S tep hen R . C ov ey
T op ics cov ered:

U nders tanding emp loy ee eng ag ement
E mp loy ee eng ag ement and p erf ormance
S urv ey des ig n and imp lementation
T y p es of rep orts and how to us e them
N umbers v s . behav iors in emp loy ee eng ag ement
Imp act A ction Planning p lans and meeting s
E mp loy ee eng ag ement as s trateg ic p riority
R oadmap and calendar f or imp lementations
T raining and communications p lans
W ell- being
Solutions for Managing Change

in Organizations
C hange is the law of life and those who look only to the past or present are certain to miss the future. - J ohn F . K ennedy
T op ics cov ered:

U nders tanding chang e manag ement
R eas ons w hy chang e initiativ es f ail or s ucceed
B reak ing mental s chemas
A ddres s ing res is tance to chang e and org aniz ational inertia
B uilding a learning org aniz ation
S electing chang e manag ement f ramew ork s
S tag es of chang e and how to p rep are f or them
C hang e manag ement des ig n and imp lementation
R oles in chang e manag ement
A s s es s ing imp act of chang e ef f orts

Implementing Succession
Management Programs
t is al ays ise to loo a ead, ut difficult to loo fu t e t an you can see. W ins ton C hurchill
T op ics cov ered:

U nders tanding s ucces s ion manag ement
T alent p ip eline
S ucces s ion metrics
H ig h p erf ormance and hig h p otentials
9 - B ox A p p roach and other tools
T alent rev iew s
C areer p aths
Fish Banks
Business Simulation Workshop
The transition to a sustainable society requires a careful balance between long-term and short-term goals and an emphasis on
sufficiency, equity, and quality of life. - Denis L . Meadow s
T op ics cov ered:

E f f ectiv e Manag ement - manag e y our org aniz ation and comp ete w ith others
R es ource A llocation- unders tand how to bes t allocate y our res ources
S us tainability - mak e decis ions bas ed on a long - term p lan
Max imiz ing R es ources - ef f ectiv e coop eration and neg otiation
S trateg y Des ig n- build s trateg y us ing data
Perf ormance- meas ure and manag e p erf ormance
C ollaboration- coop erativ e learning and g roup p roblem s olv ing
Conflict Resolution- manage interdependence and scarce resources
S y s temic T hink ing - unders tand the imp act and comp lex ity of actions
Decis ion mak ing - s y s temic analy s is and accountability
Integrating Talent
Management Processes
B usiness and human endeav ors are systems we tend to focus on snapshots of isolated parts of the system.
A nd wonder why our deepest problems nev er get solv ed. - Peter S eng e
T op ics cov ered:

U nders tanding talent manag ement
T he talent w heel
K PIs and Das hboards f or H R
T alent acq uis ition and emp loy er branding
O n- boarding and retention
Indiv idual p erf ormance manag ement s y s tems
T alent as s es s ments and talent rev iew s
Meas uring emp loy ee eng ag ement
F os tering emp loy ee eng ag ement
T ip s f or integ ration and imp lementation
Friday Night at the ER

Business Simulation Workshop
A system is a network of interdependent components that work together to try to accomplish the aim of the system.
A system must hav e an aim. W ithout an aim, there is no system - W . E dw ards Deming . T he N ew E conomics
T op ics cov ered:

S y s tems T hink ing , manag ing interdep endence,
comp lex ity , delay
C ollaboration, s hared accountability , coordinated action
Innov ation, mental models , op ennes s to redes ig n
U s e of Data, s y s tem p erf ormance data, meas urement
S tructural T hink ing , des ig ning f or p erf ormance
3 5
Top 10 KPIs of 2011-2012
Appendix C: Advisory services

