short presentation was made to response the request of Management where I am working how to provide non subjective staff assessment in my section. some, inspired by manajemenkinerja.com
This document discusses key performance indicators (KPIs) for an HR assistant position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends keeping the number of KPIs limited to 3-5, ensuring they are linked to strategy and provide answers to important questions. It also lists different types of KPIs and provides resources for additional KPI materials.
Dokumen tersebut membahas tentang optimalisasi penilaian kinerja (performance appraisal) dengan menggunakan KPI (Key Performance Indicators). Saat ini penilaian kinerja masih mengandung subjektivitas dan belum ada standar indikator kinerja yang jelas. Dianjurkan untuk menggunakan KPI yang terkait dengan strategi perusahaan dan dapat diukur secara spesifik, terukur, dapat dicapai, dapat diandalkan, dan terbatas waktu.
The document discusses developing an HR scorecard to measure performance against strategic objectives. It presents an HR strategy map with objectives in the financial, internal processes, learning and growth, and customer perspectives. It then shows an HR scorecard template that lists strategic objectives like driving shareholder value, enhancing employee productivity, and developing strong talent management practices. For each objective it identifies key performance indicators that can be tracked.
I will provide you with a systematic process to implement and sustain successful FCR in your company. The following aspects and areas should be considered in First Call Resolution analysis with the Six Sigma Methodology.
This document introduces Key Performance Indicators (KPIs) and provides details about how to establish an effective KPI system. It defines KPIs as metrics used to evaluate factors crucial for organizational success. It also describes performance plans that outline expectations and appraisals that provide feedback. Additionally, it notes that KPIs and appraisals are tied to rewards and consequences for individuals and inform organizational planning. The document recommends setting clear, measurable targets and encouraging communication to improve appraisal effectiveness and employee satisfaction. Finally, it provides an example of how to establish KPIs at different levels of an organization to meet overall business objectives.
This document discusses key performance indicators (KPIs) for human resources departments. 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 based on goals. Examples of different types of KPIs are provided, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the listed website.
This document discusses key performance indicators (KPIs) for an HR assistant position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends keeping the number of KPIs limited to 3-5, ensuring they are linked to strategy and provide answers to important questions. It also lists different types of KPIs and provides resources for additional KPI materials.
Dokumen tersebut membahas tentang optimalisasi penilaian kinerja (performance appraisal) dengan menggunakan KPI (Key Performance Indicators). Saat ini penilaian kinerja masih mengandung subjektivitas dan belum ada standar indikator kinerja yang jelas. Dianjurkan untuk menggunakan KPI yang terkait dengan strategi perusahaan dan dapat diukur secara spesifik, terukur, dapat dicapai, dapat diandalkan, dan terbatas waktu.
The document discusses developing an HR scorecard to measure performance against strategic objectives. It presents an HR strategy map with objectives in the financial, internal processes, learning and growth, and customer perspectives. It then shows an HR scorecard template that lists strategic objectives like driving shareholder value, enhancing employee productivity, and developing strong talent management practices. For each objective it identifies key performance indicators that can be tracked.
I will provide you with a systematic process to implement and sustain successful FCR in your company. The following aspects and areas should be considered in First Call Resolution analysis with the Six Sigma Methodology.
This document introduces Key Performance Indicators (KPIs) and provides details about how to establish an effective KPI system. It defines KPIs as metrics used to evaluate factors crucial for organizational success. It also describes performance plans that outline expectations and appraisals that provide feedback. Additionally, it notes that KPIs and appraisals are tied to rewards and consequences for individuals and inform organizational planning. The document recommends setting clear, measurable targets and encouraging communication to improve appraisal effectiveness and employee satisfaction. Finally, it provides an example of how to establish KPIs at different levels of an organization to meet overall business objectives.
This document discusses key performance indicators (KPIs) for human resources departments. 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 based on goals. Examples of different types of KPIs are provided, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Additional resources on KPIs can be found on the listed website.
