Promotions assistant kpi
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This document discusses key performance indicators (KPIs) for a promotions assistant position. It provides examples of KPI materials that can be referenced, including a list of KPIs, performance appraisal templates, job skills, and key result areas. The document also outlines steps for creating KPIs for this role, such as defining objectives, identifying key result areas and tasks, and determining how to measure results. Finally, it discusses types of KPIs and mistakes to avoid when developing a KPI system.
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C'era una situazione gestionale estremamente critica, quanto a:
1. gestualità amministrativa: nel 2010 i 625 rilievi del Collegio Sindacale, disattesi e non riscontrati;
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18 mesi dopo, venerdì 27 luglio 2012, l’ASL aveva: pagato la mensilità di giugno 2012 alle farmacie e di aprile 2012 – al di là del problema a 90 o 150 giorni - ai rimanenti fornitori della sanità privata e ai fornitori di cd. servizi indifferibili; la gestione caratteristica positiva per decine di milioni di euro negli ultimi 9 mesi del 2011; chiuso i primi due trimestri del 2012, in linea con i 36 milioni di euro di investimento nel 2012 in infrastrutture e apparecchiature elettromedicali, con gestione caratteristica positiva per quasi 15 milioni di euro; avviato i weekend chirurgici negli ospedali che hanno le sale operatorie piene nella settimana per restituire ai cittadini i soldi non più sprecati riducendo liste di attesa e sofferenza; pagato tutte le fatture, anche quelle non scadute, ai propri fornitori che hanno stabilimenti o sedi operative nelle province dell’Emilia Romagna colpite dal sisma.
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El desarrollo organizacional es el proceso dinámico y continuo utilizado por las organizaciones para mejorar de manera constante considerando cuatro variables: el medio ambiente, la organización, los grupos y los individuos. Tiene como objetivos desarrollar la capacidad de colaboración, integrar las necesidades de la empresa y el personal, y perfeccionar los sistemas de información y comunicación. El comportamiento organizacional estudia cómo los individuos, grupos y estructura afectan el comportamiento en las organizaciones para aplicar este conocimiento y mejorar la eficacia
Bortoletti, merito, valutazione, trasparenza, forumpa, padova, 19 ottobre 2009
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La sicurezza sembra confermarsi come una pezza che si mette dopo, con l’approntamento di un “pronto soccorso anticrimine”, un “ospedale da campo” che si allestisce per intervenire sulla situazione problematica con l’auspicio di una soluzione miracolosa: un simile agire contribuisce ad alimentare una sensazione di inadeguatezza della risposta istituzionale, che finisce per stimolare l’intensa produzione di iniziative in tema di sicurezza e rassicurazione. Un’inadeguatezza, reale o percepita, sia in termini di contenuti che di timing degli interventi, che, per questo, non riescono a trasformarsi nelle desiderate risposte immanenti, visibili e, come si dice oggi, percepite dalla collettività e dai singoli quale soddisfacimento reale della domanda di legalità, di trasparenza e di ordinato svolgimento delle attività socio-economiche, specie laddove – nel nord-est e nelle regioni pervasivamente gravate dalla minaccia della criminalità organizzata di stampo mafioso - questa domanda si è ormai trasformata in un grido quasi disperato di allarme ed in una ricorrente richiesta di intervento.
Tratto da:
• M. BORTOLETTI, La sicurezza tra governance nazionale e governance locale, in F. Mignella Calvosa (a cura di), Le scienze dell'amministrazione nella società italiana. La formazione per la governance del paese, Giappichelli, Torino, 2009.
• M. BORTOLETTI, L’insicurezza quotidiana. Diritto alla sicurezza e paura della criminalità, CUEM, Milano, 2008.
• M. BORTOLETTI, Paura, Criminalità, Insicurezza. Un viaggio nell’Italia alla ricerca della soluzione, Rubbettino, Soveria M., 2005.
Bortoletti, La gestione della cosa pubblica, efficienza, imparzialità e buon...
Questo abuso di regolazione formale e formalistica ha finito con l’alimentare la crescita di una serie di concrezioni burocratiche, con sovrapposizioni e duplicazioni di competenze che hanno generato deresponsabilizzazione e, alla fine, impunità.
Senza raggiungere alcuna soluzione rispetto al problema.