The
I Institute performance improvement architecture
PE R F O R MA N C E is about achiev ing a des ired lev el of res ults in a domain of human activ ity
ERFORMANCE
A coherent s trateg y is es s ential in achiev ing
des ired s tate and continuous imp rov ement
STRATEGY
Perf ormance imp rov ement ef f orts req uire a mix of p eop le manag ement p ractices ,
p roces s - oriented imp rov ements and innov ation
EO LE
Manag ing p erf ormance throug h
p eop le f ocus es on s olutions s uch as :
w ork f orce p lanning
talent acq uis itions
compensation and ene ts
learning and dev elop ment
emp loy ee eng ag ement
org aniz ational culture
In building a s trong f oundation

f or p erf ormance, org aniz ations
s hould lev erag e s y s temic
think ing and ex cellence in
manag ing chang e, p roj ects ,
ris k s and p roces s es
3 6
SYSTEMS
s y s tems relies on utiliz ing a
p erf ormance architecture in
alig nment w ith s trateg ic p riorities at:
org aniz ational lev el
op erational lev el
team lev el
indiv idual/ emp loy ee lev el
p ers onal lev el
INNO ATION
innov ation req uires org aniz ational
cap abilities in areas s uch as :
res earch
k now ledg e manag ement
des ig n think ing
innov ation manag ement
comp etitiv e intellig ence
cons umer behav ior
Process Management
Risk Management
Project Management
Change Management
Systems Thinking
Top 10 KPIs of 2011-2012
INTEGERPERFORM
the cons ulting arm of T he K PI Ins titute, dedicated to as s is ting
org anis ations in dep loy ing bes t p ractice p erf ormance
imp rov ement s olutions
uropean o ce
ustralian o ce

mail o ce integerper orm com
per ormanceintegrators com
Service categories
Consulting
A p p lied s olutions clus tered around the
p erf ormance integ ration architecture dev elop ed by
T he K PI Ins titute: p ef ormance throug h p eop le,
s y s tems and innov ation
Technology Solutions
S of tw are and hardw are that f acilitate the
op eration of s ucces s f ul p erf ormance imp rov ement
initiativ es
Performance through systems - advisory services catalogue
Strategic and operational planning
Operational performance management solutions
Supplier performance management Dev elop ment and

imp lementation of s up p lier s corecards f or both p roducts and
s erv ices s up p liers
F acilitation of s trateg ic p lanning s es s ions .

S trateg ic res earch: env ironmental s cans , s trateg ic p lanning
tools dep loy ment ( F iv e f orces , S W O T analy s is , comp etitor
rev iew ) .
Organizational Performance Management Systems

Implementations

Integ rated p erf ormance manag ement s y s tems bas ed on the

B alanced S corecard.
A p p lication at all org aniz ational lev els , or limited to s trateg ic
lev el, op erational lev el or indiv idual lev el.
Key Performance Indicators Advice

O v erhaul of ex is ting K PIs , by rev iew ing and up dating them

in accordance to org aniz ational s trateg y and bes t p ractice.
A s s is tance w ith K PI s election.
K PI documentation s up p ort cus tomis ation of s martK PIs
remium templates to reflect organi ational needs
Dev elop ment of cus tomis ed K PI catalog ues .
A s s is tance in identif y ing reliable benchmark ing res ources .
Portfolio performance management

Dev elop ment of Portf olio Das hboards and Proj ect S corecards

denti cation o e Ris ndicators and esta lis ment o Ris
S corecards
Benefits reali ation management

e elopment o ene ts management plans
Proj ect or p rog ram ev aluation
Alliances performance
E s tablis hment of A lliances S corecards
Dev elop ment of S erv ice L ev el A g reements
Assessment / Audit / Review
A udit of org aniz ational p erf ormance manag ement s y s tems at
s trateg ic, op erational or indiv idual lev els .
O rg aniz ational cap ability as s es s ment us ing T K I s p rop rietary
tools :
Perf ormance Manag ement Maturity Model
Perf ormance Meas urement Maturity Model
Performance through people - advisory services catalogue