Ringkasan dokumen tersebut adalah:
KPI (Key Performance Indicator) digunakan untuk mengukur kinerja perusahaan sesuai dengan tujuan dan visi misi. KPI harus spesifik, terukur, dapat dicapai, dapat diandalkan, dan memiliki batas waktu. KPI dapat dibangun berdasarkan Balance Scorecard yang mencakup finansial, pelanggan, proses bisnis, dan pembelajaran organisasi.
This document discusses key performance ratios (KPRs) and how they can help businesses. It begins by stating the objectives of understanding how to identify KPRs and use them to focus staff on business strategy. It then outlines an agenda covering what KPRs are, why businesses need them, different types of KPRs, how to generate and choose KPRs, and implementing them. The rest of the document provides details on these topics, including examples of KPRs for different industries and guidance on developing KPRs aligned with business goals and strategy.
The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.
This document discusses key performance indicators (KPIs) for an HR generalist position. It provides examples of KPIs, outlines steps for creating KPIs for an HR generalist, discusses common mistakes in developing KPIs, and how KPIs should be designed. The document recommends visiting an external website for additional KPI samples, performance appraisal forms, review methods and phrases to use when evaluating an HR generalist's performance.
This document discusses key performance indicators (KPIs) for human resources managers. It provides information on developing KRAs and KPIs for HR managers, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends that KPIs be clearly linked to strategy and focus on 3-5 key areas. It directs the reader to an external website for additional HR manager KPI samples and materials.
The document provides an overview of Lominger, a company that offers competency-based human resources tools. It was founded in 1991 by researchers seeking to turn extensive leadership research into practical HR tools. Lominger offers a comprehensive suite of integrated assessment, development, and succession planning tools based on validated competency models. Their tools are designed to help organizations improve performance by aligning HR systems like selection, performance management, and development with competencies linked to organizational success.
The document discusses transforming employee performance management from a traditional appraisal system to a KPI-based system. It proposes implementing the new system in stages, starting with manager and specialist positions. The summary includes:
1. It outlines a proposed performance management cycle that involves continuous feedback, mid-year reviews, and final appraisals to set objectives, provide coaching, and evaluate performance.
2. Objectives and KPIs would be set based on cascading department and organizational goals. Performance would be evaluated based on achieving objectives and competencies.
3. The new system aims to link individual performance more closely to organizational strategy and goals through setting measurable objectives and KPIs at all levels.
The document provides an overview of job evaluation processes and systems through a comparative study. It describes job evaluation as systematically determining the relative worth of jobs in an organization. The key purposes are to establish a rational pay structure and achieve equitable distribution of wages. Several common job evaluation methods are examined, including Paterson, Hay, Peromnes, and Castellion systems. Each method evaluates jobs based on different compensable factors like decision-making, skills, knowledge, responsibilities. The document also compares the strengths and weaknesses of different approaches and provides examples of how job grades correspond across evaluation systems.
This document provides a catalogue of key performance indicators (KPIs) for measuring various aspects of an organization's human resources function. It lists KPIs in several categories related to employees, including productivity, costs, turnover, recruitment, skills availability, training impact and satisfaction, career development, motivation, and promotion opportunities. The KPIs are meant to help HR benchmark performance against competitors and identify areas for improvement.
The document discusses using a balanced scorecard approach to manage corporate performance. It describes the balanced scorecard as having four perspectives - financial, customer, internal business processes, and learning and growth. Key performance indicators are identified for each perspective. The balanced scorecard helps companies translate their strategy into specific goals and measures across all important aspects of the organization.
The document discusses key performance indicators (KPIs) for an HR assistant manager position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples, performance appraisal forms, review methods and phrases to use when evaluating an HR assistant manager's performance.
