2. KPIs
• Key Performance Indicators, also known as
KPI or Key Success Indicators (KSI), help an
organization define and measure progress
toward organizational goals.
• KPIs serve to reduce the complex nature of
organizational performance to a small number
of key indicators to make it more digestible for
us.
3. Examples
• When you go to your doctor he might measure
blood pressure, cholesterol levels, heart rate and
body mass index as key indicators of your health.
• With KPIs we try to do the same in organization.
4. Must be Key To Organizational Success
• Many things are measurable.
• That does not make them key to the
organization's success.
• Note:
• In selecting Key Performance Indicators, It is
critical to limit them to those factors that are
essential to the organization reaching its goals.
5. Number of KPIs
• It is important to keep the number of Key
Performance Indicators small.
• It is to keep everyone’s attention focused on
achieving the same KPIs.
6. Performance Management Tool
• A Carrot
• KPIs are used as performance Management
tool.
• KPIs gives everyone in the organization a clear
picture of what is important, of what they need
to make happen
7. KPI targets
• Post the KPIs everywhere
• In the lunch room
• On the walls of every conference room
• On Department’s web site
• Show what the target for each KPI is and show the
progress toward that target for each of them?
• People will be motivated to reach those KPI
targets.
8. Mail
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KPIs AND TARGETS
Issue KPI Target
All mail is not sorted
for delivery on date
of receipt
• Per cent mail sent for delivery (Regd. Post) 100%
• Per cent mail sent for delivery (Speed Post) 100%
• Per cent mail sent for delivery (Ordinary) 100%
• Per cent mail delivered same day (Regd. Post) 100%
• Per cent mail delivered same day (Speed Post) 100%
• Per cent mail delivered same day (Ordinary) 100%
• Per cent mail correctly sorted (Regd. Post) 100%
• Per cent mail correctly sorted (Speed Post) 100%
• Per cent mail correctly sorted (Ordinary) 100%
• Time from mail office to customer receipt
Less than 24
Hrs
• Mail transit time (end-to-end) As per norms
Network Issues
• Deviation of beat completion time 30 min
All mail is not
delivered on the day
of arrival
Mis-sorting and
delay in mail
dispatch
9. Exercise 3.2.1
•Identify the issues of RPLI branch
of DO & Prepare the KPIs for one of
the issues identified
•One group to present before the
class
•Trainer to sum up the exercise
10. WORK FLOW PROCESS
A workflow process is a series of
tasks or events, the order in
which they must be performed.
11. Work Flow Management
• It is a system of overseeing the process of
passing information, documents and tasks from
one employee or machine within a business to
another.
12. Advantage
• Improved efficiency within the business
• By automating processes and establishing a procedure,
unnecessary steps are eliminated
• Everybody is fully aware of his or her responsibilities.
• To track employee and machine performance.
• When a link in the chain is broken, it is simple to go
back and determine where this occurred.
• It standardize working methods.
• Improves customer service by providing a consistent
product or service
• Improves business
13. A flow chart Tools
• Circles, which signify the start or end of a process
• Rectangles, show instructions and actions
• Diamonds show decisions that must be made.
• Symbols are connected one to the other by arrows,
showing the flow of the process.
14. Need of Performance Management
• In an organization that lacks an objective
performance measurement system motivational
workforce practices do not work.
• Individuals felt a lack of clarity in their roles and
eligibility criteria for career growth.
16. What is Performance Management?
Employee performance management includes –
• Planning work and setting expectation
• Developing the capacity to perform
• Continuously monitoring performance Evaluating
17. Doing (Competency Development)
• It involves evaluating employee development
needs that will help them strengthen their job-related
skills and competencies
• Prioritizing and developing a plan of action to
achieve the set targets
• Develop tools to facilitate the employees plan
their personal development goals.
18. Checking (Continuous Monitoring)
• Checking means gap analysis.
• It includes conducting ongoing reviews where
employees’ performance is quantitatively measured
against the set standards to see how well they are
meeting the set goals.
• Performance rating is done through the quantitative
data before the time of actual performance appraisal.
• For low performance, and immediate plan of action
is taken.
• A Process of regular feedback is facilitated
19. Acting (Performance Evaluation)
• Acting includes evaluating job performance
against the standards in the employee’s
performance plan.
• Assigning a rating to the employee based on
work performed during the entire appraisal
period.
20. •Recognize and reward outstanding
performance
“People have a tremendous capacity for
outstanding achievement. There are
also many extraordinary capacities that
allow them to become high achievers.”
Steve Brunkhors
21. ABILITY
• Ability is the person's aptitude, as well as the
training and resources supplied by the
organization
• Motivation is the product of desire and
commitment
22. • 100% motivation and 75% ability
• can often achieve above-average performance.
• 100% motivation and 25% ability
• won't be able to achieve the type of
performance you expect, regardless of his or
her level of motivation.
23. Diagnosing Poor Performance
• First understand cause………….
• Then fix problem of poor performance!!!!!!
• Does it come from lack of ability
• Or low motivation?
24. How To Judge Low Ability?
• Low ability may be associated with the
following:
• Over-difficult tasks.
• Low individual aptitude, skill, and knowledge.
• Evidence of strong effort, despite poor
performance.
• Lack of improvement over time.
25. People with low ability
• May have been poorly matched with jobs in the
first place.
• They may have been promoted to a position
that's too demanding for them.
• Or may be they no longer have the support that
previously helped them to perform well.
26. • Remember, the employee's performance is not
intentionally poor – he or she simply lacked the
skills for the position.
• Your goal is to develop the employee, meet
operational needs, and provide meaningful and
rewarding work to everyone involved.
27. Exercise-3.2.2
Trainer to give 20 minutes to trainee groups to think over
the following:-
• Need of performance monitoring-why?
• How to monitor?-Tools.
• How to deal & enhance the performance of low
performers?
• How to maximise the performance of high
performers?
• One group selected at random to present before
the class.
