Top 10 KPIs of 2011-2012 by The KPI Institute

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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 notice. F or the lates t v ers ion of the documentation, s martK PIs Premium s hould be cons ulted. Published by:

The I Institute L if e. lab B uilding 19 8 H arbour E s p lanade, S uite 6 06 Melbourne Dock lands , V IC 3 008 , A us tralia T elep hone ( international) : +6 1 3 9 6 7 0 29 7 9 -mail o ce

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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

% 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

3 0

% 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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

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

% 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 © T he K PI Ins titute 2012 ID number: sK0128891 3

Top 10 KPIs of 2011-2012

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

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 %

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

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

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 .

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

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 â&#x20AC;&#x2122; 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

S ales and C us tomer S erv ice

# 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

----

S ales and C us tomer S erv ice

----

Production and Q uality Manag ement

----

% Cannibalization rate of new product offering % Production schedule attainment

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

T elecommunications / C all C entre Prof es s ional S erv ices

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

Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/hospital-bed-occupancy-rate-41.html Indicator documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK41 export date: 15 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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 ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

2 unctional Areas

sK export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM ub categories

Industries

N/A

Telecommunications

Telecommunications / Call Center

KPI record

Indicator type

Unit type

smartKPI

Name

all setup success rate

Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency 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

Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/call-setup-success-rate-cssr-865.html Indicator documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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%

Analysis and resources 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. Additional resources 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

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/call-setup-success-rate-cssr-865.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK 1 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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

smartKPI

Name

Realization rate Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency

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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK 1 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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%

Analysis and resources 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. Additional resources 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

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/realization-rate-321.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

1 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

unctional Areas

ub categories

Industries

Sales and Customer Service

Sales

Any

KPI record

Indicator type

Unit type

Key Performance Indicator

Name

All commodity volume A

distribution

Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency 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

Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/all-commodity-volume-acv-distribution-2313.html Indicator documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

1 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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%

Analysis and resources 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. Additional resources 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

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/all-commodity-volume-acv-distribution-2313.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

5 unctional Areas

sK export date: 15 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM ub categories

Industries

Human Resources

Recruitment Recruitment / Employment Activities

Professional Services

KPI record

Indicator type

Unit type

smartKPI

Name

Time to fill a vacant position Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency 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

Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/time-to-fill-a-vacant-position-688.html Indicator documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK export date: 15 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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

Analysis and resources 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. Additional resources 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

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/time-to-fill-a-vacant-position-688.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

6 unctional Areas

sK 1 1 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM ub categories

Industries

Finance

Financial stability

Any

KPI record

Indicator type

Unit type

sK 1 1

Key Performance Indicator

Name

apital ac uisition ratio Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency Quarterly

Data integrity Low

Automation fit Not recommended

imitations Measurement requires accurate and functional cash management and accounting systems.

evel

Data profile

Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/capital-acquisition-ratio-3101.html Indicator documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK 1 1 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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%

Analysis and resources 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. Additional resources 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

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/capital-acquisition-ratio-3101.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

7 unctional Areas

sK4 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM 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 and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency

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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK4 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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

Analysis and resources 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. Additional resources 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

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/inventory-to-sales-ratio-isr-4808.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

8 unctional Areas

sK44 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM ub categories

Industries

Production & Quality Management

Production

Any

KPI record

Indicator type

Unit type

sK44

smartKPI

Name

Units per man hour Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency 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

Also available at: http://www.smartkpis.com/kpi-key-performance-indicator/units-per-man-hour-443.html Indicator documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms')

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK44 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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

Analysis and resources 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. Additional resources 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

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/units-per-man-hour-443.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

9 unctional Areas

sK1 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM ub categories

Industries

Sales and Customer Service

Sales

Any

KPI record

Indicator type

Unit type

sK1

Key Performance Indicator

Name

annibalization rate of new product offering Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency

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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK1 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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%

Analysis and resources 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. Additional resources 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

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/cannibalization-rate-of-new-product-offering-156.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

10 unctional Areas

sK1744 export date: 13 Nov 2012 - Page 1 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM ub categories

Industries

Production & Quality Management

Production

Any

KPI record

Indicator type

Unit type

sK1744

Key Performance Indicator

Name

Production schedule attainment Definition and variations 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 ubordinate measures used for calculation 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

tandard reporting fre uency

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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

Top 10 KPIs of 2011-2012

sK1744 export date: 13 Nov 2012 - Page 2 Username: anita.beloiu@smartkpis.com Member organization: INTEGERPERFORM

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%

Analysis and resources 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. Additional resources 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.