Più che inquilini di uno Stato senza Stato, dove prosperano inefficienza pubblica e illegalità privata, si è diventati vittime paradossali di un vuoto che dipende dall’ipertrofia normativa, dal «troppo pieno», frutto di una bulimia incontrollabile di medicine, rimedi, interventi, in un tentativo affannoso di porre rimedio ai problemi: la soluzione cercata in una nuova norma, piuttosto che nel tentativo di far funzionare l’esistente, diventa, poi, un facile alibi legislativo dietro il quale mimetizzare l’irresponsabilità gestionale.
Da M.BORTOLETTI, Corruzione. Le verità nascoste tra rischio oggettivo e percezione soggettiva, Rubbettino, Soveria M. (CZ), 2010.
Avances de la computadora
Las computadoras han evolucionado desde máquinas grandes que requerían conocimientos especializados para operarlas hasta dispositivos personales fáciles de usar. Una computadora moderna contiene una unidad central de procesamiento, dispositivos de entrada como teclados y ratones, almacenamiento como discos duros, dispositivos de salida como pantallas e impresoras, y software para procesar datos e información.
Bortoletti, la gestione della cosa pubblica, efficienza, imparzialità e buon...
La situazione di partenza era quella di sabato 26 marzo 2011, con: gli avvocati dei creditori in ASL per pignorare gli stipendi; con la rimessa regionale insufficiente a pagare tutti i fornitori; con ogni trimestre che vedeva aumentare di un mese il ritardo nel pagamento dei fornitori; con pagamenti fermi ad aprile 2010; con un ritardo nei pagamenti di oltre mille giorni (secondo la CGIA di Mestre, la quarta peggiore ASL d'Italia). Una Azienda che:
1. perdeva 740 mila euro al giorno, 20 milioni di euro al mese, 60 milioni di euro a trimestre;
2. ha perso 250,597 milioni di euro nel 2009;
3. ha perso 244,721 milioni di euro nel 2010;
4. ha perso 64,31 milioni di euro nel I trimestre del 2011, prima dell'attuale commissariamento, fino ad accumulare una PERDITA ISCRITTA A BILANCIO 31.12.2010 di 1,58 miliardi di euro.
Non c'era solo una voragine debitoria, per l'Azienda sanitaria più complessa d'Italia in relazione a questi parametri: fatturato 1,6 miliardi di euro, 9 mila dipendenti, 11 ospedali, 13 distretti, negli ultimi 30 mesi ha sopportato una fusione di 3 Aziende - condotta senza seguire una delle procedure tra quelle note - e la cessione di 4 Presidi, 1 milione di cittadini- clienti.
C'era una situazione gestionale estremamente critica, quanto a:
1. gestualità amministrativa: nel 2010 i 625 rilievi del Collegio Sindacale, disattesi e non riscontrati;
2. le centinaia di delibere non inviate alla Corte dei Conti;
3. la soppressione del controllo di gestione;
4. apparecchiature elettromedicali non inventariate e con materiali fermi agli anni ottanta;
5. situazione infrastrutturale drammatica, con una due diligence che ha stimato in 108 milioni di euro solo gli interventi indefettibili,
6. sanatorie sistematiche per servizi essenziali di situazioni di fatto dopo la scadenza di contratti e delle proroghe;
7. apparecchiature acquisite da anni e abbandonate imballate o non collaudate o non regolarizzate;
8. centinaia di cause dei dipendenti tra di loro e tra i dipendenti e l'Azienda.
18 mesi dopo, venerdì 27 luglio 2012, l’ASL aveva: pagato la mensilità di giugno 2012 alle farmacie e di aprile 2012 – al di là del problema a 90 o 150 giorni - ai rimanenti fornitori della sanità privata e ai fornitori di cd. servizi indifferibili; la gestione caratteristica positiva per decine di milioni di euro negli ultimi 9 mesi del 2011; chiuso i primi due trimestri del 2012, in linea con i 36 milioni di euro di investimento nel 2012 in infrastrutture e apparecchiature elettromedicali, con gestione caratteristica positiva per quasi 15 milioni di euro; avviato i weekend chirurgici negli ospedali che hanno le sale operatorie piene nella settimana per restituire ai cittadini i soldi non più sprecati riducendo liste di attesa e sofferenza; pagato tutte le fatture, anche quelle non scadute, ai propri fornitori che hanno stabilimenti o sedi operative nelle province dell’Emilia Romagna colpite dal sisma.
Cloud computing stacks up for SPE-friendly reserves management
A short article from E&P Magazine discusses our new application for reserves reporting, and the benefits of a cloud solution. energysys.com
Bortoletti, intervento premio libero grassi confcommercio, milano 18 dicembre...
