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Institut Perkhidmatan Awam, Negara Brunei Darussalam
6-8 July 2023
Mohd Shairulnizam Zuall Cobley
Mohd Shairulnizam Zuall Cobley
Professional Summary
• 29 years of international work experience in Southeast Asia, specializing in
talent management, performance management and organizational
corporate learning in industries such as telecommunications, financial
services, real estate, operations, services, as well as the federal, state
government and non-profit sectors, working with CXO’s group in the
ASEAN region.
• Propelled and lead organizational strategic HR programs with Board Level
interaction.
• Partnering with Head of business, acting as external HRBP in leading
numerous strategic talent development programs, competencies
framework development, career mapping and developing enterprise
architecture that resulting in significant growth of revenue post
implementations.
• Successfully implemented various industries Competencies Framework,
Talent Development Programs, Performance Management and
Succession Planning in more than in 10 organization.
• Conducted more than 100 BSC and KPIs workshop within various setting
from public to private sectors.
• Developed, written and delivered more than 25 competency-based training
modules for clients across ASEAN using Professional Criterion Reference
Instruction (CRI) Model.
• As an adjunct lecturer and a HRDF Malaysia Certified Trainer,
accumulated thousands of hours of experience in a variety of settings,
from open and in-house corporate training delivery, to lecturing
management for the University of Kuala Lumpur.
Academic Qualification
• MBA (Middlesex University)-1996
• BA (Hons) Business Finance (UEL)-
1995
• Diploma In Banking Studies (UiTM)-
1990
Expertise
• Business Development
• Management Consulting
• Strategic Management
• Balanced Scorecard and KPI
• Performance Management & Rewards
• Performance Coaching & Mentoring
• Competency Framework Development
• Leadership Assessment & Development
• Learning Facilitation
Certification
• Certified Business Consultants,
Malaysia
• Certified Trainer – HRDF Malaysia
• Certified Quality Auditors – IRCA (UK)
• Bruce Tuckman Organizational
Developer
• Woodcock & Francis Organizational
Blockages Assessors
• Competency Based Interviews
Professional Courses
• Change Management – ASTD
• Instructional Systems Design - ASTD
• Balanced Scorecard – BSC
Collaborative
• SCS Worldwide Masters Trainer in
Skills Centred Selling Programs
• Belbin Team Roles Facilitators
Career History
1. President- Association of Certified
Business Consultant (Malaysia)
2. Principal Consultant – SCS
Strategic Consulting Services (2014-
Now)
3. Adjunct Lecturer in Strategic
Management - University Kuala
Lumpur (2014- Now)
4. External Learning Facilitator -
Petronas Leadership Centre (2001-
Now)
5. Associate Learning Facilitator –
Civil Service Institute Brunei (2014 –
Now)
6. Executive Advisor to CEO Office-
DST Group Brunei (2011-2013)
7. Malaysia Country Manager- Barker
Hoffmann Consulting (UK)( 2004-
2011)
8. Consultant – Mesiniga Berhad
(2001-2004)
9. Manager – Telekom Malaysia (1997-
2000)
At the end of the workshop, participants will be able to
• Understand the concepts of the Organizational Performance Management System.
• Understand what is Balanced Scorecard, KRAs and KPIs and how it support managerial
and executive positions in support of the organization's strategy, mission, goals and
objectives.
• Differentiate between well formed and badly formed KPIs.
• Learn to develop Performance Objectives/Targets based on the KPIs set for job positions.
• Write operational action plans
• MP 1: Linking Strategy and Management Planning
• MP 2: Write Division, Department, Business Unit
and Individual Management Goal
• MP 3: Recognize and Complete Key Result Areas
• MP 4: Specify Performance Indicators
• MP 5: Write Operational Objectives
• MP 6: Produce Operational Actions Plans
Time Session
8.00 – 10.00 am Session 1
10.00 – 10.30 am Break
10.30 – 12.00 pm Session 2
12.00 – 2.00 pm Break / Lunch
2.00 – 4.00 pm Session 3
Scan here
Join the team assigned to you
Choose a spoke-person for the team
As a team, list your team:
• Name
• Department
• Team Expectation from this
programme
KPI is about ‘Cockpit Management’
The Corporate Performance
Management
A systematic approach to
improving individual and
team performance in order
to achieve organisational
objectives.”
