Kpi for purchasing department
•Download as PPT, PDF•
3 likes•1,120 views
The document discusses key performance indicators (KPIs) for purchasing departments. It provides resources for developing KPIs including lists of example KPIs, performance appraisal metrics, and steps to create KPIs for specific job roles. The document cautions that KPIs should be clearly linked to strategy and designed to empower employees with relevant information. It also outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Report
Share
Report
Share
Recommended
Supplier kpi examples
This document discusses key performance indicator (KPI) examples for suppliers. It provides links to download lists of KPIs, performance appraisal forms and methods. It also outlines steps to create KPIs for specific job roles like construction technician. Potential mistakes in developing KPIs are noted, such as having too many KPIs or not linking them to strategy. Different types of KPIs are defined, including process, input, output, leading, lagging, outcome, qualitative and quantitative.
Preventive maintenance kpi
This document discusses key performance indicators (KPIs) for preventive maintenance. It provides resources for developing KPIs including lists of sample KPIs, performance appraisal metrics, and steps for creating a KPI system. The document emphasizes that KPIs should be clearly linked to strategy and provide answers to important questions while empowering employees. It also outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative.
Vendor management kpi
This document discusses key performance indicators (KPIs) for vendor management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document also discusses common mistakes in creating KPIs, such as having too many KPIs, and ensuring KPIs change based on goals. Different types of KPIs are outlined, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the provided website.
Kpi for procurement
This document discusses key performance indicators (KPIs) for procurement. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Resources for additional KPI materials are provided.
Kpi examples sales
This document discusses key performance indicators (KPIs) and provides examples for developing KPIs for sales and construction technician roles. It outlines common mistakes to avoid when creating KPIs, such as having too many or not linking them to strategies and goals. The document also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Overall, the document provides guidance on developing effective KPIs to evaluate job performance and business objectives.
Distribution kpi
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. The document also outlines steps for creating KPIs, such as defining objectives, identifying key result areas and tasks, and determining methods to measure results. Additionally, it discusses common mistakes to avoid when building KPI systems, such as creating too many KPIs or not linking them to strategy.
Customer service kpi examples
This document discusses key performance indicator (KPI) examples for customer service. It provides links to materials on KPIs including lists of KPIs, performance appraisal metrics, and ebooks. It also discusses how to create KPIs by defining objectives, identifying key result areas and tasks, and determining how to measure results. When building KPI systems, it advises not creating too many KPIs and ensuring they are tailored for different stages. KPIs should be linked to strategy and empower employees. The document also outlines different types of KPIs including process, input, output, leading, lagging, outcome, qualitative, and quantitative.
Kpi examples types of key performance indicators
The document provides examples of key performance indicators (KPIs) in different areas including revenue, cost, process cycle time, customer satisfaction, business processes, service level agreements (SLAs), service quality, efficiency, compliance and budgets. It lists specific KPIs that could be measured for each area such as percentage of processes completed on time, average process age, number of complaints received, and cycle time from request to delivery. The document also discusses indices that can be used for KPIs like tolerating, frustrated and satisfied times.
Recommended
Supplier kpi examples
This document discusses key performance indicator (KPI) examples for suppliers. It provides links to download lists of KPIs, performance appraisal forms and methods. It also outlines steps to create KPIs for specific job roles like construction technician. Potential mistakes in developing KPIs are noted, such as having too many KPIs or not linking them to strategy. Different types of KPIs are defined, including process, input, output, leading, lagging, outcome, qualitative and quantitative.
Preventive maintenance kpi
This document discusses key performance indicators (KPIs) for preventive maintenance. It provides resources for developing KPIs including lists of sample KPIs, performance appraisal metrics, and steps for creating a KPI system. The document emphasizes that KPIs should be clearly linked to strategy and provide answers to important questions while empowering employees. It also outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative.
Vendor management kpi
This document discusses key performance indicators (KPIs) for vendor management. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document also discusses common mistakes in creating KPIs, such as having too many KPIs, and ensuring KPIs change based on goals. Different types of KPIs are outlined, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the provided website.