Caratteristica del nostro Paese è che si continua a parlare di legalità: eppure, ed è l'aspetto singolare di interesse, il "periodico dibattito" sul tema della legalità, e su tutto quello che vi ruota attorno, spesso non va oltre il momento dialettico, ennesima conferma di un Paese che sembra vivere della logica gattopardiana del "se vogliamo che tutto rimanga com'è, è necessario che tutto cambi", dove si rileva una sfasatura amplissima tra le parole e le cose, tra l'ideologia e la realtà, con frasi ripetute come un rosario o come uno stratagemma per costruirsi un immenso alibi di fronte alle regole continuamente trasgredite.
L'idea di legalità - per il riscatto del Paese dalla corruttela, per la rinascita delle aree infestate dalla criminalità organizzata, per recuperare un livello di convivenza civile accettabile - sembra surfare sulle onde, apparendo e scomparendo con pari velocità e ciclicità, fino a diventare un passe-partout per la rassicurazione del cittadino, ghiotta occasione di promesse elettorali e di consenso a buon mercato.
Si tratta, in effetti, di un termine spesso abusato, almeno sotto il profilo semantico, perché lusinga, perché può far rima con onestà e si può confondere addirittura con la giustizia, perché può litigare con la solidarietà e, qualche volta, anche con la democrazia.
Bortoletti, pharmaceutical compliance congress, fight against corruption, bud...
The fight against corruption and other offenses against public administration must be based on accurate and objective data to give citizens a realistic representation of the situation and not ultra sized, taking into account that it is evoking themes and sensational easily usable by this or that political party
What is the first thing to consider when you approach the theme of "corruption"?
That of the extreme confusion. In a matter so evocative and striking as that of corruption to be informed, and be properly and completely, as far as possible, it seems like the best strategy and, together, the best antidote to unnecessary alarm.
Need an objective representation, a "snapshot" that does not want to serve any preconceived position or ideological bias, recognizing that corruption should be tackled without "ifs" and "buts", without replacing the scalpel of prudence cleaver indignation: unfortunately, the answers that have been given to this problem are very different, and often follow or are influenced by current ideas, stereotypes, clichés, in a wavering movement in which the risk is to "repaint" the collective imagination, to clothe him, and endorse it, at the risk of perpetuating errors of perspective that have long hindered and complicated the formulation and implementation of consistent and effective responses to the phenomenon.
Bortoletti, reati contro la PA, l'infiltrazione della criminalità organizzat...
Questo abuso di regolazione formale e formalistica, quale espressione silenziosa dell’evidente sfiducia verso il funzionario pubblico – lasciato a se stesso e valutato più per il rispetto delle procedure seguite che per i risultati che ottiene – ha inoltre generato un tale sovraccarico procedurale da rendere in molti casi necessarie quelle deroghe e quelle eccezioni che sono una merce preziosa del mercato della corruzione.
Situazione paradossale, frutto di una cultura del sospetto verso gli amministratori pubblici che appare come una costante nelle soluzioni italiane di regolazione delle attività contrattuali pubbliche: anziché ottenere la rassicurazione del cittadino è stata, così, gravemente compromessa l’attività degli addetti ai lavori, affogati, almeno per metà della loro giornata lavorativa, in adempimenti burocratici.
Da M.BORTOLETTI, Corruzione. Le verità nascoste tra rischio oggettivo e percezione soggettiva, Rubbettino, Soveria M. (CZ), 2010.
Finanční analýzy a controlling pro nefinanční manažery
Cílem tohoto kurzu je objasnit manažerům různých úrovní, proč je důležité mít přehled v problematice finančního řízení. Dále se účastníci naučí využívat výsledků finanční analýzy a controllingu jako pomoci při rozhodování.
Bortoletti, Sicurezza urbana, LUMSA, Libera Università Maria SS. Assunta, Rom...
Tardività e non adeguatezza, poco importa se effettive o immaginarie, si traducono quotidianamente in un messaggio rovesciato, paradossalmente e sostanzialmente anti-giuridico, che, mentre produce una mortificazione delle aspettazioni e dei desideri della popolazione, vanifica gli sforzi prodotti dal sistema di sicurezza.
Tratto da:
• M. BORTOLETTI, La sicurezza tra governance nazionale e governance locale, in F. Mignella Calvosa (a cura di), Le scienze dell'amministrazione nella società italiana. La formazione per la governance del paese, Giappichelli, Torino, 2009.