Measuring The Right Performance
Performance
Management
Model
Government
Agency
Strategic
Planning
Framework
Government
Strategic
Planning
Process
Aligning
Vision,
Mission and
Goals with
KRA/ KPI
What you cannot
describe, you cannot
measure
You cannot describe
what you cannot see
Strategic
Goals
Departmental
Goals
Key Results
Area
KPI Operational
Objectives /
Targets
Operational
Action Plans/
Key Tasks
The Deliverables
Our Learning Process
Meaning of strategy,
performance
management &
cascading
Identify strategic
goals and
operational goals
Identify Key Result
Area
Identify Key
Performance
Indicators
Develop Operational
Objectives
Set Operational
Action Plan
Why Measure?
What get measured, we done
The Need for Measurement
• To improve productivity, you must manage.
• To manage effectively, you must control.
• To control consistently, you must measure.
• To measure validly, you must define.
• To define precisely, you must quantify.
Strategy Goals KRA KPI
Goals and Strategy
1. Strategy / Direction
2. Strategic Goals
3. Results Area
4. Objectives
5. Action Plans
Barriers to
Strategy
Implementation
STRATEGY
People
Operational
Barrier
Vision
Management
Barrier
Personal goals,
knowledge
building, and
competencies are
not linked to
strategy
implementation
Key work
processes are
not designed to
leverage the
drivers of
organizational
strategy
Strategy not
understood by
those who must
implement it..
And not translate
into goals
Management
system are
designed by
operational
control and tied
to budget, not
strategy
The Concept Of Balance
Balance between
financial and non-
financial indicators of
success (in business
organization)
01
Balance between
internal and external
constituents of the
organization.
02
Balance between
lead and lag
indicators of
performance.
03
Balanced
Scorecard “To satisfy our
shareholders and
customers, in which
internal business
processes must we
excel?”
Objectives
Measures
Targets
Initiatives
Internal Business
Processes
“To achieve our
vision, how must our
organisation learn
and innovate?”
Objectives
Measures
Targets
Initiatives
Learning, Growth &
Innovation
VISION
&
STRATEGY
Objectives
Measures
Targets
Initiatives
“To achieve our
financial
objectives, what
customer needs
must we serve?”
Customer
Objectives
Measures
Targets
Initiatives
Objectives
Measures
Targets
Initiatives
“To satisfy our
shareholders,
what financial
objectives must
we accomplish?”
Objectives
Measures
Targets
Initiatives
Financial
PMS AS A BUSINESS TOOL: HOW THE LINK HAPPENS
Strategic Planning Vision - Mission - Values
Strategic Goals/Objectives
Departmental Goals/Objectives
Performance Planning Manager KRAs and KPIs
Individual KRAs/KTs and Standards
Manager/Individual Performance Objectives
Appraisal
(Ongoing/Annual)
Performance Objectives
(Achieved or Not Achieved?)
WHY?
Individual Development
Plan
Rewards
Training & Development
Coaching & Mentoring
Pay Adjustments
Incentives
Bonus
• What is Goals?
• Goals are broad statements of intent
meant to give and indication as to where
an organization, or an individual, is
heading with a focus some time in the
future.
• The Strategic Goals are the major areas
that need to be focused on and be given
resources in order for the organisation
to be successful.
Writing Strategic And
Operational Goals
How do we relate to goals
• Your relationship to the strategic goals of the
organization will depend on your level within the
management hierarchy.
• If you are a senior or line manager reporting to your
Chief Executive , then you may have been
instrumental in setting the strategic goals of your
company and will be able to identify one or more of
those goals as being your principal focus for the
future.
• In most cases, Divisions/units have those goals
already identified for their idea and you should have
access to that information during this workshop.
