Hi everyone im new to this community,
it looked very helpful and interesting so i joined up.
im preparing a training module for an organistion, one of the topics is KPI( Key performance Indicators)
Whatever material that i can find refers to KPI of organisations.However i need KPI for individuals with examples for my understanding.
thanx
masha
From India
1it looked very helpful and interesting so i joined up.
im preparing a training module for an organistion, one of the topics is KPI( Key performance Indicators)
Whatever material that i can find refers to KPI of organisations.However i need KPI for individuals with examples for my understanding.
thanx
masha
From India
masha
First, let us understand the difference in
''KRA'' AND ''KPA'' AND ''KPI''
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
----------------------------------------------------------------
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
------------------------------------------------------------------
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ================
KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS]
AND -KPIs [KEY PERFORMANCE INDICATORS]
KEY PERFORMANCE AREAS
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE COMPANY'S
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
================================================== ====
Now I will use HR department as a case study for our purpose.
THE CORE KRAs of HR DEPARTMENT ARE
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
============================================-=======
EVALUATION OF HR DEPARTMENT
The evaluation of HR DEPARTMENT can have four levels of
perspective.
1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.
EXAMPLES
-change management capability of the organization
-organization compensation and benefit package with respect market rate.
-organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-skills/ competency level
etc
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.
EXAMPLES
-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-turnover rate
-attrition rate
etc
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR
EXAMPLES
-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnove cost
-employee '' workers compensation costs''
etc
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.
EXAMPLES
-employee perception of the HRM
-employee perception of the company , as an employer
-customer/market perception of the company, as an employer.
etc
================================================== =====
HERE IS AN EXAMPLE OF KRAs, KPAs and KPIs FOR HR DEPT.,
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT'S OBJECTIVE
-Achieve high productivity level in all activities [ say by 10%]
KRA 1
-RECRUITMENT/ SELECTION
KPA 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
KRA 2
-WORKPLACE MANAGEMENT
KPA 1-labour turnover
KPI ---reduce the labor turnover by 20%
KPI ----benchmark total HR COSTS externally.
KRA 3
-SAFETY AND HEALTH WORKPLACE
KPA 1 ---workplace accidents
KPI ----reduce workplace accidents by 10%
KRA 4
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 ----TRAINING
KPI --- ALL WORKFORCE below middle management should
receive a minimum of 4 days of training.
=========================================
THIS IS , ROUGHLY, HOW HR DEPARTMENTS
KRAs / KPAs / KPIs ARE SET , MONITORED AND
EVALUATED.
==================================================
FOR INDIVIDUALS WITH HR DEPARTMENT,
-you should take the job description of the individual
-determine the KRAs for the year
-identify the KPAs for the year [ which could change yearly]
-determine the KPI for each KPA, which depends on the company annual
objectives.
HERE IS THE EXAMPLE for a recruitment officer
KRA 1
-RECRUITMENT/ SELECTION
KPA 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
================================================
FOR OTHER DEPARTMENTS, YOU SHOULD REVIEW
Typical key result areas at the corporate and some functional levels.
JUST LIKE HR DEPARTMENT'S KRAs AND KPIs,
A COMPANY CAN DEVELOP KRA AND KPI
FOR OTHER FUNCTIONAL DEPARTMENTS.
SOME EXAMPLES
1. CORPORATION AS A WHOLE
-corporate objective / actual results
-sales growth %
-gross profit % of sales
-market share growth %
-return on assets
-return on investment
-corporate image index improvement
etc etc
===================================
2.MANUFACTURING
- Unit volume level
- unit cost target
-production efficiency improvement
-productivity improvement
-quality improvement index
-capacity utilization
etc etc
==================================== MARKETING
-market share %
-new product launches success
-profit contribution by productlines
etc etc
=====================================
SALES
-sales against last year
-sales against target
-sales coverage improvement
etc etc
======================================
DISTRIBUTION
-market coverage
-customer coverage
-channel coverage
=======================================
CUSTOMER SERVICE
-CUSTOMER SERVICE IMPROVEMENT
-CUSTOMER SATISFACTION ACHIEVEMENT
ETC ETC
======================================
WAREHOUSING / TRANSPORTATION
-%ACHIEVED AGAINST ORDERS
-PICKING / PACKING RATE
-FINISHED GOODS INVENTORY LEVEL
-STOCK TURNOVER
‑====================================
FINANCE
-Cost of Capital USED
- Receivables leveL / against sales
-Bad‑debt level
-Debt‑equity ratio
=====================================
PROCUREMENT / SUPPLY
-raw material inventory levels
-cost saving target
etc etc
===============================
HERE IS ANOTHER EXAMPLE OF AN INDIVIDUAL
IN SALES
JOB TITLE: Sales Representative
JOB PURPOSE: SERVES CUSTOMERS
by selling products; meeting customer needs.