Kpi for procurement
This document discusses key performance indicators (KPIs) for procurement. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Resources for additional KPI materials are provided.
Kpi examples sales
This document discusses key performance indicators (KPIs) and provides examples for developing KPIs for sales and construction technician roles. It outlines common mistakes to avoid when creating KPIs, such as having too many or not linking them to strategies and goals. The document also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Overall, the document provides guidance on developing effective KPIs to evaluate job performance and business objectives.
Distribution kpi
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. The document also outlines steps for creating KPIs, such as defining objectives, identifying key result areas and tasks, and determining methods to measure results. Additionally, it discusses common mistakes to avoid when building KPI systems, such as creating too many KPIs or not linking them to strategy.
Customer service kpi examples
This document discusses key performance indicator (KPI) examples for customer service. It provides links to materials on KPIs including lists of KPIs, performance appraisal metrics, and ebooks. It also discusses how to create KPIs by defining objectives, identifying key result areas and tasks, and determining how to measure results. When building KPI systems, it advises not creating too many KPIs and ensuring they are tailored for different stages. KPIs should be linked to strategy and empower employees. The document also outlines different types of KPIs including process, input, output, leading, lagging, outcome, qualitative, and quantitative.
Kpi examples types of key performance indicators
The document provides examples of key performance indicators (KPIs) in different areas including revenue, cost, process cycle time, customer satisfaction, business processes, service level agreements (SLAs), service quality, efficiency, compliance and budgets. It lists specific KPIs that could be measured for each area such as percentage of processes completed on time, average process age, number of complaints received, and cycle time from request to delivery. The document also discusses indices that can be used for KPIs like tolerating, frustrated and satisfied times.
Senior administrative officer kpi
This document discusses key performance indicators (KPIs) for senior administrative officers. It provides examples of KPI materials like lists of KPIs, performance appraisals, job skills, and balanced scorecards. It also lists steps for creating KPIs for this position, including defining objectives, identifying key result areas and tasks, and determining how to measure results. Finally, it discusses types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs.
Kpi for manufacturing company
This document discusses key performance indicators (KPIs) for manufacturing companies. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It also discusses best practices for creating effective KPIs, such as linking them to company strategies and ensuring they empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
Kpi for accounts department
This document discusses key performance indicators (KPIs) for an accounts department. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document discusses mistakes to avoid when creating KPIs, such as having too many KPIs, and not linking KPIs to strategy. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the provided website.
Nurse manager kpi
This document discusses key performance indicators (KPIs) for nurse managers. It provides examples of KPIs, outlines steps for creating KPIs for nurse managers, and discusses common mistakes to avoid when developing KPIs. The document recommends that KPIs be clearly linked to strategy and objectives, focus on 3-5 key result areas, and empower employees. Additional KPI materials and resources are referenced.
Brand analyst kpi
This document discusses key performance indicators (KPIs) for brand analysts. It provides information on developing KPIs for evaluating a brand analyst's job performance, including identifying their key result areas and tasks and measuring the results. The document recommends that KPIs be clearly linked to strategy and answer important questions. It also warns against creating too many KPIs and notes that the KPIs should change based on goals. Finally, it outlines different types of KPIs such as process, input, output, leading, and lagging KPIs.
Administrative officer kpi
This document discusses key performance indicators (KPIs) for administrative officers. It provides examples of KPIs, performance appraisal forms, and the steps to create KPIs for an administrative officer position. The document outlines mistakes to avoid when developing KPIs, such as creating too many or not linking them to the organization's strategy. It also describes different types of KPIs, including process, input, output, leading, and lagging KPIs. Visitors are directed to an external website for additional KPI samples and materials.
Print production manager kpi
This document discusses key performance indicators (KPIs) for a print production manager position. It provides examples of KPIs, steps to create KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisal forms, methods, and review phrases.
Kpi for operations
This document discusses key performance indicators (KPIs) for operations. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating metrics to measure results. The document cautions that KPI systems should have a limited number of KPIs focused on the most important areas, and that the KPIs may need to change based on goals and business stages. It also describes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative.