The document discusses internal audit effectiveness and quality assessment (IAEQA). IAEQA involves evaluating the effectiveness, efficiency, and quality of an organization's internal audit function. It assesses compliance with internal auditing standards and benchmarks the function against a balanced scorecard approach. The methodology uses a holistic evaluation of the internal audit process, coverage, findings, skills, and compliance with standards. Key components reviewed include the internal audit process, compliance with standards, skills/competence, structure, cross-functional engagement, and board oversight. Specific tactical audit areas are also assessed by re-performing audit procedures and critically reviewing findings. The outcome is an internal audit effectiveness scorecard and action plan to improve areas.
[Ringkasan]
Tiga faktor utama yang mempengaruhi pemilihan jenis pengangkutan ialah kos, jarak perjalanan, dan kesegeraan penghantaran barang. Jenis barang yang diangkut juga perlu dipertimbangkan untuk memilih pengangkutan yang sesuai.
Ringkasan dokumen tersebut adalah:
KPI (Key Performance Indicator) digunakan untuk mengukur kinerja perusahaan sesuai dengan tujuan dan visi misi. KPI harus spesifik, terukur, dapat dicapai, dapat diandalkan, dan memiliki batas waktu. KPI dapat dibangun berdasarkan Balance Scorecard yang mencakup finansial, pelanggan, proses bisnis, dan pembelajaran organisasi.
This document discusses key performance ratios (KPRs) and how they can help businesses. It begins by stating the objectives of understanding how to identify KPRs and use them to focus staff on business strategy. It then outlines an agenda covering what KPRs are, why businesses need them, different types of KPRs, how to generate and choose KPRs, and implementing them. The rest of the document provides details on these topics, including examples of KPRs for different industries and guidance on developing KPRs aligned with business goals and strategy.
The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.
This document discusses key performance indicators (KPIs) for an HR generalist position. It provides examples of KPIs, outlines steps for creating KPIs for an HR generalist, discusses common mistakes in developing KPIs, and how KPIs should be designed. The document recommends visiting an external website for additional KPI samples, performance appraisal forms, review methods and phrases to use when evaluating an HR generalist's performance.
This document discusses key performance indicators (KPIs) for human resources managers. It provides information on developing KRAs and KPIs for HR managers, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document recommends that KPIs be clearly linked to strategy and focus on 3-5 key areas. It directs the reader to an external website for additional HR manager KPI samples and materials.
The document provides an overview of Lominger, a company that offers competency-based human resources tools. It was founded in 1991 by researchers seeking to turn extensive leadership research into practical HR tools. Lominger offers a comprehensive suite of integrated assessment, development, and succession planning tools based on validated competency models. Their tools are designed to help organizations improve performance by aligning HR systems like selection, performance management, and development with competencies linked to organizational success.
The document discusses transforming employee performance management from a traditional appraisal system to a KPI-based system. It proposes implementing the new system in stages, starting with manager and specialist positions. The summary includes:
1. It outlines a proposed performance management cycle that involves continuous feedback, mid-year reviews, and final appraisals to set objectives, provide coaching, and evaluate performance.
2. Objectives and KPIs would be set based on cascading department and organizational goals. Performance would be evaluated based on achieving objectives and competencies.
3. The new system aims to link individual performance more closely to organizational strategy and goals through setting measurable objectives and KPIs at all levels.
The document provides an overview of job evaluation processes and systems through a comparative study. It describes job evaluation as systematically determining the relative worth of jobs in an organization. The key purposes are to establish a rational pay structure and achieve equitable distribution of wages. Several common job evaluation methods are examined, including Paterson, Hay, Peromnes, and Castellion systems. Each method evaluates jobs based on different compensable factors like decision-making, skills, knowledge, responsibilities. The document also compares the strengths and weaknesses of different approaches and provides examples of how job grades correspond across evaluation systems.
This document provides a catalogue of key performance indicators (KPIs) for measuring various aspects of an organization's human resources function. It lists KPIs in several categories related to employees, including productivity, costs, turnover, recruitment, skills availability, training impact and satisfaction, career development, motivation, and promotion opportunities. The KPIs are meant to help HR benchmark performance against competitors and identify areas for improvement.