ESSENTIAL JOB RESPONSIBILITIES
1. SERVICES EXISTING ACCOUNTS, OBTAINS ORDERS, AND ESTABLISHES NEW ACCOUNTS by planning and organizing daily work schedule to call on existing or potential sales
outlets and other trade factors.
2. ADJUSTS CONTENT OF SALES PRESENTATIONS
by studying the type of sales outlet or trade factor.
3. FOCUSES SALES EFFORTS
by studying existing and potential volume of dealers.
4. SUBMITS ORDERS
by referring to price lists and product literature.
5. KEEPS MANAGEMENT INFORMED
by submitting activity and results reports, such as daily call reports, weekly work plans, and monthly and annual territory analyses.
6. MONITORS COMPETITION by gathering current marketplace information on pricing, products, new products, delivery schedules, merchandising techniques, etc.
7. RECOMMENDS CHANGES IN PRODUCTS, SERVICE, AND POLICY by evaluating results and competitive developments.
8. RESOLVES CUSTOMER COMPLAINTS
by investigating problems; developing solutions, preparing reports; making recommendations to management.
9. PREPARES SALES OUTLET PERSONNEL, CONTRACTORS, AND OTHER TRADE FACTORS WITH PRODUCT KNOWLEDGE AND SELLING SKILLS by conducting and/or participating in
sales promotion and educational meetings.
10. MAINTAINS PROFESSIONAL AND TECHNICAL KNOWLEDGE
by attending educational workshops‑, reviewing professional publications; establishing personal networks; participating in professional societies.
11. PROVIDES HISTORICAL RECORDS by maintaining records on area and customer sales.
12. CONTRIBUTES TO TEAM EFFORT
by accomplishing related results as needed.
BASED ON THE ABOVE JOB DESCRIPTION, THE
KRAs / KPAs / KPIs ARE
KRA 1 TERRITORY MANAGEMENT
KPA 1 --no. of accounts
KPI 1 ---100% of target in the top 10 accounts.
----------------------------------------------
KRA 2 CUSTOMER SERVICING
KPA 1 CUSTOMER COMPLAINTS
KPI 1 REDUCE CUSTOMER COMPLAINTS TO '0' LEVEL
--------------------------------------------------
KRA 3 SALES RESULTS
KPA 1 SALES [ ACTUAL / TARGET]
KPA 2 PRODUCTLINE SALES [ SALES BY TARGET]
--------------------------------------------------------------------------------------------
hope this is useful to you
REGARDS
LEO LINGHAM
From India, Mumbai
First, let us understand the difference in
''KRA'' AND ''KPA'' AND ''KPI''
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
----------------------------------------------------------------
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
------------------------------------------------------------------
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ================
KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS]
AND -KPIs [KEY PERFORMANCE INDICATORS]
KEY PERFORMANCE AREAS
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE COMPANY'S
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
================================================== ====
Now I will use HR department as a case study for our purpose.
THE CORE KRAs of HR DEPARTMENT ARE
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
============================================-=======
EVALUATION OF HR DEPARTMENT
The evaluation of HR DEPARTMENT can have four levels of
perspective.
1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.
EXAMPLES
-change management capability of the organization
-organization compensation and benefit package with respect market rate.
-organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-skills/ competency level
etc
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.
EXAMPLES
-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-turnover rate
-attrition rate
etc
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR
EXAMPLES
-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnove cost
-employee '' workers compensation costs''
etc
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.
EXAMPLES
-employee perception of the HRM
-employee perception of the company , as an employer
-customer/market perception of the company, as an employer.
etc
================================================== =====
HERE IS AN EXAMPLE OF KRAs, KPAs and KPIs FOR HR DEPT.,
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT'S OBJECTIVE
-Achieve high productivity level in all activities [ say by 10%]
KRA 1
-RECRUITMENT/ SELECTION
KPA 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
KRA 2
-WORKPLACE MANAGEMENT
KPA 1-labour turnover
KPI ---reduce the labor turnover by 20%
KPI ----benchmark total HR COSTS externally.
KRA 3
-SAFETY AND HEALTH WORKPLACE
KPA 1 ---workplace accidents
KPI ----reduce workplace accidents by 10%
KRA 4
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 ----TRAINING
KPI --- ALL WORKFORCE below middle management should
receive a minimum of 4 days of training.
=========================================
THIS IS , ROUGHLY, HOW HR DEPARTMENTS
KRAs / KPAs / KPIs ARE SET , MONITORED AND
EVALUATED.
==================================================
FOR INDIVIDUALS WITH HR DEPARTMENT,
-you should take the job description of the individual
-determine the KRAs for the year
-identify the KPAs for the year [ which could change yearly]
-determine the KPI for each KPA, which depends on the company annual
objectives.