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/production-schedule-attainment-1744.html documentation ÂŠ The KPI Institute Pty Ltd 2010. Terms of use available at: http://www.smartkpis.com/terms-of-use.html ('Premium content terms') ÂŠ T heIndicator K PI Ins titute 2012 ID number: sK0128891

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

idual levmultiplier els . It rev iew%s Capital the ev olution of Perf ormance ementratio as w % ell asManagement the k ey tools , expense s y s tems and s of (MER) tw are us #ed at dis cip line # Berry ratioindiv # Labor acquisition ratio #Manag Liquidity ratio at each of thes e lev els . It combines the analy s is of theory and architecture w ith ins ig hts reg arding g ood p ractice and k ey directions , 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 eabID number: sK0118031

B=255 B=255 eab group Pty. Ltd. Publication date: une, S 2011 L if e. lab1B J uilding uite 6 06 , 19 8 H arbour E s p lanade, o ce ea group com au eabID number: sK0118041

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Top 25 Information Technology KPIs of 2010

Top Call Center Is of

Top 25

Restaurant KPIs of 2010

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$ 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 eabID number: sK0118152

Publication date: 10 March 2011 eabID number: sK0118161

Publication date: 18 A ug us t 2011 eabID number: sK0118171

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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: 10 March 2011 eabID number: sK0118051

Publication date: 3 0 March 2011 eabID number: sK0118061

Publication date: 17 J une 2011 eabID number: sK0118071

Publication date: 3 0 March 2011 eabID number: sK0118181

Publication date: 25 A ug us t 2011 eabID number: sK0118191

Publication date: 9 A ug us t 2011 eabID number: sK0118201

Top Marketing Is of

Top 25 Logistics and Distribution KPIs of 2010

Top 25 Portfolio Management KPIs of 2010

% 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

Publication date: 15 March 2011 eabID number: sK0118081

Publication date: 22 J une 2011 eabID number: sK0118121

Publication date: 20 J une 2011 eabID number: sK0118091

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 eabID number: sK0118211

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

Publication date: 29 A ug us t 2011 eabID number: sK0118221

Publication date: 15 A ug us t 2011 eabID number: sK0118241

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

# 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: 22 J une 2011 eabID number: sK0118101

Publication date: 14 March 2011 eabID number: sK0118131

Publication date: 21 J une 2011 eabID number: sK0118141

Publication date: 21 March 2011 eabID number: sK0118251

Publication date: 28 A ug us t 2011 eabID number: sK0118261

Publication date: 29 J uly 2011 eabID number: sK0118271

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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 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 Publication date: S ep tember 2012

ID number: sK0117081

Top

Top 25 Human Resources KPIs of 2011-2012

Publication date: S ep tember 2012

I reports

Top 25

Retail KPIs

Oil and Gas KPIs

of 2011-2012

ID number: sK0117081

Publication date: S ep tember 2012

ID number: sK0117081

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

ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

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

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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:

• 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 • e er ormance ndicators 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 • Cultural and uman aspects o per ormance • 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 e er ormance ndicators 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:

• 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 • Cultural and uman aspects o per ormance • 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 • e er ormance ndicators 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 • e er ormance ndicators 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

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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 Manag ing p erf ormance throug h 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 Manag ing p erf ormance throug h 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 © T he K PI Ins titute 2012 ID number: sK0128891

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

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Top 10 KPIs of 2011-2012

Appendix D: Technology solutions smart

Is ey erformance Indicators Online Database LORER

REMIUM

$39

9 9 9 9 9

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$249

Features

B as ic acces s E x p lore the comp lete catalog ue U s e adv anced s earch ie de nitions S av e K PI ex amp les

Numbers

$999

12 months acces s Features

9 plorer ene ts plus 9 E x p ort of K PI ex amp les in PDF f ormat 9 E dit the number of K PIs lis ted p er p ag e 9 F ilter by v iew s , rating and documentation s tatus 9 ccess to all documentation elds Numbers

9 B row s e 7 000+ K PI ex amp les 9 ccess documentation elds 9 V iew 200 documented K PIs

INSI HT

12 months acces s

6 months acces s Features

I examples Is defined Is documented in detail Functional areas Industries 3 Contexts

9 remium ene ts plus 9 O nline acces s to all res earch rep orts p ublis hed in T he K PI Ins titute’ s Ins ig ht L ibrary 9 T here are ov er 25 rep orts p ublis hed each y ear Numbers

9 B row s e 7 000+ K PI ex amp les 9 ccess documentation elds 9 V iew 200 documented K PIs

9 B row s e 7 000+ K PI ex amp les 9 ccess documentation elds 9 E x p ort 1000 documented K PIs

Research

O ne res earch rep ort: 9 T op 20 K PIs of 2010

T w o res earch rep orts : 9 T op 20 K PIs of 2010 9 T op 25 K PIs of 2010 rep ort of y our choice

T hree g eneric E x cel temp lates p re- p op ulated w ith ov er 7 0 K PI ex amp les : 9 B alanced S corecard 9 K PI Das hboard 9 Perf ormance H ealthog ram

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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 easu es ic s ould e ta en into account to o ti i e performance. . . ” Jacob Brown, U nited S tates

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Humberto E Della Torre, E l S alv ador

Alex Giammona, A us tralia

Top 10 KPIs of 2011-2012 INTE ER ERFORM Business Intelligence Software co e oa d and uic co e y

