This document discusses KPIs (Key Performance Indicators), work flow, and evaluating performance. It defines KPIs as metrics that help organizations measure progress toward goals. KPIs should be limited to only the most essential factors for success. The document also discusses establishing work flow processes to improve efficiency and establish responsibilities. Performance management includes setting expectations, developing skills, continuously monitoring performance, and evaluating employees against standards to recognize outstanding work. Both ability and motivation impact performance, and low performance may be due to lack of either.

1. KPIs, Work flow &
evaluating performances

2. KPIs
• Key Performance Indicators, also known as
KPI or Key Success Indicators (KSI), help an
organization define and measure progress
toward organizational goals.
• KPIs serve to reduce the complex nature of
organizational performance to a small number
of key indicators to make it more digestible for
us.

3. Examples
• When you go to your doctor he might measure
blood pressure, cholesterol levels, heart rate and
body mass index as key indicators of your health.
• With KPIs we try to do the same in organization.

4. Must be Key To Organizational Success
• Many things are measurable.
• That does not make them key to the
organization's success.
• Note:
• In selecting Key Performance Indicators, It is
critical to limit them to those factors that are
essential to the organization reaching its goals.

5. Number of KPIs
• It is important to keep the number of Key
Performance Indicators small.
• It is to keep everyone’s attention focused on
achieving the same KPIs.

6. Performance Management Tool
• A Carrot
• KPIs are used as performance Management
tool.
• KPIs gives everyone in the organization a clear
picture of what is important, of what they need
to make happen

7. KPI targets
• Post the KPIs everywhere
• In the lunch room
• On the walls of every conference room
• On Department’s web site
• Show what the target for each KPI is and show the
progress toward that target for each of them?
• People will be motivated to reach those KPI
targets.

8. Mail
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KPIs AND TARGETS
Issue KPI Target
All mail is not sorted
for delivery on date
of receipt
• Per cent mail sent for delivery (Regd. Post) 100%
• Per cent mail sent for delivery (Speed Post) 100%
• Per cent mail sent for delivery (Ordinary) 100%
• Per cent mail delivered same day (Regd. Post) 100%
• Per cent mail delivered same day (Speed Post) 100%
• Per cent mail delivered same day (Ordinary) 100%
• Per cent mail correctly sorted (Regd. Post) 100%
• Per cent mail correctly sorted (Speed Post) 100%
• Per cent mail correctly sorted (Ordinary) 100%
• Time from mail office to customer receipt
Less than 24
Hrs
• Mail transit time (end-to-end) As per norms
Network Issues
• Deviation of beat completion time 30 min
All mail is not
delivered on the day
of arrival
Mis-sorting and
delay in mail
dispatch

9. Exercise 3.2.1
•Identify the issues of RPLI branch
of DO & Prepare the KPIs for one of
the issues identified
•One group to present before the
class
•Trainer to sum up the exercise

10. WORK FLOW PROCESS
A workflow process is a series of
tasks or events, the order in
which they must be performed.

11. Work Flow Management
• It is a system of overseeing the process of
passing information, documents and tasks from
one employee or machine within a business to
another.

12. Advantage
• Improved efficiency within the business
• By automating processes and establishing a procedure,
unnecessary steps are eliminated
• Everybody is fully aware of his or her responsibilities.
• To track employee and machine performance.
• When a link in the chain is broken, it is simple to go
back and determine where this occurred.
• It standardize working methods.
• Improves customer service by providing a consistent
product or service
• Improves business

13. A flow chart Tools
• Circles, which signify the start or end of a process
• Rectangles, show instructions and actions
• Diamonds show decisions that must be made.
• Symbols are connected one to the other by arrows,
showing the flow of the process.

14. Need of Performance Management
• In an organization that lacks an objective
performance measurement system motivational
workforce practices do not work.
• Individuals felt a lack of clarity in their roles and
eligibility criteria for career growth.

15. FROM BLUE BOOK II

16. What is Performance Management?
Employee performance management includes –
• Planning work and setting expectation
• Developing the capacity to perform
• Continuously monitoring performance Evaluating

17. Doing (Competency Development)
• It involves evaluating employee development
needs that will help them strengthen their job-related
skills and competencies
• Prioritizing and developing a plan of action to
achieve the set targets
• Develop tools to facilitate the employees plan
their personal development goals.

18. Checking (Continuous Monitoring)
• Checking means gap analysis.
• It includes conducting ongoing reviews where
employees’ performance is quantitatively measured
against the set standards to see how well they are
meeting the set goals.
• Performance rating is done through the quantitative
data before the time of actual performance appraisal.
• For low performance, and immediate plan of action
is taken.
• A Process of regular feedback is facilitated

19. Acting (Performance Evaluation)
• Acting includes evaluating job performance
against the standards in the employee’s
performance plan.
• Assigning a rating to the employee based on
work performed during the entire appraisal
period.

20. •Recognize and reward outstanding
performance
“People have a tremendous capacity for
outstanding achievement. There are
also many extraordinary capacities that
allow them to become high achievers.”
Steve Brunkhors

21. ABILITY
• Ability is the person's aptitude, as well as the
training and resources supplied by the
organization
• Motivation is the product of desire and
commitment

22. • 100% motivation and 75% ability
• can often achieve above-average performance.
• 100% motivation and 25% ability
• won't be able to achieve the type of
performance you expect, regardless of his or
her level of motivation.

23. Diagnosing Poor Performance
• First understand cause………….
• Then fix problem of poor performance!!!!!!
• Does it come from lack of ability
• Or low motivation?

24. How To Judge Low Ability?
• Low ability may be associated with the
following:
• Over-difficult tasks.
• Low individual aptitude, skill, and knowledge.
• Evidence of strong effort, despite poor
performance.
• Lack of improvement over time.

25. People with low ability
• May have been poorly matched with jobs in the
first place.
• They may have been promoted to a position
that's too demanding for them.
• Or may be they no longer have the support that
previously helped them to perform well.

26. • Remember, the employee's performance is not
intentionally poor – he or she simply lacked the
skills for the position.
• Your goal is to develop the employee, meet
operational needs, and provide meaningful and
rewarding work to everyone involved.

27. Exercise-3.2.2
Trainer to give 20 minutes to trainee groups to think over
the following:-
• Need of performance monitoring-why?
• How to monitor?-Tools.
• How to deal & enhance the performance of low
performers?
• How to maximise the performance of high
performers?
• One group selected at random to present before
the class.

28. Thank You