HERE IS THE EXAMPLE for a recruitment officer
KRA 1
-RECRUITMENT/ SELECTION
KPA 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
================================================
FOR OTHER DEPARTMENTS, YOU SHOULD REVIEW
Typical key result areas at the corporate and some functional levels.
JUST LIKE HR DEPARTMENT'S KRAs AND KPIs,
A COMPANY CAN DEVELOP KRA AND KPI
FOR OTHER FUNCTIONAL DEPARTMENTS.
SOME EXAMPLES
1. CORPORATION AS A WHOLE
-corporate objective / actual results
-sales growth %
-gross profit % of sales
-market share growth %
-return on assets
-return on investment
-corporate image index improvement
etc etc
===================================
2.MANUFACTURING
- Unit volume level
- unit cost target
-production efficiency improvement
-productivity improvement
-quality improvement index
-capacity utilization
etc etc
==================================== MARKETING
-market share %
-new product launches success
-profit contribution by productlines
etc etc
=====================================
SALES
-sales against last year
-sales against target
-sales coverage improvement
etc etc
======================================
DISTRIBUTION
-market coverage
-customer coverage
-channel coverage
=======================================
CUSTOMER SERVICE
-CUSTOMER SERVICE IMPROVEMENT
-CUSTOMER SATISFACTION ACHIEVEMENT
ETC ETC
======================================
WAREHOUSING / TRANSPORTATION
-%ACHIEVED AGAINST ORDERS
-PICKING / PACKING RATE
-FINISHED GOODS INVENTORY LEVEL
-STOCK TURNOVER
‑====================================
FINANCE
-Cost of Capital USED
- Receivables leveL / against sales
-Bad‑debt level
-Debt‑equity ratio
=====================================
PROCUREMENT / SUPPLY
-raw material inventory levels
-cost saving target
etc etc
===============================
HERE IS ANOTHER EXAMPLE OF AN INDIVIDUAL
IN SALES
JOB TITLE: Sales Representative
JOB PURPOSE: SERVES CUSTOMERS
by selling products; meeting customer needs.
ESSENTIAL JOB RESPONSIBILITIES
1. SERVICES EXISTING ACCOUNTS, OBTAINS ORDERS, AND ESTABLISHES NEW ACCOUNTS by planning and organizing daily work schedule to call on existing or potential sales
outlets and other trade factors.
2. ADJUSTS CONTENT OF SALES PRESENTATIONS
by studying the type of sales outlet or trade factor.
3. FOCUSES SALES EFFORTS
by studying existing and potential volume of dealers.
4. SUBMITS ORDERS
by referring to price lists and product literature.
5. KEEPS MANAGEMENT INFORMED
by submitting activity and results reports, such as daily call reports, weekly work plans, and monthly and annual territory analyses.
6. MONITORS COMPETITION by gathering current marketplace information on pricing, products, new products, delivery schedules, merchandising techniques, etc.
7. RECOMMENDS CHANGES IN PRODUCTS, SERVICE, AND POLICY by evaluating results and competitive developments.
8. RESOLVES CUSTOMER COMPLAINTS
by investigating problems; developing solutions, preparing reports; making recommendations to management.
9. PREPARES SALES OUTLET PERSONNEL, CONTRACTORS, AND OTHER TRADE FACTORS WITH PRODUCT KNOWLEDGE AND SELLING SKILLS by conducting and/or participating in
sales promotion and educational meetings.
10. MAINTAINS PROFESSIONAL AND TECHNICAL KNOWLEDGE
by attending educational workshops‑, reviewing professional publications; establishing personal networks; participating in professional societies.
11. PROVIDES HISTORICAL RECORDS by maintaining records on area and customer sales.
12. CONTRIBUTES TO TEAM EFFORT
by accomplishing related results as needed.
BASED ON THE ABOVE JOB DESCRIPTION, THE
KRAs / KPAs / KPIs ARE
KRA 1 TERRITORY MANAGEMENT
KPA 1 --no. of accounts
KPI 1 ---100% of target in the top 10 accounts.
----------------------------------------------
KRA 2 CUSTOMER SERVICING
KPA 1 CUSTOMER COMPLAINTS
KPI 1 REDUCE CUSTOMER COMPLAINTS TO '0' LEVEL
--------------------------------------------------
KRA 3 SALES RESULTS
KPA 1 SALES [ ACTUAL / TARGET]
KPA 2 PRODUCTLINE SALES [ SALES BY TARGET]
--------------------------------------------------------------------------------------------
hope this is useful to you
REGARDS
LEO LINGHAM
From India, Mumbai
REENA,
AS I DID'NT HAVE THE JOB DESCRIPTIONS OF BOTH
NOR THE ROLE OF THESE TWO POSITIONS.
I HAVE LISTED A BROAD CONCEPT OF KPIs
FOR BOTH.