Qa supervisor kpi
This document discusses key performance indicators (KPIs) for a quality assurance (QA) supervisor position. It provides examples of KPIs, steps for creating KPIs for this role, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisal forms, methods, and review phrases.
Customer service specialist kpi
This document discusses key performance indicators (KPIs) for customer service specialists. It provides information on developing KPIs for this position, including identifying key result areas, tasks, and methods for measuring performance. The document also discusses common mistakes in creating KPIs, such as having too many metrics or KPIs that do not change based on goals. Additionally, it describes different types of KPIs like process, input, output, leading, and lagging KPIs.
Customer service agent kpi
This document discusses key performance indicators (KPIs) for customer service agents. It provides examples of common KPIs used to measure customer service agent performance, such as call handle times, customer satisfaction scores, and sales conversions. The document also outlines best practices for developing a KPI system, including linking KPIs to business strategies, focusing on 3-5 key result areas, and designing KPIs that empower employees. Common types of KPIs are described, such as leading indicators, lagging indicators, and qualitative vs. quantitative metrics.
Administrative manager kpi
This document discusses key performance indicators (KPIs) for administrative managers. It provides examples of KPIs, lists the key result areas and tasks that KPIs should measure, and describes best practices for developing KPIs including linking them to organizational strategy and empowering employees. The document also discusses common mistakes in KPI development, such as having too many KPIs, and different types of KPIs including leading, lagging, qualitative and quantitative.
Brand representative kpi
This document discusses key performance indicators (KPIs) for brand representatives. It provides examples of KPI materials that can be used for brand representatives, including lists of KPIs, performance appraisals, job skills, and key result areas. It also gives steps to create KPIs for brand representatives, such as defining objectives and identifying key result areas. Additionally, it discusses mistakes to avoid when creating KPIs, such as having too many KPIs not linked to key result areas. Finally, it provides types of KPIs like process, input, output, leading, and lagging KPIs.
Benefits director kpi
This document discusses key performance indicators (KPIs) for a benefits director position. It provides examples of KPIs, performance appraisal forms, and the key result areas and tasks involved in the role. The document also outlines best practices for developing appropriate KPIs, such as linking them to strategy, focusing on 3-5 key result areas, and ensuring they change based on goals. Common types of KPIs are defined, including process, input, output, leading, and lagging indicators. Steps are provided for creating a KPI system tailored to the benefits director role.
Accounts receivable supervisor kpi
This document provides information and guidance about key performance indicators (KPIs) for an accounts receivable supervisor position. It includes examples of KPIs, performance appraisal methods, and steps to create KPIs for this role. Mistakes to avoid when developing KPIs are also outlined, such as creating too many KPIs or not linking them to key result areas and organizational strategy. Different types of KPIs are defined.
Construction secretary kpi
This document discusses key performance indicators (KPIs) for construction secretaries. It provides steps to create KPIs for construction secretaries, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should change based on goals. It also describes different types of KPIs like process, input, output, leading, and lagging KPIs. The document provides a website for additional KPI materials and samples.
Kpi for marketing
This document discusses key performance indicators (KPIs) for marketing. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Resources for additional KPI materials are provided.
Bank controller kpi
This document discusses key performance indicators (KPIs) for the position of bank controller. It provides information on developing KPIs for a bank controller, including identifying key result areas, tasks, and methods for measuring results. The document cautions that KPIs should be clearly linked to strategy and should empower employees. It also lists different types of KPIs such as process, input, output, leading, and lagging KPIs.
Advertising consultant kpi
This document discusses key performance indicators (KPIs) for advertising consultants. It provides examples of KPIs, lists the steps to create KPIs for this position, discusses common mistakes in developing KPIs, and how KPIs should be designed. The document also categorizes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
Kpi in retail
This document discusses key performance indicators (KPIs) in retail, including lists of common KPIs, performance appraisal metrics, and steps for creating KPIs. It provides information on different types of KPIs such as process, input, output, leading, and lagging KPIs. The document also discusses common mistakes to avoid when developing KPIs, such as creating too many KPIs or not linking them to organizational strategies. Overall, the document serves as a reference guide on developing and using KPIs for performance measurement in retail.