Workforce Planning
S ucces s ion manag ement s y s tem imp lementations , talent rev iew s f acilitation,
w ork f orce needs as s es s ment
T alent as s es s ments ( p ers onality , indiv idual challeng es and v alues ) ,
imp lementation of 3 6 0 f eedback s olutions
Talent Acquisition
A udit of recruitment and s election p ractices
R ecruitment p roces s es map p ing and op timiz ation

o anal ses and career pat s identi cation
Employee Engagement
S urv ey des ig n and imp lementation, org aniz ational and team lev el rep orts
G uidance in imp act action p lanning imp lementation
Compensation and benefits

Re ie and enc mar ing o compensation and ene ts plans
Pay - f or- p erf ormance imp lementations
Learning and evelopment

G uidance in dev elop ing org aniz ational learning and dev elop ment p lan
Integ ration of indiv idual p erf ormance manag ement s y s tem w ith
org aniz ational learning initiativ es
Organizational culture
O rg aniz ational culture as s es s ments
O rg aniz ational netw ork analy s es
C hang e manag ement p lanning and g uidance

3 7
Top 10 KPIs of 2011-2012
Appendix D: Technology solutions

smart
Is ey erformance Indicators
Online Database
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Numbers
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Features
I examples
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Is documented in detail
Functional areas
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9 K PI Das hboard
9 Perf ormance H ealthog ram
Testimonials
On smart
Is com premium content
G uys we are v ery thank ful of the hard work you do.
ou
e site eally uides us on t e daily
e fo ance ana e ent of ou o ani ation.
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On our publications
The Top 2 5 C all C enter K P I s of 2 0 1 0 helps in
unde standin all t e e fo ance
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3 8
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Alex Giammona, A us tralia

Top 10 KPIs of 2011-2012

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Characteristics
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9 R eliable in any economic env ironment
9 O f f ers op timal return on inv es tment
Benefits
9 R eal time control of y our bus ines s
9 E as y monitoring , analy s is and rep orting of K Pis

9 Perf ect f or B alanced S corecard automation
9 F as t cons olidalion of inf ormation
Configuration
9 E as y to acces s and to us e, f ully w eb- bas ed
9 Pos s ibility of ex ternal, in- cloud hos ting , as w ell as on- s ite
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3 9
Top 10 KPIs of 2011-2012
Appendix E: Glossary of Terms

T he f ollow ing lis t p rov ides an ex p lanation of s ev eral p op ular terms characteriz ing K PIs :
Rate speci c t pe o ratio e pressed in man cases as part to ole amples o rates are t e natalit or mortalit rate e pressed as t e
number of births or deaths p er a certain number of p op ulation or the currency ex chang e rate, w here the v alue of one currency is comp ared
to the v alue of the other currency .
Ratio A relation betw een tw o meas ures that mig ht be dis tinct, but w hich are p art of the s ame categ ory of elements , s uch as the ratio of boy s
to g irls , teachers to s tudents , doctors to p atients , rev enues to ex p enditure.
Composition A comp os ite indicator is f ormed w hen indiv idual indicators are comp iled into a s ing le index , on the bas is of an underly ing
model of the multi- dimens ional concep t that is being meas ured. It meas ures multi- dimens ional concep ts ( e. g . comp etitiv enes s , e- trade or
env ironmental q uality ) w hich cannot be cap tured by a s ing le indicator.
Index num er computed rom a speci c ormula or calculation met odolog used to c aracteri e a comple set o data
Leading Driv e the p erf ormance of the outcome indicators , being p redictors of s ucces s or f ailure. E x amp les of leading indicators are: %
E mp loy ees inv olv ed in the innov ation p roces s , % C onv ers ion rate or % Inv entory q uality ratio ( IQ R ) .
Lagging pe o indicators t at reflect t e success or ailure a ter an e ent as een consumed amples include perating pro t per
room arnings e ore interest and ta es
or Cost a oidance sa ings
Input Reflects assets and resources in ested in or used to generate usiness results
broadcas t hour and # K now ledg e materials dis tributed to emp loy ees .
amples include eadcount Cost per
Process Re ers to t e e cienc or producti it o a usiness process amples include