• M. BORTOLETTI, L’insicurezza quotidiana. Diritto alla sicurezza e paura della criminalità, CUEM, Milano, 2008.
• M. BORTOLETTI, Paura, Criminalità, Insicurezza. Un viaggio nell’Italia alla ricerca della soluzione, Rubbettino, Soveria M., 2005.
Bortoletti, Strategie europee di contrasto alla corruzione, Rappresentanza de...
Non si riesce, nonostante qualificate e approfondite analisi, ad andare oltre l’eterno «periodico dibattito» sulla corruzione e, più in generale, sulla legalità.
Uno iato che sembra immortale tra il predicare e il fare, che lascia i problemi perennemente irrisolti, che spesso non va oltre il momento dialettico del circuito «mediatico-convegnistico» con l’idea di legalità che sembra surfare sulle onde, apparendo e scomparendo con pari velocità e ciclicità, fino a diventare un passe-partout per la rassicurazione del cittadino, ghiotta occasione di promesse elettorali e di consenso a buon mercato mentre si allestiscono patiboli mediatici, si auspicano boia politici e si invocano governi di salute pubblica.
Da M.BORTOLETTI, Corruzione. Le verità nascoste tra rischio oggettivo e percezione soggettiva, Rubbettino, Soveria M. (CZ), 2010.
The spending review spoken to spending review successful and practiced
In Italia, si parla da alcuni anni di taglio dei costi o, meglio, di spending review. Eppure non si riesce ad andare oltre al periodico dibattito mediatico/convegnistico, con cifre, studi, report che presentano, in modo illusorio, le cifre più disparate.
Nel frattempo, l'unico caso riuscito di spending review - quello del risanamento dell'ASL di Salerno, riportata all'equilibrio operativo da una perdita corrente, che durava da anni, di oltre 250 Meuro su un bilancio di 1,65 miliardi di euro - raccontato da tutti i media nazionali, continua a non essere replicato su scala nazionale.
Bortoletti, prevenire la corruzione, scuola superiore econiomia e finanze, ro...
Questo abuso di regolazione formale e formalistica, quale espressione silenziosa dell’evidente sfiducia verso il funzionario pubblico – lasciato a se stesso e valutato più per il rispetto delle procedure seguite che per i risultati che ottiene – ha inoltre generato un tale sovraccarico procedurale da rendere in molti casi necessarie quelle deroghe e quelle eccezioni che sono una merce preziosa del mercato della corruzione.
Situazione paradossale, frutto di una cultura del sospetto verso gli amministratori pubblici che appare come una costante nelle soluzioni italiane di regolazione delle attività contrattuali pubbliche: anziché ottenere la rassicurazione del cittadino è stata, così, gravemente compromessa l’attività degli addetti ai lavori, affogati, almeno per metà della loro giornata lavorativa, in adempimenti burocratici.
Da M.BORTOLETTI, Corruzione. Le verità nascoste tra rischio oggettivo e percezione soggettiva, Rubbettino, Soveria M. (CZ), 2010.
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- 1. promotions assistant KPI In this ppt file, you can ref KPI materials for promotions assistant position such as promotions assistant list of KPIs, performance appraisal, job skills, KRAs, BSC… If you need more KPI materials for promotions assistant, please visit: kpi123.com/list-of-kpi-samples Other materials from kpi123.com • Top 28 performance appraisal forms • 11 performance appraisal methods • 1125 performance review phrases Top materials: top sales 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 of promotions assistant 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: top sales KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 3. Mistakes in creating promotions assistant 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: top sales KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 4. How to design promotions assistant 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: top sales 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. 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: top sales KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods
- 6. Top KPI materials for promotions assistant If you need more KPI materials for promotions assistant, please visit: kpi123.com/list-of-kpi-samples Other materials from kpi123.com •Top 28 performance appraisal forms •11 performance appraisal methods •1125 performance review phrases Top materials: top sales KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file
- 7. Top KPI materials for promotions assistant If you need more KPI materials for promotions assistant, please visit: kpi123.com/list-of-kpi-samples Other materials from kpi123.com •Top 28 performance appraisal forms •11 performance appraisal methods •1125 performance review phrases Top materials: top sales KPIs, Top 28 performance appraisal forms, 11 performance appraisal methods Interview questions and answers – free download/ pdf and ppt file