Kpi for it manager
This document discusses key performance indicators (KPIs) for IT managers. It provides information on developing KPIs, including identifying operational objectives, key result areas, tasks, and methods for measuring results. The document notes some common mistakes in creating KPIs, such as having too many KPIs or not adjusting KPIs based on goals. It also discusses designing KPIs to be linked to strategy and to empower employees. Different types of KPIs are outlined, including process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs.
Finance for non
The document outlines a finance training schedule for non-accountants over three days. Day one covers expenses, revenue, assets, liabilities, equity, break even analysis and profit planning. Day two focuses on fixed capital investment, discounted cash flow techniques, equity and borrowings, and project evaluation. Day three includes cash flow projections, financial statements, ratio analysis using the DuPont model, and return on equity analysis.
More Related Content
What's hot
Senior administrative officer kpi
This document discusses key performance indicators (KPIs) for senior administrative officers. It provides examples of KPI materials like lists of KPIs, performance appraisals, job skills, and balanced scorecards. It also lists steps for creating KPIs for this position, including defining objectives, identifying key result areas and tasks, and determining how to measure results. Finally, it discusses types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs.
Kpi for manufacturing company
This document discusses key performance indicators (KPIs) for manufacturing companies. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It also discusses best practices for creating effective KPIs, such as linking them to company strategies and ensuring they empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
Kpi for accounts department
This document discusses key performance indicators (KPIs) for an accounts department. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document discusses mistakes to avoid when creating KPIs, such as having too many KPIs, and not linking KPIs to strategy. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the provided website.
Nurse manager kpi
This document discusses key performance indicators (KPIs) for nurse managers. It provides examples of KPIs, outlines steps for creating KPIs for nurse managers, and discusses common mistakes to avoid when developing KPIs. The document recommends that KPIs be clearly linked to strategy and objectives, focus on 3-5 key result areas, and empower employees. Additional KPI materials and resources are referenced.
Brand analyst kpi
This document discusses key performance indicators (KPIs) for brand analysts. It provides information on developing KPIs for evaluating a brand analyst's job performance, including identifying their key result areas and tasks and measuring the results. The document recommends that KPIs be clearly linked to strategy and answer important questions. It also warns against creating too many KPIs and notes that the KPIs should change based on goals. Finally, it outlines different types of KPIs such as process, input, output, leading, and lagging KPIs.
Administrative officer kpi
This document discusses key performance indicators (KPIs) for administrative officers. It provides examples of KPIs, performance appraisal forms, and the steps to create KPIs for an administrative officer position. The document outlines mistakes to avoid when developing KPIs, such as creating too many or not linking them to the organization's strategy. It also describes different types of KPIs, including process, input, output, leading, and lagging KPIs. Visitors are directed to an external website for additional KPI samples and materials.
Print production manager kpi
This document discusses key performance indicators (KPIs) for a print production manager position. It provides examples of KPIs, steps to create KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisal forms, methods, and review phrases.
Kpi for operations
This document discusses key performance indicators (KPIs) for operations. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating metrics to measure results. The document cautions that KPI systems should have a limited number of KPIs focused on the most important areas, and that the KPIs may need to change based on goals and business stages. It also describes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative.
Qa supervisor kpi
This document discusses key performance indicators (KPIs) for a quality assurance (QA) supervisor position. It provides examples of KPIs, steps for creating KPIs for this role, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples and materials related to performance appraisal forms, methods, and review phrases.
Customer service specialist kpi
This document discusses key performance indicators (KPIs) for customer service specialists. It provides information on developing KPIs for this position, including identifying key result areas, tasks, and methods for measuring performance. The document also discusses common mistakes in creating KPIs, such as having too many metrics or KPIs that do not change based on goals. Additionally, it describes different types of KPIs like process, input, output, leading, and lagging KPIs.