The document discusses using a balanced scorecard approach to manage corporate performance. It describes the balanced scorecard as having four perspectives - financial, customer, internal business processes, and learning and growth. Key performance indicators are identified for each perspective. The balanced scorecard helps companies translate their strategy into specific goals and measures across all important aspects of the organization.
The document discusses key performance indicators (KPIs) for an HR assistant manager position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how to design effective KPIs. The document recommends visiting an external website for additional KPI samples, performance appraisal forms, review methods and phrases to use when evaluating an HR assistant manager's performance.
The document discusses internal audit effectiveness and quality assessment (IAEQA). IAEQA involves evaluating the effectiveness, efficiency, and quality of an organization's internal audit function. It assesses compliance with internal auditing standards and benchmarks the function against a balanced scorecard approach. The methodology uses a holistic evaluation of the internal audit process, coverage, findings, skills, and compliance with standards. Key components reviewed include the internal audit process, compliance with standards, skills/competence, structure, cross-functional engagement, and board oversight. Specific tactical audit areas are also assessed by re-performing audit procedures and critically reviewing findings. The outcome is an internal audit effectiveness scorecard and action plan to improve areas.
[Ringkasan]
Tiga faktor utama yang mempengaruhi pemilihan jenis pengangkutan ialah kos, jarak perjalanan, dan kesegeraan penghantaran barang. Jenis barang yang diangkut juga perlu dipertimbangkan untuk memilih pengangkutan yang sesuai.
HUKUM PENGANGKUTAN Klik : https://www.masterfair.xyz/Fair Nurfachrizi
Dokumen tersebut membahas hukum pengangkutan dan prinsip-prinsip tanggung jawab dalam hukum pengangkutan. Secara singkat, dibahas tentang pengertian pengangkutan dan hukum pengangkutan, subyek-subyek dalam pengangkutan seperti pengangkut, pengirim, dan penumpang, serta prinsip-prinsip tanggung jawab pengangkut seperti tanggung jawab berdasarkan kesalahan dan praduga tanggung jaw
Skripsi "Perlindungan Hukum Terhadap Konsumen ( Dalam Perjanjian Jual beli te...Taufik Rahman
Perlindungan hukum konsumen dalam perjanjian listrik pra bayar menurut UU Perlindungan Konsumen dan hukum Islam. Dokumen tersebut membahas tentang perlindungan hukum konsumen dalam perjanjian jual beli listrik pra bayar dengan PT PLN, klausula baku, dan landasan teori perjanjian menurut undang-undang dan hukum Islam.
Efek Ekonomi Mikro dan Makro Terhadap InvestasiMas Sapto
Presentasi tim menjelaskan pengaruh kondisi ekonomi makro dan mikro terhadap kinerja perusahaan. Ekonomi makro mempengaruhi banyak rumah tangga, perusahaan, dan pasar melalui faktor seperti nilai mata uang, inflasi, dan pertumbuhan ekonomi. Ekonomi mikro mempelajari perilaku konsumen dan perusahaan serta penentuan harga melalui penawaran dan permintaan. Kinerja perusahaan dipengaruhi oleh faktor
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation covers the basics of developing successful performance metrics, from developing winning KPIs, learning how to develop the right metrics, the rules of developing KPIs and metrics and common performance metrics for managing a successful organization.
Take Control Of Your Business PerformanceJohn Hall
Taking control of business performance by implementing a performance management framework using a set of tools that systematically enable the improvements. Regular performance evaluation using industry benchmarking is unique to the PA offering.
The document discusses cross functional alignment and effective communication in the S&OP flow. It outlines how demand, supply, finance, and balancing functions interact on a daily, weekly, and monthly basis. Key information shared includes forecasts, plans, opportunities, risks, and assumptions. The goal is to create business rules between demand and supply, with a forecast time fence of 12-24-36 months. Functional leaders participate in monthly reviews to monitor metrics, results, and variances from business plans.