Corporate Divisions Departments
Traditional Strategy Cascading Framework
The Traditional Framework
Strategy Map Cascading
Corporate Divisions Departments
Traditional Strategy Cascading Framework
• Operationally
Disconnected
• Activity Based
Measurements
• Confused and
Detached
• Silos
Reality
CEO’s CHAL LENG E
Aligning and accelerating an entire organization
objectives
C
A
L
E
N
D
A
R
T
I
M
E
The arrows can be seen as organizations’,
functions’ or leaders’ progress to any
strategic direction
Corporate
Objectives
A strategic decision
or important initiative
is made
INITIATIVES
- in time
1 2
Management Team
3
1 | MIT – 2018, No One Knows Your Strategy – Not Even Your Top Leaders
2 | ADP Research Institute – 2017, Evolution of Work 2.0: The Me vs. We Mindset
of all employees say they want to know
how they can contribute
to help their company reach their
objectives2
82%
NOT EVEN YOUR TOP TEAM CAN LIST
YO U R TO P 3 OBJECTIVES & I N I TI ATI VES
13%
18%
22%
51%
Top team
Mid management
Team leaders
Employees
100%
90%
80%
70%
SCS Focused Strategic Objectives Steering Framework
Strategic Objectives
(1)
Strategic Objectives
(2)
Strategic Objectives
(3)
Corporate Goals Corporate Goals Corporate Goals
Operational Objectives
(1)
Operational Objectives
(2)
Operational Objectives
(3)
Departmental Goals Departmental Goals Departmental Goals
Operational Objectives
(1)
Operational Objectives
(2)
Operational Objectives
(3)
Unit Goals Unit Goals Unit Goals
Goals
–
Objectives
-
Activities
Working on the Most Important Objectives (MIO)
Goals- Broad statement of
intentions
Using directional verbs like
Enhance, Improve ect
Example – Improve the quality of
research among academician
Writing Goals
Strategic goals are long term and
represent higher corporate level
direction associated with group level
strategy
Operational goals are departmental
direction to support corporate level
direction and normally are
cascaded from strategic goals
Strategic Goals And Operational Goals
• Enhance IR 4.0 application capability
• Improve global ranking
• Increase international presence
• Improve logistic capabilities
• Enhance branding
• Ensure efficient costing structure
Example of Goals
The concept of strategic
theme
• Within an organisation there are hundreds, if not
thousands, of processes that are taking place.
• The art of good strategy is to identify the critical few
that are going to have the greatest impact on the
Customer Proposition.
• All processes must be done well, but the critical few
must be excelled at.
The concept of strategy cascading
Strategic Direction
• Vision
• Mission
• Values
Strategy Map
• Strategic Goals
• Operational Goals
Direction
Corporate
Intention/ Story
Goals/ Intention/
Focus Area
Goals/ Intention/
Focus Area
Goals/ Intention/
Focus Area
Key Results Area Key Results Area Key Results Area Key Results Area
• Using the Balanced
Scorecard 4 perspectives,
Discuss and Write
• 4 strategic goals
• 4 operational goals
Broad statement
of intention
Goals Key Results Area
Supposed unique
contribution
Definition
“KRAs are those areas in which a high level of
performance is required in order to be successful
during a specified period. They constitute the key
results, outputs or contributions of either a group or
an individual.”
Purpose
• Help a manager direct limited resources (time,
money, people, plant and equipment) to the most
important areas where the return on effort will be
greatest.
• Prevent managers getting locked into "the activity
trap" which involves people "doing things right",
rather than "doing the right thing". Doing the right
thing is concern for achieving results.
• Help focus on areas where managers should invest
their time, energy and talent.
• Help identify areas for which objectives are set.
• Assist in the setting of priorities.
• Help define each person's unique contribution
Key Result Area
KEY RESULTS AR
EA
Key Results Area are results or
output
• Remember KRA is our / departments’
results or outputs
• KRA is not an activity but a set of activities
Example
• Attending a meeting is NOT a KRA (Verb)
• Meeting customer is NOT a KRA (Verb)
• Customer Satisfaction is a KRA (Noun)
• Policy Papers is a KRA (Noun)
Example
NOT THIS THIS
Ensure training is
always based on needs
analysis.
Influencing staff to perform to the required
.
Standards by example.
Gather data to define the Thai market.
Needs Analysis.
Staff Performance
Market Research.
Design all the wooden houses to be in line and
symmetrical
Write detailed technical reports for head office
by the last Friday of the month.