Customer service agent kpi
This document discusses key performance indicators (KPIs) for customer service agents. It provides examples of common KPIs used to measure customer service agent performance, such as call handle times, customer satisfaction scores, and sales conversions. The document also outlines best practices for developing a KPI system, including linking KPIs to business strategies, focusing on 3-5 key result areas, and designing KPIs that empower employees. Common types of KPIs are described, such as leading indicators, lagging indicators, and qualitative vs. quantitative metrics.
Administrative manager kpi
This document discusses key performance indicators (KPIs) for administrative managers. It provides examples of KPIs, lists the key result areas and tasks that KPIs should measure, and describes best practices for developing KPIs including linking them to organizational strategy and empowering employees. The document also discusses common mistakes in KPI development, such as having too many KPIs, and different types of KPIs including leading, lagging, qualitative and quantitative.
Brand representative kpi
This document discusses key performance indicators (KPIs) for brand representatives. It provides examples of KPI materials that can be used for brand representatives, including lists of KPIs, performance appraisals, job skills, and key result areas. It also gives steps to create KPIs for brand representatives, such as defining objectives and identifying key result areas. Additionally, it discusses mistakes to avoid when creating KPIs, such as having too many KPIs not linked to key result areas. Finally, it provides types of KPIs like process, input, output, leading, and lagging KPIs.
Benefits director kpi
This document discusses key performance indicators (KPIs) for a benefits director position. It provides examples of KPIs, performance appraisal forms, and the key result areas and tasks involved in the role. The document also outlines best practices for developing appropriate KPIs, such as linking them to strategy, focusing on 3-5 key result areas, and ensuring they change based on goals. Common types of KPIs are defined, including process, input, output, leading, and lagging indicators. Steps are provided for creating a KPI system tailored to the benefits director role.
Accounts receivable supervisor kpi
This document provides information and guidance about key performance indicators (KPIs) for an accounts receivable supervisor position. It includes examples of KPIs, performance appraisal methods, and steps to create KPIs for this role. Mistakes to avoid when developing KPIs are also outlined, such as creating too many KPIs or not linking them to key result areas and organizational strategy. Different types of KPIs are defined.
Construction secretary kpi
This document discusses key performance indicators (KPIs) for construction secretaries. It provides steps to create KPIs for construction secretaries, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should change based on goals. It also describes different types of KPIs like process, input, output, leading, and lagging KPIs. The document provides a website for additional KPI materials and samples.
Kpi for marketing
This document discusses key performance indicators (KPIs) for marketing. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Resources for additional KPI materials are provided.
Bank controller kpi
This document discusses key performance indicators (KPIs) for the position of bank controller. It provides information on developing KPIs for a bank controller, including identifying key result areas, tasks, and methods for measuring results. The document cautions that KPIs should be clearly linked to strategy and should empower employees. It also lists different types of KPIs such as process, input, output, leading, and lagging KPIs.
Advertising consultant kpi
This document discusses key performance indicators (KPIs) for advertising consultants. It provides examples of KPIs, lists the steps to create KPIs for this position, discusses common mistakes in developing KPIs, and how KPIs should be designed. The document also categorizes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
Kpi in retail
This document discusses key performance indicators (KPIs) in retail, including lists of common KPIs, performance appraisal metrics, and steps for creating KPIs. It provides information on different types of KPIs such as process, input, output, leading, and lagging KPIs. The document also discusses common mistakes to avoid when developing KPIs, such as creating too many KPIs or not linking them to organizational strategies. Overall, the document serves as a reference guide on developing and using KPIs for performance measurement in retail.
What's hot (20)
Viewers also liked
Kpi for it manager
This document discusses key performance indicators (KPIs) for IT managers. It provides information on developing KPIs, including identifying operational objectives, key result areas, tasks, and methods for measuring results. The document notes some common mistakes in creating KPIs, such as having too many KPIs or not adjusting KPIs based on goals. It also discusses designing KPIs to be linked to strategy and to empower employees. Different types of KPIs are outlined, including process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs.