This document provides an overview of ABM Consult and their services to help clients improve performance. ABM Consult helps clients by defining goals and strategies, identifying critical competencies, designing systems and processes, and developing effective team leadership. Their programs include consulting, training workshops, and team building. Key benefits of their programs include improved performance, customer satisfaction, leadership, continuous improvement, and effective problem solving. Their performance management approach uses a strategy map to link objectives, measures, targets, and initiatives across financial, customer, process, and learning & growth perspectives.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
Labdhie Associates is a financial outsourcing firm that provides business process management and finance & accounting expertise. Their team has deep understanding of business processes and technical expertise to diagnose problems and offer solutions. Their goal is to understand client needs and exceed expectations by helping clients achieve their goals across operations, compliance, and management reporting. They offer services including bookkeeping, financial reporting, payroll processing, business plans, and tax returns. Their approach involves detailed planning, obtaining and processing input data, delivering outputs, and obtaining feedback to improve services. Clients can expect benefits like dedicated experts, flexible processes, aggressive pricing, data security, and commitment to high quality service.
Commit to Becoming an Outstanding OrganizationTKMG, Inc.
Recorded webinar: http://slidesha.re/1ek7l1g
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Just as you may be re-evaluating your personal goals for the New Year, January is a great time to re-evaluate your organization’s management practices and set new goals that will enable you to move your organization ahead.
If you're not sure how to start, this webinar—based on Karen Martin's book The Outstanding Organization—presents a framework for understanding the four keys for creating lasting transformation.
It's time to replace the habits that don't serve your organization well with new ones that accelerate results.
Will you commit to helping your organization become outstanding in 2013? All it takes is a critical mass to create the type of momentum that’s tough to stop.
Join us for this important webinar and learn how to:
* Replace organizational ambiguity with CLARITY and truth telling.
* Help your organization FOCUS and break its "organizational ADD" habit.
* Instill DISCIPLINE into your company's DNA.
* Create the conditions for deep employee ENGAGEMENT.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
Alex Albertini from Pacific Sunwear and Matthew Tabisz from Samsung on Manage...eyefortransport
This document outlines the benefits of collaborative planning between partners to provide supply chain stability. It discusses how a pre-collaborative state features limited forecasting accuracy, increased production planning lead times, and high order fulfillment costs. The document then details a four phase implementation of collaborative planning involving consensus forecasting, production planning integration, and delivery optimization. Finally, it describes the anticipated post-collaborative state of improved forecasting accuracy, reduced order lead times, and shared key performance indicators between partners.
This document discusses a large bank that implemented Six Sigma to address various problems. It had over 33 million consumer relationships but was facing issues like frequent ATM and online banking breakdowns, high response times, and low customer satisfaction scores. [END SUMMARY]
The document provides guidelines for establishing a supplier performance measurement program that rates suppliers quarterly in categories like quality, delivery, and administrative support. It recommends focusing measurement on critical suppliers and outlines a process for collecting performance data, calculating ratings, notifying suppliers of scores, and taking corrective action for underperforming suppliers. Metrics should drive improved supplier performance while keeping measurement costs reasonable through focus on key suppliers.
Key Supplier Performance Metrics Process - Bill KohnenBill Kohnen
This document provides guidelines for measuring and rating supplier performance on a quarterly basis. It recommends focusing measurement on critical suppliers that can be impacted. The process involves collecting quality and service data, consolidating inputs, preparing charts, and sharing ratings and details with suppliers. Ratings above 90 represent outstanding performance while ratings below 60 require corrective action. The annual cost to formally measure a supplier's performance is estimated between $8,000 to $12,000 per year.
Value Stream Mapping in Office and ServiceTKMG, Inc.
Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
Control Your Practice and Your Future. Today\'s revenue cycle encompasses countless activities in your practice. See how ALN can help you manage your revenue cycle and turn your good practice into a great business.