the p roj ect , # A v erag e call handling time and # Mean time to rep air .
n time deli er Conflicts arisen during
Output easures t e nancial and non nancial deli era les or results o usiness acti ities amples include assenger seats sold
e customers ac uired or Re enue per success ul call
Outcome Reflects o erall results or impact o t e usiness acti it in terms o generated ene ts as a uanti cation o per ormance
amples include Customer retention mplo ee turno er et income a ter ta es
or rand a areness
Qualitative A des crip tiv e characteris tic, an op inion, a p rop erty or a trait. T he mos t common ones g aug e cus tomer or emp loy ee s atis f action
throug h s ubj ectiv e as s es s ments . B as ed on a s ubj ectiv e interp retations of a cus tomer s or emp loy ee s op inions . O f tentimes thes e ty p e of
indicators are not ex p res s ed numerically , but as narrativ e tex t. S ometimes a rating is allocated do rank betw een lev els ( i. e. L ik ert s cale) .
Quantitative A meas urable characteris tic, res ulted by counting , adding or av erag ing numbers . Q uantitativ e data is mos t common in
meas urement and theref ore f orms the back bone of mos t K PIs . O p erational s y s tems that manag e inv entory , s up p ly chain, p urchas ing , orders ,
accounting nancial s stems all gat er uantitati e data means o s t er e amples o uantitati e s are mplo ee tenure
# U nits p er man- hour or # Maintenance back log .
4 0

Top 10 KPIs of 2011-2012
CE
RT I F I E D
KP
MANAGEMENT
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v 1.0 2012
AL
KEY
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OFESSIO
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Training Course
Understand the complexities of working with KPIs and learn how to address them
Develop a working knowledge of the Key Performance Indicators Management Framework
Use over 30 performance measurement tools to facilitate the deployment and value added by KPIs.
etting ey erformance Indicators (
Is) right by using a rigorous
I management framework
Over the last years the team at The I Institute

Documented 7 , 000+ K PIs f rom 15 f unctional areas and 24 indus tries ;
R ev iew ed 1, 000+ p erf ormance rep orts f rom 125 countries ;
R ef erenced 20, 000+ res ources ( book s , articles , p erf ormance rep orts ) as p art of the documentation p roces s ;
Dev elop ed ov er 20 K PI Das hboards and B alanced S corecards .
With the insights gained we:
ssisted o er
organi ations in nding solutions or t eir needs
Upcoming course dates:
T rained ov er 4 00 p articip ants in 3 0 countries on how to w ork rig orous ly w ith K PIs .
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Testimonials from around the world

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Performance Management Toolkit templates

T he HR Scorecard is a ready - to- us e tool,
p re- p op ulated w ith K PIs
g roup ed by
obj ectiv es
and
B alanced
S corecard
p ers p ectiv es .
It
illus trates
the
ap p lication of the B alanced S corecard
concep t at op erational lev el and can be
emp loy ed as p art of the H R dep artment
p erf ormance manag ement s y s tem. A s a
p erf ormance manag ement tool it as s is ts in
monitoring the alig nment of dep artmental
obj ectiv es w ith K PIs and in track ing their
achiev ement.
HR
Scorecard
Y Select
our logo
period
Performance Scorecard - Call Center
S eptember
2011
Trend *
Results
Perspective / Goal
Strategic Objectives / KPIs
smartKPIs.co Standard
m#
reporting
frequency
Previous Period
Results
224.548
240.568
$ Net cash flow
sK67
22.903
17.303
k
k
m
$ Cost per call (CPC)

$ Sales-to-date
sK3977
sk2345
0,26
39.570
0,14
55.274
m
k
sK467
$ EBIT (Earnings Before Interest and Taxes)
sK190
Optimize revenues and expenses
7%
12%
Customer- 3 Strategic Objectives / 6 KPIs