Finance for non
The document outlines a finance training schedule for non-accountants over three days. Day one covers expenses, revenue, assets, liabilities, equity, break even analysis and profit planning. Day two focuses on fixed capital investment, discounted cash flow techniques, equity and borrowings, and project evaluation. Day three includes cash flow projections, financial statements, ratio analysis using the DuPont model, and return on equity analysis.
Kpi forms
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining measurement methods to create KPIs for specific job roles. The document also discusses common mistakes in KPI development, such as creating too many KPIs, and how KPIs should be linked to strategy and empower employees. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
10 years' transformation
The document describes a 55-year-old man in 2010 compared to himself at 45 years old in 1990. While they were almost similar in appearance, the 2010 version had better muscle definition from exercising daily, being more focused, not smoking, and eating a balanced diet rather than being stressed, chain-smoking, and eating too much good food daily like in 1990.
remixedworkplace
This document discusses remixing one's mindset and workplace for the modern era. It will cover what will be learned, immediate actions one can take, and why changing is important. Old ways of thinking and working must evolve as times have changed. Successful organizations reinvent themselves to meet new demands while keeping their core values. An open and connected mindset is encouraged to find innovative opportunities and not get left behind. Participants will learn how to remix their network and connections to better suit today's workplace. Change is necessary to adapt jobs and the way people work to the modern world. People are encouraged to take what's useful from the past but also add their own insights.
Which one is anwar ibrahim
Anwar Ibrahim is a Malaysian politician who has been the leader of the opposition Pakatan Harapan coalition since 2015. He previously served as Deputy Prime Minister from 1993 to 1998 prior to being convicted of corruption and sodomy. There is ongoing debate in Malaysia over Anwar Ibrahim's leadership and role in the country's political future.
Ncr #2608607 V1 Labour Jurisdictions 2
The document outlines different labour jurisdictions in Canada including federal and provincial. Under federal jurisdiction, 10% of Canadian workers fall under laws like the Canada Labour Code and Canada Labour Standards Act. Federally regulated industries include banks, transportation and crown corporations. Provincially, jurisdiction includes most workplaces. Ontario laws mentioned include the Labour Relations Act, Employment Standards Act and Occupational Health and Safety Act. Grievance procedures are described for different types of cases involving discipline, probation, and contract interpretation.
100 memorable malaysian women
The document profiles 101 memorable Malaysian women to celebrate 100 years of feminist activism in Malaysia. It provides brief biographies of 3 Malaysian women who have contributed significantly to women's rights and society: Rasammah Naomi Navarednam, known as Mrs. F.R. Bhupalan, who was a pioneer in the women's rights movement and education reform in Malaysia; Datuk Ramani Gurusamy, who has advocated for women's rights and empowerment for over 35 years; and Maria Chin Abdullah, a prominent lawyer and voice for women's rights in Malaysia through her work with various non-governmental organizations.
Kpi for finance
This document discusses key performance indicators (KPIs) for finance roles. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document cautions against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
May 13 articles and various reports
The document provides background on the events leading up to the May 13, 1969 racial riots in Malaysia. It summarizes that political tensions were rising after the opposition gained success in the 1969 election. UMNO youth and leaders schemed to force a regime change by approving an opposition celebration that they expected would lead to violence. Their expectations were realized, as racial riots broke out in Kuala Lumpur on May 13, leaving the government weakened and transitioning power to a new leadership.
Proton performance over the years
Performance of Proton through the various periods. Perhaps this would be able to shed some light on the current situation.
Hr Strategic Plan Dec 5 2009
Hear-Right Adaptive Technologies established a human resources strategy for 2010 focusing on rapid growth, developing core HR policies and programs, and creating a positive work environment. Key objectives included developing corporate policies and procedures, recruitment initiatives, and training programs to support strategic expansion and develop talent. The strategy outlined pillars like communications, compensation, workplace environment, and training to establish a progressive HR management approach for the growing organization.
Financial controller kpi
This document discusses key performance indicators (KPIs) for a financial controller position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how KPIs should be designed. The document recommends visiting kpi123.com for additional KPI samples and materials related to performance reviews, appraisal forms, and interview questions.
