A complete outline of KPI's function and use in a measureable value that demonstrates the effectiveness of a business process at contributing to the attainment of key business objectives

1. ProSchools
Key Performance Indicator Plan
Version: 1.1
Date published: August 2014
Presented by: Mechelle Davidson

2. KPI PLAN
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Key Performance
A Key Performance Indicator (KPI) is a measureable value that demonstrates the effectiveness of a
business process at contributing to the attainment of key business objectives.By monitoring the right KPIs
and business metrics, you gain valuable insight into the performance of your business and,more
importantly, gain the strategic awareness you need to make the right decision at the right time. By using
KPIs as a business we can cultivate a data-driven culture within our organization.
The KPI Plan
The Key Performance Indicator (KPI) Plan helps to define the primary success indicators for our industry.
KPIs are predetermined measurements that reflect the critical success factors of an organization. As KPIs
will differ by organization, industry,and even by departments; this report is designed to help identify the
KPIs for our business.
This report will show an overview of important tasks that will need to be performed to develop clear, useful
KPIs. Following the overview is a more detailed guide of the information that will need to be considered
when developing our KPIs.
Overview
A KPI is a measure designed to track a critical performance variable over time and provide a statistical
measure of how well an organization is doing. KPIs should be few in number and focus on the product or
service’s potential contribution to our business success. Taking the information from the weekly score card
produced and prepared by Katherine Krawczyk, I have developed a rough outline of those factors that
influence and drive our performance and the possible KPI’s that we would derive from that information.
These KPIs can be changed or altered to reflect the different areas of business as necessary orto reflect
different selected informational needs that are wanted.
CHOOSE KEY PERFORMANCE INDICATORS
With many different types of metrics available, how do we decide which ones are critical to our business?
The answer lies in distinguishing which metrics are actually key performance indicators (KPIs). As
performance metrics explicitly are linked to a strategic objective that help an organization translate strategy
execution into quantifiable terms. A Well-designed KPI provides quick insight into trends and summary
information, while supporting drill-down into more detailed metrics. This allows our organization to see
where it's doing well and where it requires improvements and/orcourse adjustments.The simplest way to
think of KPIs as the yardstick by which success and progress are measured; they are the measures most
tightly linked to the organization's success orfailure in executing a strategy.
Currently the three top KPIs that are monitored and reported on are listed below.
1.
Average of Calls Answered % (ACA)
2.
Average Speed of Answer (ASA)
3.
Average Abandoned Rate % (AAR)
While not all metrics are KPIs, KPIs are metrics. Within our organization we have many
different metrics, but few KPIs. Metrics can be a measure of just about anything, KPIs are
the measures that matter the most. KPIs are actionable so that they he lp us to achieve our
set goals.

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Unsanctionable metrics create difficulty in chang ing and achieving goals, if it can’t be
changed with specific actions. KPIs are:
 Outcome-oriented—tied to an objective
 Target-based-have at least one defined target value that is time sensitive
 Rated or graded-explicit thresholds grading the difference (or gap) between target and actual
values
These three criteria is used to evaluate whether a metric meets KPI standards,ensuring focus on
those metrics that truly matter to the success of an organization.
The Value of KPIs
Although migrating metrics to KPIs may seemtime-consuming exercises, the benefits will far outweigh the
costs. By simply focusing attention on smaller numbers of key performance indicators we can organize the
outcomes to better align service with our customers.
Key performance indicators are an important part of the roadmap on your journey to better performance.
Identifying the right KPIs are important, for managing, monitoring, and analyzing our environment.
Managers are underconstant pressure to achieve performance targets, reach higher performance levels, and
to ensure that our work supports and furthers the overall goals.
Performance management is a process used to manage this type of performance. To answer traditional
questions ofemployees’ skills, and the extent that they are achieving the desired outcome, performance
evaluation processes are looked at. This shows how an employee has performed their duties. What is often
missing from this type of evaluation is whether the employee is doing the right thing. Even if a hard-
working employee is dedicatedly working, if it isn’t advancing us toward our goal or purpose,what is the
point? KPIs allow for both an organizational and individual look. Envision providing superior customer
service, a KPI may target the number of customer support requests that remain unsatisfied by the end of a
week. By monitoring this, you can directly measure how well your organization is meeting its long-term
goal of providing outstanding customerservice.
While it is important for organizations to choose the correct KPIs for business performance, equally it is
useful if managers and employees define KPIs for their teams an ideal situation is where KPIs cascade from
one level to the next in the organization. This will help people to work in such a way that their activities are
aligned with corporate strategy.
When employees’ goals are defined in terms of organizational KPIs, we ensure the employees’ individual
goal is aligned and linked to the organizational strategy: Examples of this are:
o Organizational vision-Be known for superior customer service and satisfaction.
 Organizational objective: To reduce dissatisfied customers by a %.
 Organizational KPI- The number of customer complaints that remain unresolved weekly.
 Team Members Goal-To increase number of satisfactory complaint resolutions by %.
o Each employee goal will have at least one associated KPI, and how they will specifically
measure, on regular basis,whether or not they are meeting their goal.
 Team member KPI-weekly percentage difference in complaints handled that resulted in
satisfaction versus no satisfied customers.
KPIs link organizational vision to individual action. Looking at the below figure, our actions are
listed.