Maintain high levels of customer satisfaction
% Net promoter score
% Call abandon rate
Comments Sep 2011

Comments Sep 2011
68%
157%
47%
4%
34%
8%
m
k
50%
5%
368
8%
383
5
Comments Sep 2011

Comments Sep 2011
R
R
Comments Sep 2011

Comments Sep 2011
m
k
400
17%
92%
48%
Comments Sep 2011

Comments Sep 2011
k
k
500
5
99%
440%
Comments Sep 2011

Comments Sep 2011
14
75%
m
m
15
90%
93%
83%
Comments Sep 2011

Comments Sep 2011
k
m
50%
60%
119%
96%
R
R
Comments Sep 2011

Comments Sep 2011
37
35
m
k
65
54%
20
235%
20
80%
# Employee engagement index
sK1836
People, Learning & Growth - 3 Strategic Objectives / 6 KPIs

Build an environment that fosters creativity and innovation
# Ideas for new / improved service from employees
sK4657
25
47
# Training hours per full time equivalent (FTE)
sK7
17
16
% Employees meeting continuing professional development requirements
sk4673
95%
83%
% Employee satisfaction
sk5912
76%
92%
% Employee turnover
sK1
4%
9%
* Trend = current vs. previous month results
60%
57%
sk2284
sk2863
Internal Processes - 2 Strategic Objectives / 4 KPIs

Increase call handling efficiency
Nurture high performing and motivated employees
69%
111%
495
22
sK165
sK1384
% Processes optimized
% Active running projects on time, on budget and according to specifications
Continuously develop skills and competences
R
R
Comments Sep 2011
72%
0,20
50.000
441
6%
sK188
sK1282
sK4096
sK1367
# Call handling time

% Agent schedule adherence
Optimize service delivery capability
On or above targets
Within tolerance limits
Under target
Comments
Results
68%
120%
24.000
41
93%
Yr
$ Revenue per client

$ Average customer acquisition cost
Increase customer profitability
% Target
complete
17%
200.000
34%
65%
sK1303
sK168
# New customers
% Market share
Build and enhance the customer network
Increasing
Constant
m Decreasing
Trend * Target
Current
Results
Financial - 2 Strategic Objectives / 5 KPIs

Increase company profitability
% Net profit margin
m
m
k
k
Comments Sep 2011

Comments Sep 2011
85%
98%
70%
132%
7%
135%
Comments Sep 2011

Comments Sep 2011
Comments Sep 2011

Comments Sep 2011
* * F igures ex pressed in thousands of dollars
Helicopter view business statistics
Previous
month
D ata not available due to measure being inactive
Current
month
Trend
# C alls handled
$ C osts
6 6
22
22
T he HR Dashboard is a ready - to- us e

ins trument f or manag ing and meas uring the
contribution of the H uman R es ources f unction
to the ov erall org aniz ational p erf ormance. T he
tool contains a rep os itory of the mos t relev ant
and w idely s p read H R K PIs us ed in order
to track the H R s erv ices ef f ectiv enes s and
p erf ormance at org aniz ational lev el.
Aug
2011
Call Routing Performance
Service Responsiveness
9.797
9.235
9.013
8.578
8.442
7.774
7.029
6.776
6.599
6.512
5.883
5.527
6.695
# Call volume
% Blockage
27%
% Calls answered within service level time
Target
24%
30%
23%
11% 8%
8%
28%
14%
7%
2%
% Call abandon rate