Yan Guo is seeking a Financial Analyst position that allows them to utilize their strategic thinking, analytical, and interpersonal skills. They have an MBA and professional designations including CGA and ACCA. Guo has over 10 years of experience in financial analysis, reporting, budgeting, and business process reengineering for companies in China, including roles at Novartis ChemOps China and Viking China. They demonstrate strong competencies in areas such as modeling, legislation, systematic operations, and key relationship development.
In today’s service economy cutting cost and making processes more efficient is the key. The OpenERP for Carpet Industry is going to reduce various costs and make processes efficient providing High ROI made in OpenERP.
Using HP Quality Center 10.0 Premier to introduce processes and control into ...Michael Deady
The document discusses JCPenney's use of HP Quality Center 10.0 to manage their application testing processes. It describes JCPenney's Application Testing Center which was established as a center of excellence for application testing. The center used Quality Center to help standardize and improve testing across the organization by providing templates, training and enforcing processes. It outlines the issues they faced around siloed testing groups and inconsistent processes. It then discusses how they worked with HP Professional Services to implement Quality Center, including planning training, designing templates based on their methodologies, and developing the templates and workflows.
Six Sigma Simplified for Service OrganizationsRobert Jasper
This document outlines a simplified Six Sigma approach for service organizations. It recommends focusing improvement efforts on a "Master Improvement Story" that aligns teams. Organizations should identify and eliminate root causes of problems in time, defects, or cost by starting with the 4% of processes that generate over 50% of rework. Improvements must then be sustained by developing line graphs until predictability and consistency are achieved. The approach advises setting big goals, using the right tools like control charts, avoiding overcomplicated tools, and focusing on one goal at a time to drive financial growth and customer satisfaction.
The document outlines the various benefits provided to national personnel by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH, including compensation, promotions, official leave, allowances, insurance, and performance-based remuneration. Compensation includes salary bands and adjustments. Promotions move employees to higher salary bands. Benefits include annual and various types of leave, outpatient and inpatient medical allowances, accident insurance, medical checkups, optical coverage, and baby delivery subsidies. Employees also receive retirement savings contributions, 13th month salary, and potential additional allowances for temporary roles. Remuneration can be adjusted upwards or downwards based on annual performance reviews.
Tahap Manajemen Perubahan Garuda IndonesiaMas Sapto
Dokumen tersebut memberikan informasi mengenai profil Garuda Indonesia, mulai dari struktur organisasi, sejarah, armada, anak perusahaan, serta perubahan-perubahan yang terjadi di Garuda Indonesia dari masa ke masa.
Pengaruh Analisa Tehnikal Terhadap Investasi SahamMas Sapto
Dokumen tersebut memberikan penjelasan singkat tentang beberapa indikator teknikal yang digunakan dalam analisis saham, seperti moving average, double top/bottom, triangle, head and shoulder, serta support and resistance level. Indikator-indikator tersebut dapat digunakan untuk memprediksi pergerakan harga saham di masa datang.
I am an accomplished and driven administrative management professional with a proven track record of supporting senior executives and managing administrative teams. I am skilled in strategic planning, project management, and organizational development, and have extensive experience in improving processes, enhancing productivity, and implementing solutions to support business objectives and growth.
LinkedIn Strategic Guidelines for June 2024Bruce Bennett
LinkedIn is a powerful tool for networking, researching, and marketing yourself to clients and employers. This session teaches strategic practices for building your LinkedIn internet presence and marketing yourself. The use of # and @ symbols is covered as well as going mobile with the LinkedIn app.