Inspect the vehicle fleet especially the trucks
and the buses against the Ministries
requirements
House Design
Technical Report Production
Vehicle Inspection
Example of Key Results Area
• Financial Management
• Stakeholders Management
• Policy Papers
• Customer Satisfaction
• Investigation Papers
1. Public relations.
2. Conduct a stock check.
3. Increase productivity by 15%.
4. Conduct presentations.
5. Customer service.
6. Training needs analysis.
7. Strategic planning.
8. Production schedules.
9. Design curriculums.
10. Stock levels.
11. Introduce team briefings.
12. Information systems.
13. Decrease scrap by 15%.
14. Attend communication seminar to
improve skills
Individual
Exercise/
Identify KRA
Statements
Strategic Goals –
Top University
Ranking
Key Results –
Teaching and
Academic Research
Example of
Relationship
between KRA
and Goals
The Deliverables
Strategic
Goals
Departmental
Goals
Key Results
Area
KPI Operational
Objectives /
Targets
Operational
Action Plans/
Key Tasks
Mohd Shairulnizam Zuall Cobley
Institut Perkhidmatan Awam, Negara Brunei Darussalam
6-8 July 2023
Cockpit management
What get measured get done
Need for the right measurement
Linking Corporate strategy / Direction with KPI and
Target
Strategic Goals and
Operational Goals
Based on 4 Perspectives
Key Results Area
Review of Day 1
NOW YOUR
TURN …
• Write a goals that you want to
achieve this year
• Then write Results Area that
relate to the achievement of the
goal
Group Exercise
Example - Goals Cascading
Goals Key Results Area KPI Operational
Objectives
To achieve financial
efficacy
Financial Management
Effectiveness
To improve financial
forecasting and budgeting
Cost Control
Group Exercise
Goals Key Results Area KPI Operational
Objectives
Goals Matrix (Example) & Review
Corporate/ Department HR Division/ Unit Finance Division/ Unit Operations Division/ Unit
SG 1
• Creating a High
Performance Culture
X
• Enhance Capabilities
Building
• Develop corporate
culture
SG 2
• Ensure Effective and
Efficient Financial
Management
X
• Ensure cost
optimisation
• Enhance tax
management
SG 3
• Develop Excellent
Service Delivery
X
• Improve logistic
management
KRA Matrix
Director – HR
Development
HR Officer 1 HR Officer 2 HR Officer 3
KRA 1
• Capabilities
Development
X
• Training Needs Analysis
• Training Programme
Management
X
• Succession Planning
• Leadership
Development
Programme
KRA 2
• Performance
Management
X
• BSC Reporting
X
• Rewards and
Compensation
• Promotions
KRA 3
• Competency
Framework
X
• Competency
assessments
Complete a Goals
Cascading Matrix
for your
department
Complete a KRA
Cascading Matrix
“KPIs are those quantifiable factors within a
KRA, for which it is worthwhile to derive
objectives. They identify only WHAT will be
measured not HOW MUCH or BY WHEN.”
“A unit of measurement for which measurable
standards can be established, to measure the
performance of individuals, teams, or the whole
organisation
What is KPI
Why do we
need KPI?
• They provide the link between Goals, Key Result Areas and
measurable objectives.
• They extend us to think about creative and relevant ways to
objectively measure the results (outputs) of our efforts.
• They establish a measurable value on our unique contribution to our
organisation's goals.
• They force us to think about how to measure our staffs' contributions
to business unit goals and objectives.
• They avoid the trap of measuring activities rather than Key Results.
• They contribute to removing subjectivity from performance appraisal.