% Call drop rate (CDR)
4%
% Call transfer rate
30%
21%
15%
11% 14%
2%
22%
17% 13%
11%
10
Target
# Average speed of answer (ASA)
Target
39% 38% 37% 39% 37% 39% 37% 40% 36%
26%
17%
37%
31% 34% 33%
10
11
Aug Sep
2010
Oct
Target
4
2
1%
Target
31%
25%
Target
30%
20%
18% 14%
# On-hold time
49% 58% 59% 41% 43% 48% 51% 50% 47% 45% 58% 43% 45%
23%
0%
# Call arrival rate
5
1
# Text-Chat volume
28%
15%
13%
10%
16%
12%
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
2010
2011
1.967
# Longest delay in queue
1.4291.6201.4701.5211.2461.5841.6311.4481.306
957 923 1.311
10
Target
# Average wait time before abandon
11
2010
2011
2010
2011
15
Nov
11
10
Dec
Jan
Target
13
11
10
Feb
Mar
Apr
13
13
12
14
May
Jun
Jul
Aug
2011
Customer Satisfaction
% Customer satisfaction with service levels
86%
62%
Aug
2010
62%
Sep
Oct
87%
Nov
99%
98%
Dec
55%
Jan
98%
Feb
Target
68%
Mar
Apr
51%
50%
May
Jun
72%
62%
Jul
Aug
2011
Call Handling Performance

# After call work time
Aug Sep
2010
Oct
Nov
Dec
Jan
Target
# Talk time
Mar
Apr
May
Jun
Jul
Aug
2011
Feb
14
11
14
15
Target
15
5
12
12
13
15
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2010
7
Aug
2011
# Call handling
19time
18
Target
14
16
2010
Jul
10
6
Jul
12
12
15
10
14
16
11
# Longest call length
11
12
Aug
2011
20
18
15
12
Target
12
18
18
11
11
2010
Jul
10
10
17
Aug
2011
Agent Performance
# Service requests per agent
% Agent utilization
58% 47%
75% 69%
80% 75% 70%

63% 59% 66%
52% 66%
46%
Jul
Aug
2011
50
38
42
40
37
88%
35
34
2010
Jul
25
2010
30
20
22
28
Service Quality
31% 33%
56%
19%
HR
Dashboard
87%
55%
% Agent schedule adherence
95%
79%
98% 82% 86%

94%
72% 62% 65% 65% 68% 79% 90%
70% 79%
50%
2010
Jul
Aug
2011
2010
Jul
Aug
2011
# Employment brand strength % Job offer acceptance rate # Applicant ratio % Staffing rate % New hire failure %
Employee turnover # Employee tenure # Average time to promotion % Accession rate % Succession plans for key
positions # Management-to-staff ratio # Certifications per employee $ Human Capital Return on Investment (ROI)
$ Human capital value added $ Overtime expense per full time equivalent (FTE) # Headcount # Compensation satisfaction index $ Bonus payout $ Average hourly compensation rate # Entry level wage to local minimum wage %
Unscheduled absence rate # Lost time injury frequency rate (LTIFR) # Employee engagement index # Employee
satisfaction # Employee advocacy for products and services # Employee advocacy for the organization as an employer % Performance appraisals completed on time % Training penetration rate $ Training investment per full time
equivalent (FTE) % Training return on investment # Employment brand strength % Job offer acceptance rate # Applicant ratio % Staffing rate % New hire failure % Employee turnover # Employee tenure # Average time to promotion
% Accession rate % Succession plans for key positions # Management-to-staff ratio # Certifications per employee $
Human Capital Return on Investment (ROI) $ Human capital value added $ Overtime expense per full time equivalent
(FTE) # Headcount # Compensation satisfaction index $ Bonus payout $ Average hourly compensation rate # Entry
level wage to local minimum wage % Unscheduled absence rate # Lost time injury frequency rate (LTIFR) # Employee
engagement index # Employee satisfaction # Employee advocacy for products and services # Employee advocacy
for the organization as an employer % Performance appraisals completed on time % Training penetration rate $
Training investment per full time equivalent (FTE) % Training return on investment
Customer Complaints Management

% Interactions routed
properly
30%
10%
11%
20%
27%
% Customer complaints resolved on the first contact
% First contact resolution rate
56%
55% 55%
42% 44% 38% 51% 53% 36%
38%
96% 79% 87%