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
Section 79(A) of Maharashtra Societies act 1860ManmohanJindal1
Lot of redevelopment projects are going on, where law and procedures are not followed , causing harm to the members of the society . This PPT is useful for every citizen living in society Building
LinkedIn for Your Job Search June 17, 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
Delta International is an ISO Certified top recruiting agency in Pakistan, recognized for its highly experienced recruiters. With a diverse range of international jobs for Pakistani workers, Delta International maintains extensive connections with overseas employers, making it one of the top 10 recruitment agencies in Pakistan. It stands out in the list of recruitment agencies in Pakistan for its exceptional services.
https://www.ditrc.com/
Known for its expertise in the Gulf region, Delta International is among the top 10 international recruitment agencies, specializing in expert headhunting and candidate sourcing. This prominence places it in the list of top 10 overseas recruitment agencies in Pakistan. As one of the best overseas recruitment agencies in Pakistan, Delta International is a trusted name for manpower recruitment, particularly from Pakistan.
The agency is not just a leading name in Karachi but also recognized as one of the best recruitment agencies in Islamabad. Delta International consistently ranks as the top recruitment agency in Pakistan, earning its reputation among the top recruiting agencies in Pakistan. It is also regarded as one of the top overseas employment agencies in Pakistan.
For those seeking foreign jobs, Delta International is listed among the top overseas employment companies in Pakistan. Their extensive network and expertise make them a go-to for anyone looking at the list of overseas employment agencies in Pakistan. As a leading foreign jobs recruitment agency in Pakistan, they offer opportunities across various sectors.
Delta International is consistently listed among the top recruitment companies in Pakistan, known for providing the best recruitment services. It’s considered one of the best recruitment agencies in Pakistan and a prominent recruitment agency in Pakistan. The company excels in international recruitment, making it a key player among international recruitment agencies in Pakistan.
Their inclusion in the list of international recruitment agencies further attests to their excellence. As a top manpower agency in Pakistan, Delta International specializes in recruiting skilled professionals and labor for various industries, including construction, healthcare, IT, engineering, and hospitality.
Delta International is a leader among recruitment agencies in Pakistan, with a particular focus on overseas employment. They are one of the foremost overseas employment agencies in Pakistan, catering to technical jobs and other employment opportunities. Their role as overseas employment promoters highlights their commitment to connecting Pakistani talent with global opportunities.
In summary, Delta International is not only one of the best recruitment agencies in Pakistan but also a distinguished name among overseas employment agencies. Their extensive network and experienced recruiters make them a top choice for anyone seeking employment both locally and internationally.
2. KPI Plan for HR Officer
Actual
no Task KPI KPI Quality Goal Officer main
HR task area. Score
Score Final
Achievement
It contains 6 main tasks
Payroll, Overtime, timeline and payroll calculation
1 40 100 90 0.90 36.00
Settlement errors
KPI is measureable
Score comes from indicators. is made of
Target
2 KPI quality indicates
Jamsostek, Insurance achievemnet x 100
timeline, calculation errors, card
20 100 agreement and
70 0.70 14.00
delivery
the task quality of all previous
Medical Allowance,
of his/her assignments calculation errors, card
Maternity and Other timeline,
achievement.
3 10 90
Medical subsidy delivery It may be a 0.89
80 8.89
Reimbursement
percentage value
timeline, calculation errors, Tax or any figure such
4 Income and Annual Tax 15 100 80 0.80 12.00
report delivery as IDR, etc
Final timeline, errors, neatness,
Leave Administration, score = score x
5 5 90 80 0.89 4.44
Archive/Filing KPI Quality/100
accessible
timeline, errors, contracts
6 Support for NP Contracts delivery not more than 14 days 10 90 80 0.89 8.89
since received
100 84.22
3. KPI Plan for Expatriates Formalities Officer
Actual
no Task KPI KPI Quality Goal Score Final Score
Achievement
1 Supporting letter for Visa Timeline
2 Verbal Note Timeline
3 Assignment Letter with Setneg Timeline
4 Official Note/Nota Dinas Timeline
Permit Stay/Multiple Exit
5 Timeline
Permit
6 Working Permit, Police Report Timeline
7 Archive, Database Neatness, accessible
0 0.00