Types Of KPI
Activities / Processes Output Impact
Types of
indicators
• Quantitative
• Qualitative
• Combined
Example of
KRA and
KPI
Key Result Area Performance Indicator
Cost Control
Personal Development
Training Needs Analysis
Legal Submissions
Staff Performance
Course Development
Team Morale
Strategy Formulation
Customer Satisfaction
Vehicle Fleet Maintenance
Technical Report Production
Corporate Health
Course Design
Ministerial Advice
Overtime as % of Payroll
Number of skills learnt
Recommendations accepted
Processing Time
% Objectives achieved
Number of revisions
% increase on morale survey
Number of strategies implemented
% decrease in complaints
Breakdowns per kilometer
% recommendations accepted
% reduction in sickness days
Number of students competent per day
Level of satisfaction
List 2 KPI for each category of KPI
• Activities
• Output
• Impact
NOW YOUR TURN …
Mohd Shairulnizam Zuall Cobley
Institut Perkhidmatan Awam, Negara Brunei Darussalam
6-8 July 2023
Review of Day 1 and 2
Cockpit management
What get measured get done
Need for the right measurement
Linking Corporate strategy / Direction with KPI and Target
Strategic Goals and Operational
Goals
Based on 4 Perspectives
Key Results Area
Writing KPI
Our Progress as at now
Strategic Goals
(Corporate Direction –
> 18 months)
Operational Goals
(Operational Direction
< 18 months)
Key Results Area
(Output/ Contribution /
Purpose of Existence)
KPI
(Measurement
Instrument- How do we
know we are performing)
Knowing how we contribute towards achievement
Direction cascaded from strategy
Strategic
Planning
Process
1. VISION
2. MISSION
3. VALUES
4. STAKEHOLDERS
5. PHILOSOPHY STATEMENTS
6. ENVIRONMENTAL ANALYSIS
7. IDENTIFY STRATEGIC GOALS
8. WRITE KEY RESULTS AREAS
9. OBJECTIVES/ TARGETS
10. ACTION PLANS
Strategic Thrust 1 Strategic Thrust 2 Strategic Thrust 3
Strategic
KRA
Strategic
KRA
Strategic
KRA
Strategic
KRA
Strategic
KRA
Strategic
KRA
KPI KPI KPI KPI KPI KPI
Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6
Key
Initiatives
Key
Initiatives
Key
Initiatives
Key
Initiatives
Key
Initiatives
Key
Initiatives
Philosophy Statements
Values
Vision
Missions
Strategic Goals Strategic Goals Strategic Goals
Linking it all together
Strategic Goals/
Map
Strategic KRA
Key
Performance
Indicators
Strategic
Objectives/
Target
Key Initiatives
VMV
Review of Definitions
A strategy map is a simple graphic that shows a logical, cause-
and-effect connection between strategic objectives (shown as
ovals on the map). It is one of the most powerful elements in the
a strategy development framework, as it is used to quickly
communicate how value is created by the organization.
A Key Performance Indicator is a measurable value that
demonstrates how effectively a company is achieving key
business objectives
Goals are broad statement of intention
Objectives are specific action oriented targets that can
be defined, visualised and committed to writing
Strategic initiatives is a project or action that is carefully defined
and designed to achieve strategic objectives
Example of Definition
Goals Enhance Market Dominance and Presence
To enhance SMEs as a major economic
contributors
To embark in excellent academic experience
and ensure graduates excel and accepted
by the industry
Objectives Achieve 30% national market share
Provide 30% national employments
opportunities
80% of graduates employed within 6
months of completion
Key Results Area Product Marketing Employment Creations Industry Partnership
Key Performance
Indicators
# Market share # National Employment # Graduate Employability
Initiatives
• Build strategic partnerships with
dealers and distributors
• Introduce new products quickly
compare to competitors
• Enlarge market coverage nation wide
• Provide more funding assistance to
SMEs
• Assist in creating export oriented
products
• Linked SMEs with regional MNC for
strategic partnerships
• Established conducive learning
environment
• Smart Partnership with industries
• Engage industries leaders as panel of
advisors
1 2 3
Corporate Divisions Departments
Traditional Strategy Cascading Framework
The Traditional Framework
Strategy Map Cascading
Corporate Divisions Departments
Traditional Strategy Cascading Framework
• Operationally
Disconnected
• Activity Based
Measurements
• Confused and
Detached
• Silos
Reality
CEO’s CHAL LENG E
Aligning and accelerating an entire organization
objectives
C
A
L
E
N
D
A
R
T
I
M
E
The arrows can be seen as organizations’,
functions’ or leaders’ progress to any
strategic direction
Corporate
Objectives
A strategic decision
or important initiative
is made
INITIATIVES
- in time
1 2
Management Team
3
1 | MIT – 2018, No One Knows Your Strategy – Not Even Your Top Leaders
2 | ADP Research Institute – 2017, Evolution of Work 2.0: The Me vs. We Mindset
of all employees say they want to know
how they can contribute
to help their company reach their
objectives2
82%
NOT EVEN YOUR TOP TEAM CAN LIST
YO U R TO P 3 OBJECTIVES & I N I TI ATI VES
13%
18%
22%
51%
Top team
Mid management
Team leaders
Employees
100%
90%
80%
70%
SCS Focused Strategic Objectives Steering Framework
Strategic Objectives
(1)
Strategic Objectives
(2)
Strategic Objectives
(3)
Corporate Goals Corporate Goals Corporate Goals
Operational Objectives
(1)
Operational Objectives
(2)
Operational Objectives
(3)
Departmental Goals Departmental Goals Departmental Goals
Operational Objectives
(1)
Operational Objectives
(2)
Operational Objectives
(3)
Unit Goals Unit Goals Unit Goals
Goals
–
Objectives
-
Activities
Working on the Most Important Objectives (MIO)
Pareto’s Rule – The Critical Few
Things to done
20%
Results achieved
80%
20%
80%
MIO framework are based on that 20% of a job that produce the greatest payoff. The rest is the 80%,
sometimes called “busy work”, which gives little in the way of results.