Critical thinking & communication skills rev5.24.10
Leadership skills 101 - critical thinking and its importance to effective management; clarifying and confirming
Strategi Pemasaran
The document discusses strategic marketing strategies. It covers topics such as market segmentation, targeting customers, positioning products, and developing marketing budgets. The key aspects are analyzing the market, identifying customer segments, determining marketing objectives, and formulating a strategic marketing plan.
Balanced Scorecard
This document outlines a balanced scorecard strategy map for a manufacturing organization. The map has four perspectives - financial, customer, internal processes, and learning and growth. The financial perspective aims for a return on capital employed over 15% and revenue growth. The customer perspective focuses on enhancing customer value and brand. The internal perspective emphasizes operational excellence, innovation, alliances and social responsibility. The learning and growth perspective covers developing skills, information systems, and strategic alignment across functions.
Financial Key Performance Indicators
This document defines and provides the calculations for various financial key performance indicators (KPIs) used to measure business performance, including:
1) Percent of actual bills compared to expected bills measures billing efficiency by comparing actual invoices generated to planned invoices.
2) Accounts payable turnover ratio indicates how quickly a company pays its bills by comparing period purchases to ending accounts payable balance.
3) Acid test ratio compares current assets that can be quickly converted to cash to current liabilities to measure short-term liquidity.
Kpi for accounting department
This document discusses key performance indicators (KPIs) for accounting departments. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and job skills. It also describes the steps to create KPIs for specific positions and common mistakes to avoid, such as having too many KPIs or ones that do not change based on goals. Finally, it outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
Choosing New HR Software
Forget SAP, Oracle HR or PeopleSoft when choosing your new HR software. Modern HR IT solutions are not monolithic, they are web-based, offer HR self-service solutions for employees and managers.
They are cheaper to maintain and they have low implementation costs.
Think twice before selecting a new solution.
Training Need Analysis - Apr 2012
The document outlines a 6-step process for conducting a training needs analysis (TNA):
1. Analyze organizational performance and identify gaps compared to benchmarks.
2. Analyze individual job performance and competency profiles to identify gaps.
3. Translate performance gaps into competency gaps for critical job holders.
4. Determine training needs to address competency gaps.
5. Justify training solutions through a return on investment analysis.
6. Evaluate training impact on closing competency and performance gaps.
Viewers also liked (20)
Critical thinking & communication skills rev5.24.10
Critical thinking & communication skills rev5.24.10
More from dubihugeharris
Kpi for marketing manager
This document discusses key performance indicators (KPIs) for marketing managers. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and methods. It describes the steps to create KPIs for specific job roles and discusses common mistakes to avoid, such as having too many KPIs or ones that do not link to strategy. Finally, it outlines different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative metrics.
Kpi for manufacturing
This document discusses key performance indicators (KPIs) for manufacturing. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. The document recommends that KPIs should be clearly linked to strategy and answer important questions to empower employees.
Kpi for it
This document discusses key performance indicators (KPIs) for information technology roles. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Kpi for ceo
This document discusses key performance indicators (KPIs) for CEOs. It provides resources for developing KPIs, including lists of sample KPIs, performance appraisal metrics, and frameworks like the balanced scorecard. It also discusses best practices for creating effective KPIs, such as linking them to organizational strategy and designing them to empower employees. Different types of KPIs are outlined, including leading indicators, lagging indicators, qualitative and quantitative measures. Steps for developing KPIs for specific job roles like construction technician are also presented.
Kpi for accounts payable
This document discusses key performance indicators (KPIs) for accounts payable. It provides information on developing KPIs, including identifying operational objectives, key result areas, tasks, and methods for measuring results. The document also discusses common mistakes in creating KPIs, such as having too many KPIs, and ensuring KPIs change to suit goals. Different types of KPIs are outlined, including process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs are provided.
