The document discusses Key People Indicator (KPI), a metric-driven approach to identifying influential people in an organization. KPI uses surveys to collect feedback on individuals and helps organizations connect the right people, understand skills and capabilities, and break down silos. An example is provided where KPI identified open-to-change managers as key influencers to include in a change initiative. This resulted in reducing resistance to change and increasing the rate of change. KPI provides insights into an organization's influencers, experts, capabilities, and silos to help with challenges like change management, skill development, personnel decisions, and new executive onboarding.

2. Key People Indicator

3. KPI is a metric-driven approach
to identifying the key players in
an organization so you can:
Connect the right people to
each other
Understand organizational
skills and capabilities
Break down the silos that limit
communication
What is the Key People Indicator?

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Consider an Example
Situation
An organization wants to know which
managers have the most impact and
influence.
Action
Using KPI’s survey platform, reviewers
provided feedback on the following
item:
“Positively motivates team to achieve
superior results”
Result
“Your results had definite impact with our
management as they let this manager go immediately,
and everyone in the department verbally cheered as
this person has been cancerous to the organization
for over 20 years.”
Kathy Goldreich
SVP Learning & Development at Citigroup

5. Identifying Key
Influencers
Assessing Org.
Capabilities/Skills
Connecting the
Right People
Making Effective
Personnel Decisions
Figuring out who really drives performance in
the organization
Identifying experience and skill gaps for
effective development planning
Making informed decisions about which
groups/personnel to move around
Getting newcomers up to speed by connecting
them with the right people
Challenges Organizations Face

6. Case Study
Who are the key influencers that must be included in a major change initiative?

7. Implementing Change
Situation
An organization wanted to know which people most influence change, so they
could be included in the key components of an upcoming initiative. These people
must fit the following criteria:
 be open to change
 be a subject matter expert
 be able to transfer knowledge to others
Desired Outcomes
Reduce iterative enhancements
Lower resistance from stakeholders
Increase the rate of change

8. Implementing Change
Action
Key People Indicator was used to collect rater-driven (unsolicited) feedback:
The KPI dashboard allows us to view item-specific scoring, so we can find the
right people to include in this change initiative!
Items Included in the Survey Why This Matters
How open is this person to new ideas?
This tells us who the “early adopters” and “resistors” are (those
who drive the success or failure of the initiative)
Is this person a subject matter expert?
This tells us who possesses the knowledge and information
needed to guide the initiative
Does this person assist others in learning?
This tells us who the real teachers and trainers are, so we can
roll out change more effectively in the org.

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How open is this person to new ideas?
Larger circle = more feedback!
Green = more positive feedback
Red = less positive feedback
____________________________
Who are the early adopters?
• 79
• 25
• 81
Who are the key resistors?
• 151
• 98
• 35
120

10. Is this person a subject matter expert?
Larger circle = more feedback!
Green = more positive feedback
Red = less positive feedback
____________________________
Who are the experts?
• 79
• 25
• 51
• 13
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15

11. Does this person assist others in learning?
Larger circle = more feedback!
Green = more positive feedback
Red = less positive feedback
____________________________
Who are the teachers?
• 79
• 151
• 51
• 73

12. Identifying Silos- Macro view
Report (macro-view)• Report shows which teams
received feedback
• Project Management
received a lot of feedback
• Sales and IT are both highly
siloed groups
• Sales and Product teams
don’t share feedback
Based on this report, which
silos are most significant in
this organization?
Silos
HR
MARKETING
SALES
OPERATIONS
IT
PRODUCT
CORPORATE
PROJECT
MANAGEMENT

13. Challenges Organizations Face

14. Strategic Applications of KPI
Training Needs
Visiting Executives
Skill Inventory Mentoring
M&A
Change Agents Succession Planning New Executive
Find the SilosProduct Development
Organizational Design

15. The KPI Difference

16. How KPI Works
1. Organization's Challenge(s) Identified
2. KPI Survey Items Designed
3. KPI Survey Platform Opens
4. Raters Complete Surveys Anonymously
5. KPI Survey Platform Closes
6. Individual Feedback Reports Shared
7. Organizational Insights Delivered
8. Organization's Challenge(s) Resolved

17. Typical 360 Process Key People Indicator Process
1. Invitation to select raters 1. Rater invitation to provide feedback
2. Rater selection reminders 2. Provide feedback reminders
3. Selection of raters 3. Survey cut off
4. Rater invitation to provide feedback
5. Provide feedback reminders
6. Survey cut off
4-6 weeks
Purposed for individual performance or
development
Cycle time reduced to 7-10 days
Organizational level insights and
individual feedback
Process Comparison

18. KPI Scoring
• Each item is independently
scored
• +1 = highest overall ratings
given by raters
• -1 = lowest overall ratings
given by raters
• 0 = all other ratings
• Individual scores are
averaged across related
raters (+1, +1, 0,0,0 = 0.4)
• Normalized distribution used
to determine cutoff (+/- 0.3)
• Green = < 0.3
• Yellow = -.0.3 - +0.3
• Red = > -0.3
79151
51
13
81
73
120
85
35
60
19
52
149
11
106
133
153
55
80
7
41
14331
136
2
33
76
3
128
159
10283
114
74
40
145
144
121
25
4
1
69
91
107
115141
93
29
154 10
98
12
89
99
61
57
94
72
48
126
103
34
156
58
110
160
97
49
18
108
122
88
14
96
139
130
148
105
135
125
78
124
17
50
131
109
123 66
15
Report (micro-view)
each # is a person who received feedback

19. KPI doesn’t take a “one size fits all” approach. Instead, KPI is designed to leverage
dynamic combinations of general and customized items:
• Executives and Managers shouldn’t receive feedback on the exact same items!
• Finance and Sales professionals shouldn’t receive feedback on the same items!
Here’s an example of a 6-item survey. Everyone gets feedback on the same 2 Overall items, but the
remaining 4 vary by level and function:
Dynamic Items
Item Types
General (or Overall items)
Overall Item 1
Overall Item 2
Custom (that vary by
level and function)
By Level
Executive Item 3 Manager Item 3 Individual Contributor Item 3
Executive Item 4 Manager Item 4 Individual Contributor Item 4
By Function
Finance Item 5 Sales Item 5 Tech Item 5
Finance Item 6 Sales Item 6 Tech Item 6

20. How Would This Change Your
Organization?

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