Example of MIO and AKPI Cascading
Corporate MIO
Product Marketing
MIO
Sales
MIO
Logistics
MIO
Achieve 30% national
market share
• 2 new metal deck
products introduced in
2021
• 70% sales conversion
rates
• national sales team
footprint - 70% of
country
95% customer
satisfaction ratings
• less than 3% product
returns due to product
defect
• 99% customer delivery
on time
• zero lead time at
distribution centres
Industry and Household Metal Deck Company
Team Discussion of MIO and AKPI Cascading
Department MIO
(Take 2 MIO)
Supporting Unit 1 Supporting Unit 2 Supporting Unit 3
UTHM
Quarter 1
Objectives
AKPI
Quarter 2
Objectives
AKPI
Quarter 3
Objectives
AKPI
Corporate Most Importance
Objectives
Operating departments select the most important objectives and AKPI that support the strategic
objectives and work on it for a period of time
Quarter 4
Objectives
AKPI
Time
Supporting
What are the 20% that will produce the 80%?
Most Important
Objectives (MIO) 2021
Time
Q1 Q2 Q3 Q4
Q1- AKPI
M1
M2
M3
AKPIs and Activities
Example – Sales Departmental Most Important
Objectives (MIO) and associated AKPI
Q2- AKPI Q3- AKPI Q4- AKPI
Supporting
Supporting
Supporting
Supporting
70% Sales
Conversion rates
70% national
footprint
• RM X M sales funnel
• # strategic
partnership signed
• 50% improvement
of average
conversion time
• 80% quote to
close ratio
• 10% reduction of
cost of sales
• #14 states
representation
office
• Yearly #RM sales
target achieved
• 100% target on
sales call achieved
M1
M2
M3
M1
M2
M3
M1
M2
M3
AKPIs and Activities AKPIs and Activities AKPIs and Activities
Dealers in every
districts
Sales research
completed and approved
100% sales call
completed
5
SCS KPI Accelerations Framework™
Acceleration KPIs and MostImportant Objectives
AKPI
ACCELERATION KPI
An indicator that measures activities conducted on a weekly
basis to ensure achievement of the MIO. Should reflect
continuous & proactive behaviors & may be something you:
MIO
MOST IMPORTANT
OBJECTIVES
Always talk about
but never do
Already do but need
to do more of
Stopped doing but
need to start again
An indicator that measures the outcome of the one or
two top prioritized strategic objectives for each
function and team.
Measurable per
month or less
Influenceable by
the team
Correlate to the
overarching MIG
Win the KL Marathon
Increase #Signed Deals
Increase Market Share
Work out X times each week
Book X meeting with decision maker
according to prioritized stakeholder list
Ensure sales closing % at x %
Most Important
Objectives (MIO) 2021
Time
Q1 Q2 Q3 Q4
Q1- AKPI
M1
M2
M3
AKPIs and Activities
Team Discussion –Most Important Objectives (MIO)
and associated AKPI
Q2- AKPI Q3- AKPI Q4- AKPI
Supporting
Supporting
Supporting
Supporting
M1
M2
M3
M1
M2
M3
M1
M2
M3
AKPIs and Activities AKPIs and Activities AKPIs and Activities
Linking Goals,
KRA and KPI
Group Exercise
Goals Cascading, KRA, KPI
Goals Key Results Area KPI Operational
Objectives
Writing Operational
Objectives
1. A specific description of an end result to be achieved.
2. Specify in a clear measurable detail the end product we want to
produce.
3. Should constitute about 70% of your effort over the next reporting
period (6-18 months).
4. May be written for:
• Common + technical areas
• Personal Development related to Individual Goals
5. Problems you want solved
6. Without objectives, people tend to be evaluated on the basis of
their personality instead of the results they produce.
