Develop KPIs and Evaluate Performance:

Introduction:

Key Performance Indicators (KPI) are measurable factors that relate to an organisation's objectives. For example, if a company wanted to improve customer retention, and had noticed a high level of complaints about delivery, then deliveries made on time over a set period of time would be a KPI. Key Performance Indicators can be a means to promote company-wide changes to processes, providing a way to report back successes in customer satisfaction and improve profitability by being able to anticipate supply chain risks, evaluation of work force data by examining reports for staff and expenses of industrial companies. Key words: KPI performance indicators,evaluating employees, production lines, industry.In the medium/large sized industrial organizations, a timely and effective evaluation of staff performance through strategic tools, should be able to design an integrated system of key performance .

For KPIs to be effective they must be quantifiable, measurable in a defined way. The first step would be to define organizational goals:- better sales numbers, higher productivity, higher customer retention. Once these are decided then the specific KPIs are easier to decide upon. Once the goals are determined then the means of measuring them can be decided, and the timeframes that will be used to measure them. Baseline data is needed to assess success (or otherwise) against.

There are a number of techniques that might assist in identifying and developing recordsmanagement KPIs, including:• Cause and effect;

• Risk based; and

• Lifecycle approach.

It is also possible to ‘slice and dice’ KPIs to match KPIs to the levels of responsibility as wellas group similar KPIs to a category specific to the outcomes sought. These are:• Developing KPIs at two levels – strategic and operational; and• Grouping or aggregating KPIs into categories.

KPIs can be either quantitative or qualitative. Quantitative KPIs are likely to be based onsystem collected statistics such as number of users whereas qualitative KPIs may be basedon more subjective measurements from user interviews and surveys. In some instances amore balanced view might be obtained by grouping and/or aggregating quantitative andqualitative based KPIs.Section 3 concludes by setting out example records management functions, activities and

KPI DASHBOARDS APPLICATION

BY PERFORMANCE:

The strategies used by companies to build stronger links between the performance on industrial production lines and the strategy of using customized or

general performance dashboards.Examples can come from a wide range of

functional areas and industries, such as human resources, retail, real estate

development. On average, an organization that uses a dashboard was able to

implement its first dashboard project in 51 days, 60% of the time necessary to the

organizations that have used customized dashboard solutions accomplished in 88

days.

EXAMPLES OF KPI’s REGARDING

THE EVALUATION OF EMPLOYEES:

a) Personnel turnover - measures the rate

at which employees leave the organization in a period of time Variations: employees who leave the organization in a certain period, employees

who left the organization over the past 3

months; age of employees, loyalty; staff turnoverb) Orders delivered with damaged

products - measures the rate at which orders contain damaged delivered products

Variations: orders damaged frequency ofdefective deliveries c) Income / call completed successfully:Measures the average income obtained as a

result of a successful call.Variations: average revenue per call ended

successfully d) Complaints of crew members

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

period.Variations: complaints from crew members e) The average weekly work / employee- Measures the average number of hours worked by an employee "full time equivalent" (FTE) week Variations: average work f) Time saved thanks to innovations

- Measures the time saved by introducing the innovation process. Variations: hours saved due to innovation g) Awards for innovations received by the organization

-measures the number of public appreciations for innovation, which the

organization receives h) Unplanned absenteeism rate- Measures the percentage of days of absence unannounced of the total work lines, and the benefits deriving from the

existence of performance system.