YOU CAN MODIFY AS PER THE JOB DESCRIPTIONS.
========================================
TEAM LEADER KPIs
*DELIVERY TARGETS
*COST TARGETS
*QUALITY TARGETS
*PRODUCTION OUTPUT TARGET
*NO. OF TRAINING SESSIONS PLAN/ ACTUAL
*NO. OF IMPROVEMENT PROGRAMS
*CUSTOMER COMPLAINTS [ ACTUAL ]
*ABSENTEEISM RATE.
*STAFF TURNOVER RATE
*ATTRITION RATE
*PERFORMANCE APPRAISALS [ ACTUAL / PLANNED ]
*SERVICE LEVELS
==================================================
==================================================
PROJECT MANAGER KPIs
*DELIVERY TARGETS
*COST TARGETS
*QUALITY TARGETS
*PROJECT DELIVERABLES TARGET
*TIMELINESS OF PROJECT
*NO. OF PROJECTS PLANNED/ACTUAL
*PROJECT OBJECTIVES ACHIEVEMENTS
*PROJECT MILESTONES ACHIEVEMENTS
*RESOURCES MANAGEMENT [ ACTUAL / PLANNED]
*BUDGET [ ACTUAL / PLAN]
*QUALITY ACHIEVEMENTS
*CONTROL SYSTEMS [ EFFECTIVENESS]
*BEST PRACTICES ACHIEVEMENTS
*TASK ALLOCATION EFFECTIVENESS
*RISK MANAGEMENT EFFECTIVENESS
*CONFLICT RESOLUTION EFFECTIVENESS
*PEOPLE MANAGEMENT EFFECTIVENESS
REGARDS
LEO LINGHAM
From India, Mumbai
AS I DID'NT HAVE THE JOB DESCRIPTIONS OF BOTH
NOR THE ROLE OF THESE TWO POSITIONS.
I HAVE LISTED A BROAD CONCEPT OF KPIs
FOR BOTH.
YOU CAN MODIFY AS PER THE JOB DESCRIPTIONS.
========================================
TEAM LEADER KPIs
*DELIVERY TARGETS
*COST TARGETS
*QUALITY TARGETS
*PRODUCTION OUTPUT TARGET
*NO. OF TRAINING SESSIONS PLAN/ ACTUAL
*NO. OF IMPROVEMENT PROGRAMS
*CUSTOMER COMPLAINTS [ ACTUAL ]
*ABSENTEEISM RATE.
*STAFF TURNOVER RATE
*ATTRITION RATE
*PERFORMANCE APPRAISALS [ ACTUAL / PLANNED ]
*SERVICE LEVELS
==================================================
==================================================
PROJECT MANAGER KPIs
*DELIVERY TARGETS
*COST TARGETS
*QUALITY TARGETS
*PROJECT DELIVERABLES TARGET
*TIMELINESS OF PROJECT
*NO. OF PROJECTS PLANNED/ACTUAL
*PROJECT OBJECTIVES ACHIEVEMENTS
*PROJECT MILESTONES ACHIEVEMENTS
*RESOURCES MANAGEMENT [ ACTUAL / PLANNED]
*BUDGET [ ACTUAL / PLAN]
*QUALITY ACHIEVEMENTS
*CONTROL SYSTEMS [ EFFECTIVENESS]
*BEST PRACTICES ACHIEVEMENTS
*TASK ALLOCATION EFFECTIVENESS
*RISK MANAGEMENT EFFECTIVENESS
*CONFLICT RESOLUTION EFFECTIVENESS
*PEOPLE MANAGEMENT EFFECTIVENESS
REGARDS
LEO LINGHAM
From India, Mumbai
hi this is vani.cs
i am student of mba 2nd sem i am doing project in car showroom cum service station on title "impact of job satisfaction on productivity of the employees" so i want the crityerias to measure the productivity which i can measure by questionnaire. plz assist me in this regard i will be very greatfull to you.
thank you,
vani.c.s
[IMG]https://www.citehr.com/misc.php?do=email_dev&email=dmFuaS44N0ByZWRpZmZtYW lsLmNvbQ==[/IMG]
From India, Bangalore
i am student of mba 2nd sem i am doing project in car showroom cum service station on title "impact of job satisfaction on productivity of the employees" so i want the crityerias to measure the productivity which i can measure by questionnaire. plz assist me in this regard i will be very greatfull to you.
thank you,
vani.c.s
[IMG]https://www.citehr.com/misc.php?do=email_dev&email=dmFuaS44N0ByZWRpZmZtYW lsLmNvbQ==[/IMG]
[IMG]https://www.citehr.com/images/misc/progress.gif[/IMG]
From India, Bangalore
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Headhunters and How to Use Them A Guide for Organisations and Individuals.pdf
KPI.doc