Operational Objectives Vs Performance
Objectives
Operational
Objectives –
Output / Impact
(Lagg Indicators)
Performance
Objectives –
Process (Lead
Indicatos)
Writing Smart
Objectives
88
Guide to writing operational objectives
Action verb + Quality/Quantity Performance Measure
WHAT BY HOW MUCH
Completion Date
BY WHEN
Example of Operational Objectives
• All KUPU SB undergraduate student will be able to graduate on time (with no extension)
by Semester January 2023.
• What
• How well
• When
How well
What
When
Example of Operational Objectives
• Goal – World ranking !
• KRA – Teaching Research
• KPI – Publication
• To publish 4 academic journals
in accredited journals by 31/
12/ 2021
Strategic Goals
(Corporate
Direction – > 18
months)
Operational
Goals
(Operational
Direction < 18
months)
Key Results Area
(Output/ Contribution /
Purpose of Existence)
KPI
(Measurement
Instrument- How do
we know we are
performing)
Operational
Objectives
HOD 1
HOD 2
HOD 2
O 1
O 2
Direction cascaded from
strategy Knowing how we contribute towards achievement
Write 3 operational objectives for you
and 1 each for people reporting to you
Operational Action Plans
An Objective Without a Plan is A Dream
- Dr Bill Reddin
“
Strategic
Goals
Departmental
Goals
Key Results
Area
KPI Operational
Objectives /
Targets
Operational
Action Plans/
Key Tasks
Team Exercise
Goals Cascading, KRA, KPI and targets
Scan here
Scan here

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Using KPI's to measure Organizational Performance IPA 2023.pdf

  • 1. Institut Perkhidmatan Awam, Negara Brunei Darussalam 6-8 July 2023 Mohd Shairulnizam Zuall Cobley
  • 2. Mohd Shairulnizam Zuall Cobley Professional Summary • 29 years of international work experience in Southeast Asia, specializing in talent management, performance management and organizational corporate learning in industries such as telecommunications, financial services, real estate, operations, services, as well as the federal, state government and non-profit sectors, working with CXO’s group in the ASEAN region. • Propelled and lead organizational strategic HR programs with Board Level interaction. • Partnering with Head of business, acting as external HRBP in leading numerous strategic talent development programs, competencies framework development, career mapping and developing enterprise architecture that resulting in significant growth of revenue post implementations. • Successfully implemented various industries Competencies Framework, Talent Development Programs, Performance Management and Succession Planning in more than in 10 organization. • Conducted more than 100 BSC and KPIs workshop within various setting from public to private sectors. • Developed, written and delivered more than 25 competency-based training modules for clients across ASEAN using Professional Criterion Reference Instruction (CRI) Model. • As an adjunct lecturer and a HRDF Malaysia Certified Trainer, accumulated thousands of hours of experience in a variety of settings, from open and in-house corporate training delivery, to lecturing management for the University of Kuala Lumpur. Academic Qualification • MBA (Middlesex University)-1996 • BA (Hons) Business Finance (UEL)- 1995 • Diploma In Banking Studies (UiTM)- 1990 Expertise • Business Development • Management Consulting • Strategic Management • Balanced Scorecard and KPI • Performance Management & Rewards • Performance Coaching & Mentoring • Competency Framework Development • Leadership Assessment & Development • Learning Facilitation Certification • Certified Business Consultants, Malaysia • Certified Trainer – HRDF Malaysia • Certified Quality Auditors – IRCA (UK) • Bruce Tuckman Organizational Developer • Woodcock & Francis Organizational Blockages Assessors • Competency Based Interviews Professional Courses • Change Management – ASTD • Instructional Systems Design - ASTD • Balanced Scorecard – BSC Collaborative • SCS Worldwide Masters Trainer in Skills Centred Selling Programs • Belbin Team Roles Facilitators Career History 1. President- Association of Certified Business Consultant (Malaysia) 2. Principal Consultant – SCS Strategic Consulting Services (2014- Now) 3. Adjunct Lecturer in Strategic Management - University Kuala Lumpur (2014- Now) 4. External Learning Facilitator - Petronas Leadership Centre (2001- Now) 5. Associate Learning Facilitator – Civil Service Institute Brunei (2014 – Now) 6. Executive Advisor to CEO Office- DST Group Brunei (2011-2013) 7. Malaysia Country Manager- Barker Hoffmann Consulting (UK)( 2004- 2011) 8. Consultant – Mesiniga Berhad (2001-2004) 9. Manager – Telekom Malaysia (1997- 2000)
  • 3. At the end of the workshop, participants will be able to • Understand the concepts of the Organizational Performance Management System. • Understand what is Balanced Scorecard, KRAs and KPIs and how it support managerial and executive positions in support of the organization's strategy, mission, goals and objectives. • Differentiate between well formed and badly formed KPIs. • Learn to develop Performance Objectives/Targets based on the KPIs set for job positions. • Write operational action plans
  • 4. • MP 1: Linking Strategy and Management Planning • MP 2: Write Division, Department, Business Unit and Individual Management Goal • MP 3: Recognize and Complete Key Result Areas • MP 4: Specify Performance Indicators • MP 5: Write Operational Objectives • MP 6: Produce Operational Actions Plans
  • 5. Time Session 8.00 – 10.00 am Session 1 10.00 – 10.30 am Break 10.30 – 12.00 pm Session 2 12.00 – 2.00 pm Break / Lunch 2.00 – 4.00 pm Session 3
  • 7. Join the team assigned to you Choose a spoke-person for the team As a team, list your team: • Name • Department • Team Expectation from this programme
  • 8.