Kpi finance department
This document discusses key performance indicators (KPIs) for finance departments. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
Kpi examples for sales
This document discusses key performance indicators (KPIs) for sales roles. It provides examples of KPIs and describes different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. The document also outlines steps for creating KPIs and common mistakes to avoid, such as having too many KPIs or not linking them to strategy. Additional resources on KPIs are referenced that can be found on the kpi123.com website.
Kpi dictionary
This document discusses key performance indicators (KPIs) and provides information about creating a KPI dictionary. It lists types of materials available for KPIs, including lists of KPIs, performance appraisal metrics, and ebooks. It also outlines steps for creating KPIs for specific job positions, common mistakes to avoid, how to design effective KPIs, and different types of KPIs such as leading and lagging indicators. The overall goal is to help users understand how to develop a comprehensive set of KPIs to measure and improve organizational and employee performance.
Kpi design
This document discusses key performance indicator (KPI) design. It provides information on steps to create KPIs, common mistakes in KPI creation, how to design effective KPIs, and different types of KPIs such as process, input, output, leading, lagging, outcome, qualitative, and quantitative KPIs. The document recommends defining objectives, key result areas, tasks, and methods to measure results when building a KPI system. It also advises creating KPIs linked to strategy and that empower employees.
More from dubihugeharris (9)
Kpi for purchasing department
- 1. kpi for purchasing department In this ppt file, you can ref materials for kpi for purchasing department such as list of KPIs, performance appraisal metrics, job skills, KRAs, BSC… For more kpi for purchasing department materials such as free 4 ebooks below, please visit: kpi123.com • List of free 2436 KPIs • Top 28 performance appraisal forms • 11 performance appraisal methods • 1125 performance review phrases Top materials: List of free 2436 KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 2. Steps to create KPIs 1. To build KPI system for this position, you can follow the steps below: 2. Define operational objectives for Construction technician monthly, quarterly, 6 months, yearly. 3. Identify Key Result Areas for the Construction technician. 4. Identify tasks list. 5. Determine work procedure for each KRA, each task. 6. Identify methods to measure the results of each KRA, task, procedure. 7. Create Construction technician KPIs Top materials: List of free 2436 KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 3. Mistakes in creating KPIs Building KPI system plays an important role in evaluating job performance of individual parts, divisions and the company’s objectives and performance management system in general. The development of KPI metrics help to create measurement systems, information systems throughout the organization. 1. When building KPI system, you should note the following factors: 2. Do not create too many KPI, KPI be built around 3-5 KRAs. 3. KPI should change to suit each stage (depending on your goals). Top materials: List of free 2436 KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 4. How to design KPIs 1. KPIs should be clearly linked to the strategy, i.e. the things that matter the most. 2. KPIs have to provide the answers to our most important questions. 3. KPIs should be primarily designed to empower employees and provide them with the relevant information to learn. Top materials: List of free 2436 KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 5. Interview questions and answers – free download/ pdf and ppt file Types of KPIs: 1. Process KPIs - measure the efficiency or productivity of a business process. Examples - Days to deliver an order. 2. Input KPIs - measure assets and resources invested in or used to generate business results. Examples - Dollars spent on research and development, Funding for employee training, Quality of raw materials. 3. Output KPIs - measure the financial and nonfinancial results of business activities. Examples - Revenues, Number of new customers acquired. 4. Leading KPI - measure activities that have a significant effect on future performance. Drive the performance of the outcome measure, being predictor of success or failure. Top materials: List of free 2436 KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods
- 6. Types of KPIs (continue…): 5. Lagging KPI - is a type of indicator that reflect the success or failure after an event has been consumed. Such as most financial KPIs, measure the output of past activity. 6. Outcome KPI - Reflects overall results or impact of the business activity in terms of generated benefits, as a quantification of performance. Examples are customer retention, brand awareness. 7. Qualitative KPI - A descriptive characteristic, an opinion, a property or a trait. Examples are employee satisfaction through surveys which gives a qualitative report. 8. Quantitative KPI - A measurable characteristic, resulted by counting, adding, or averaging numbers. Quantitative data is most common in measurement and therefore forms the backbone of most KPIs. Top materials: List of free 2436 KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file