65% 70% 52% 55% 84% 72% 57% 88% 51% 69%
% Accuracy in completion of records
16% 14%
25%
2010
12%
Jul
19%
Aug
2011
89% 98%89%
75% 56% 83% 73% 73% 83% 58% 73% 93%
50%
2010
2011
Target
81% 85% 96% 64% 85% 72% 58% 61% 66% 92% 55% 69% 83%
% Customer satisfaction with complaints handling
% Repeat calls
27% 28%
% Agent availability rate
70% 62%
68% 58% 73% 61%
56%
26
Aug
2011
Is for HR
ashboard contains the
comp lete collection of K PIs that p re- p op ulate
the H R Perf ormance Das hboard, in comp lete
s martK PIs . com documentation f orm, ens uring
a p rop er and f acile us e of this core p erf ormance
manag ement tool.
KPIs for
1 of 1
Organisation logo

3 M etrics monitored as statistics
3 2
3 7
Template eab group Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (Template Terms)
Customer Service - Inbound Call Center Dashboard
% HR customer satisfaction with service levels # Satisfaction of employees with HR services # Employee complaints
resolution timeliness % On-time delivery of HR service requests % HR operating expense rate # FTEs per HR department FTE $ Cost per hire $ Cost avoidance savings % HR budget variance # Open requisitions # Time to fill a
vacant position % Performance appraisals completed on time % HR projects on time, on budget and according to
specifications % HR processes optimised # HR employee engagement index # Ideas for new improved service from
HR employees # Certifications per HR employee # Training hours per HR full time equivalent (FTE) % HR employee
satisfaction % HR employee turnover % HR customer satisfaction with service levels # Satisfaction of employees
with HR services # Employee complaints resolution timeliness % On-time delivery of HR service requests % HR operating expense rate # FTEs per HR department FTE $ Cost per hire $ Cost avoidance savings % HR budget variance
# Open requisitions # Time to fill a vacant position % erformance appraisals completed on time % HR projects on
time on budget and according to specifications % HR processes optimised # HR employee engagement index #
Ideas for new improved service from HR employees # Certifications per HR employee # Training hours per HR full
time equivalent (FTE) % HR employee satisfaction % HR employee turnover % HR customer satisfaction with service
levels # Satisfaction of employees with HR services # Employee complaints resolution timeliness % On-time delivery
M in 2 K PI s for each obj ective
HR
HR
Scorecard
21 K PI s tracked in the scorecard with targets
6 1
Dashboard
KPIs for
Other comments
Call Center - Snapshot

# E mployees
Is for HR Scorecard contains the comp lete

collection of K PIs that p re- p op ulate the
H R Perf ormance S corecard, in comp lete
s martK PIs . com documentation f orm, ens uring
a p rop er and f acile us e of this core p erf ormance
manag ement tool.
Target
73% 71% 51% 78% 75% 83% 66% 70% 69% 62% 56% 97% 94%
2010
2011
% Complaints resolved
Target
92% 82% 98% 90% 99% 78% 87% 74%

67% 71% 88% 52% 68%
$ Customer care funding per resolved complaint
42
21
45
49
33
36
22
40
Aug Sep Oct Nov Dec Jan Feb Mar

2010
46
Target
28
37
Apr May Jun
Jul
36
22
Aug
2011
Industry specific toolkits
Template eab group Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (Template Terms)
T he HR Performance Management System

Toolkit is a ready - to- us e collection of p rep op ulated temp lates f or manag ing p erf ormance
of the H R dep artment and monitoring its
contribution to the ov erall org aniz ational
p erf ormance.
T he toolk it p rov ides the ins trumentary needed
to p ut in p lace a s ound and comp rehens iv e H R
p erf ormance manag ement and meas urement
s y s tem.
HR
Performance
Management System
Toolkit
Performance Management System Architecture