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t ate ies, ideal any

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BU A dminis trator licence: $99/month C ommunication ( edit) licence: $30/month V iew only licence: FREE

Characteristics 9 Intuitiv e, robus t, f ully liv e and interactiv e 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 9 E as y to acces s f rom any dev ice or location hav ing Internet acces s

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w w w . integ erp erf orm. com/ k p i- das hboard- balanced- s corecard- s of tw are ÂŠ T he K PI Ins titute 2012 ID number: sK0128891

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

RT I F I E D

MANAGEMENT FRAMEWORK

v 1.0 2012

KEY PERFORMANCE INDICATORS

N OFESSIO

Certified KPI Professional 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 . Europe, Middle East, Asia and Australia A ug

2013 K PI PRO

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Testimonials from around the world Great! So glad I found it. Gave me everything I need to do my job properly and with confidence. Leonne, Australia

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It was indeed a great opportunity to be able to participate at the KPI training course. Look forward for other future programmes with Aurel. Aini, Malaysia It was a good programme, through which I got a clear idea about modern practices in using KPIs. Shamima, Bangladesh Good program, well organized. Well experienced trainer. Great job. Definitely recommendable. Raech, India I contacted smartKPIs.com for an in-house training with my team. We found both the material and the way of explaining concepts by doing examples invaluable. I would also say that this is a great value for money if you want to build the competency within your organization. Fahad, Saudi Arabia

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Thank you for the excellent training workshop on KPIs. It was an eye-opening experience and provided much needed guidance and clarification. The information gained has provided focus and depth. Parsa, Bahrain The feedback from the participants was gratifying and positive, and we are glad that we took the time and effort to develop such a program to meet the need of our staff for extending their knowledge in the area of KPI and all related. Hanan, Qatar Aurel is knowledgeable of all KPI aspect and answers all questions. We were never bored. as the course was very interactive. The course was beyond what expected. Nahla, Abu Dhabi The trainer was excellent. I look forward to attend more sessions with him in the future. My knowledge in the area has improved significantly. Great job! Neeti, Dubai I became a lot more knowledgeable about the KPI concept now. Manzuma, Nigeria

I really learned a lot from the program. As a result, I am more equipped in installing performance management systems, by being able to integrate the concepts of the MBO, Balanced Scorecard, KPI and Competencies into the system. Thanks so much for the knowledge you shared during our 3 days of training. Tess, Philippines

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.

Scorecard Y Select our logo period

Performance Scorecard - Call Center

S eptember

2011 Trend *

Results

k ¬

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

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%

R û

Comments Sep 2011 Comments Sep 2011

k k

500 5

99% 440%

R û

Comments Sep 2011 Comments Sep 2011

14 75%

m m

15 90%

93% 83%

ü R

Comments Sep 2011 Comments Sep 2011

k m

50% 60%

119% 96%

R R

Comments Sep 2011 Comments Sep 2011

m k

54%

235%

û ü

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

# Training hours per full time equivalent (FTE)

sK7

% Employees meeting continuing professional development requirements

sk4673

95%

83%

% Employee satisfaction

sk5912

76%

92%

% Employee turnover

sK1

* Trend = current vs. previous month results

ü R

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

û 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%

$ 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

ü R û

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

ü R

85%

98%

70%

132%

135%

Comments Sep 2011 Comments Sep 2011

R ü

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

  

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%

28% 14%

% Call abandon rate % Call drop rate (CDR)

4% % Call transfer rate

30% 21%

15% 11% 14%

22%

17% 13%

11%

Target

# Average speed of answer (ASA)

Target

39% 38% 37% 39% 37% 39% 37% 40% 36%

26% 17%

37% 31% 34% 33%

Aug Sep 2010

Oct

Target

4 2

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%

# 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

Target

# Average wait time before abandon

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2010 2011

Nov

Dec

Jan

Target

Feb

Mar

Apr

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

Target

15 5

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

7 Aug 2011

# Call handling 19time

Target

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

Jul

6 Jul

# Longest call length

Aug 2011

Target

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

Jul

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

88% 35

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

Jul

25 Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

Service Quality

31% 33%

56%

19%

Dashboard

87%

55%

% Agent schedule adherence

95%

79%

98% 82% 86% 94% 72% 62% 65% 65% 68% 79% 90% 70% 79%

50%

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

Jul

Aug 2011

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 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 Publication date: 1 March 2011 ID number: sK0117021

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%

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2010

12% Jul

19% Aug 2011

89% 98%89% 75% 56% 83% 73% 73% 83% 58% 73% 93% 50% Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 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%

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

Publication date: 1 March 2011 ID number: sK0117011

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

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% Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug 2010 2011

% Complaints resolved

Target

92% 82% 98% 90% 99% 78% 87% 74% 67% 71% 88% 52% 68%

$ Customer care funding per resolved complaint

Aug Sep Oct Nov Dec Jan Feb Mar 2010

Target

Apr May Jun

Jul

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.

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

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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

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Best selling books . Latest published books and articles . Portals . Communities Corporate Performance Management . Business Intelligence . Employee Performance Management

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