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By applying principles of KPIs to employee goals and performance, we create a direct link between all of
our key success factors that are derived from an overall strategy.The result is team members actually doing
what they should be and our ability to measure and determine how well they are doing it.
Employee Goals and KPIs
KPIs are applied to business intelligence (BI), to gauge business trends and advise tactical courses of
action. Things needed for identification of our top KPIs are:
 A predefined organizational process.-Customer Service Calls
 Clear business objectives for the process.-Resolution for Customers’ Needs
 Quantitative and qualitative measurements.-Call Metrics Compiled
 An active approach to finding and remedying enterprise variances.-Actions Taken
Above all else, these are set as indicators to measure data against a sort-of enterprise success gauge.
Ultimately, these help us to progress toward our declared goals, both as individual and by
organizational.
Other related metrics that can be useful in reaching our business goals are:
 Real-time analytics, the use of or the capacity to use available data and resources when needed.
 Call Conversions,number of calls that are converted into either sales, appointments or other
determinant goal.
 Handle Time, the total time taken to answer a call and complete the necessary administration
or actions.
 First Contact Resolution, the efficiency of how a call is handled and the customers issue is
resolved within one call.
 Total Answered Calls, the total number of calls answered by us.
 Service Level is the percentage of completed, resolved or closed interactions between agents
and customers.
Vision
Strategy
Objectives
CSF's KPIs
Actions

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KEY BUSINESS DRIVERS
1. Customers’
2. Employees’
3. Regulatory Changes
Key Performance Questions
 (KPQs) are an API innovation in corporate performance management.
 KPQ is a management question that captures exactly what managers need to know when
it comes to each of their strategic objectives.
 KPQs are designed to raise the most important questions and trigger a search for the
answers
PRESENT KPIS GRAPHICALLY
2284
505
4223
2134
102
0 500 1000 1500 2000 2500 3000 3500 4000 4500
Inbound Calls
Outbound Calls
Total Calls
Answered Calls
Missed Calls
ProSchools - Portland
ProSchools - Portland

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1. Monitor vital areas
Track important indicators that will give your insight into the direction that yourcompany is headed. The
following indicators can help you monitor and control the profitability and cash flow of your business.Add
other indicators that relate to yourbusiness.
SALES
 Renewals and Returning Students
 Campaign Sources
Customer Service
 Response
 Resolution
2. Identify key drivers
•What should the entity measure besides financial results?
•A framework for performance information
•What makes a good performance measure?
•What is a KPI?
•What are Key Performance Questions?
•Designing KPIs to achieve excellence
SALES
KPIs for sales can include the following:
Enquiry levels
Inbound TT Outboundtt Total Talk Time
Valerie Munkres(3) 0:02:55 0:02:03 5:29:10
Rosemary Pfonnes(5) 0:03:32 0:02:11 12:56:55
Crystal Drake (5) 0:02:13 0:00:00 8:09:28
Allen Plummer(5) 0:03:38 0:03:33 11:38:43
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
TotalTalkTime
Talk Times

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Enquiry levels, such as the number of quotes given, will give your insight into which marketing campaigns
work best.
Sales numbers
Examine factors like which product categories are selling well, achievements of each person, or the change
in our conversion rates (ratio of leads to sales).
Service
The process we move through to perform & deliver to achieve excellence
KPIs for service can include the following:
Essential Concepts
Service is the satisfaction or dissatisfaction of displayed behavior and capabilities
Communication
Clearly identifying information to convey, transmit knowledge, thought, or feeling satisfactorily
received & understood
3. Choose performance indicators
Focus on a handful of indicators:
 Performance and progress of business: These indicators are tracked
by looking at such factors as increased sales, and higher call volume, and talking duration.
 Measurable factors: KPIs that can be measured and monitored on a regular basis are the most
effective.
 Actionable items: A KPI must have a clear action, such as improved employee retention or
product performance.
Framework the Objective~
A well balanced performance system will facilitate 3
main objectives:
•Learning & Empowerment
•Better decision making
•Improved organizational performance
 Focused: on the organization’s aims and objective
 Appropriate: to, and useful for, the stakeholders likely to use it
 Balanced: giving a picture of what the organization is doing, covering all significant areas
of work

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Moving From Process to Outcomes

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4. Present indicators
KPIs clearly illustrate how our goals will improve our strategic standings and propel us forward with
success.Issues to considerwhen developing KPIs include:
 A Key Performance Indicator (KPI) is a measureable value that demonstrates the effectiveness
of a business process at contributing to the attainment of key business objectives.By monitoring
the right KPIs and business metrics, you gain valuable insight into the performance of your
business and,more importantly, gain the strategic awareness you need to make the right decision
at the right time. Use these KPI examples and templates to cultivate a data-driven culture within
your organization.
PROPOSAL
RED LIGHTS
Average % Abandoned
Call Volume
Talk Time
0-2%
Green
2-5%
Yellow
5% +
Red