Desired State of
Evolution
Strategy Map
Risk Log
Performance
Scorecard
Performance Report
Budget
Current State
Environmental Scan
Portfolio of Initiatives
Initiative Description
KPI Description
Project Status Report
9
9
9
9
R eal E s tate
L ibrary
C all C enter
R etail
9
9
9
9
Medical Practice
R ecruitment A g ency
R es taurant
S p orts C lub
KPI Trend Analysis
Mandate
Performance
Dashboard
KPI Description
KPI Trend Analysis
Other publications from The
Individual Performance Plans

smartKPIs.com pre-populated template. Developed for demonstration purposed only. To be customised as per the environment in which each organisation operates.
Template The KPI Institute Pty Ltd 2012. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (Template Terms)
Jobs
Legislation
PERFORMANCE
MANAGEMENT
9 781478 181019
in 2012
Interviews
State of the discipline annual magazine
Performance Management... has to

do with how to monitor, control and
manage the strategic and operational
direction of an organization...
Organizations use principles, tools

and techniques of Performance
Management to ensure that the
purpose of their existence is fulfilled.
PERSPECTIVES
KEYWORD TRENDS
RESOURCES
AROUND THE WORLD
EDUCATION
SOFTWARE
12 interviews . 9 countries . Academics .

Practitioners . Consultants
Performance Management legislation
and public sector implementations in
182 countries reviewed
Most popular Performance Management

keywords in Google Trends
Degrees . Subjects . Conferences
CAREER
Job trends by region . Salaries by industry
I Institute
Best selling books . Latest published books

and articles . Portals . Communities
Corporate Performance Management
. Business Intelligence . Employee
Performance Management
Explore t
mos
online the sive
comprehen of
catalogue KPI
d
documente .
examples
December 2012
book launch
Top KPIs research reports series

Top 10 KPI

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Top

Top 10 KPIs of 2011-2012

2012 T he K PI Ins titute L td. A ll R ig hts R es erv ed.

w w w . k p iins titute. org | w w w . s martK PIs . com

T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012

Is com Functional Areas Taxonomy

Is com Industries Taxonomy

% H os p ital bed occup ancy rate

% C all s etup s ucces s rate ( C S S R )

% R ealiz ation rate

% A ll commodity v olume ( A C V ) dis tribution

ime to ll a acant position

% C ap ital acq uis ition ratio

# Inv entory to s ales ratio ( IS R )

# U nits p er man- hour

% C annibaliz ation rate of new p roduct of f ering

% Production s chedule attainment

Appendix A: Related reports

Appendix B: Training courses

Appendix C: Advisory services

Appendix D: Technology solutions

Appendix E: Glossary of terms

T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012

Production and Q aulity

S ales and C us tomer S erv ice

Production and Q uality

Prof es s ional S erv ices

T elecommunications / C all C entre

s speci c to unctional areas out o

% H os p ital bed occup ancy rate

T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012

About ey erformance Indicators (

s com e a e adopted t e ollo ing de nitions or t ese terms

L is ting in academic and p ractitioner p ublications that analy s e their us ef ulnes s ;

F req uency of us e by F unctional A rea / Indus try ;

ul llment o t e criteria o o good

s s ould e de ned and used

Top 10 KPIs of 2011-2012

o a certain e tent es an organisations flouris ed and matured ased on t is model

T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012

T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012

Is com Community rofile

s com communit apart is t e pro le o its mem ers

C anada U nited A rab Malay s ia

101- 5 00 emp loy ees

1001- 5 000 emp loy ees

10000+ emp loy ees

5 01- 1000 emp loy ees

1- 10 emp loy ees

S elf - emp loy ed

5 001- 10000 emp loy ees

T he K PI Ins titute 2012

Top 10 KPIs of 2011-2012

F ood, B ev erag es & T obacco

n terms o industr a liation t e ma orit

T he members hip of s martK PIs . com

Mark eting Manag er

Proj ect manag er

T he K PI Ins titute 2012