  • 9. KPI is about ‘Cockpit Management’
  • 10. The Corporate Performance Management A systematic approach to improving individual and team performance in order to achieve organisational objectives.”
  • 11. Measuring The Right Performance
  • 16. What you cannot describe, you cannot measure You cannot describe what you cannot see
  • 17. Strategic Goals Departmental Goals Key Results Area KPI Operational Objectives / Targets Operational Action Plans/ Key Tasks The Deliverables
  • 18. Our Learning Process Meaning of strategy, performance management & cascading Identify strategic goals and operational goals Identify Key Result Area Identify Key Performance Indicators Develop Operational Objectives Set Operational Action Plan
  • 19. Why Measure? What get measured, we done
  • 20. The Need for Measurement • To improve productivity, you must manage. • To manage effectively, you must control. • To control consistently, you must measure. • To measure validly, you must define. • To define precisely, you must quantify.
  • 21.
  • 23. Goals and Strategy 1. Strategy / Direction 2. Strategic Goals 3. Results Area 4. Objectives 5. Action Plans
  • 24. Barriers to Strategy Implementation STRATEGY People Operational Barrier Vision Management Barrier Personal goals, knowledge building, and competencies are not linked to strategy implementation Key work processes are not designed to leverage the drivers of organizational strategy Strategy not understood by those who must implement it.. And not translate into goals Management system are designed by operational control and tied to budget, not strategy
  • 25. The Concept Of Balance Balance between financial and non- financial indicators of success (in business organization) 01 Balance between internal and external constituents of the organization. 02 Balance between lead and lag indicators of performance. 03
  • 26. Balanced Scorecard “To satisfy our shareholders and customers, in which internal business processes must we excel?” Objectives Measures Targets Initiatives Internal Business Processes “To achieve our vision, how must our organisation learn and innovate?” Objectives Measures Targets Initiatives Learning, Growth & Innovation VISION & STRATEGY Objectives Measures Targets Initiatives “To achieve our financial objectives, what customer needs must we serve?” Customer Objectives Measures Targets Initiatives Objectives Measures Targets Initiatives “To satisfy our shareholders, what financial objectives must we accomplish?” Objectives Measures Targets Initiatives Financial
  • 27. PMS AS A BUSINESS TOOL: HOW THE LINK HAPPENS Strategic Planning Vision - Mission - Values Strategic Goals/Objectives Departmental Goals/Objectives Performance Planning Manager KRAs and KPIs Individual KRAs/KTs and Standards Manager/Individual Performance Objectives Appraisal (Ongoing/Annual) Performance Objectives (Achieved or Not Achieved?) WHY? Individual Development Plan Rewards Training & Development Coaching & Mentoring Pay Adjustments Incentives Bonus
  • 28. • What is Goals? • Goals are broad statements of intent meant to give and indication as to where an organization, or an individual, is heading with a focus some time in the future. • The Strategic Goals are the major areas that need to be focused on and be given resources in order for the organisation to be successful. Writing Strategic And Operational Goals
  • 29. How do we relate to goals • Your relationship to the strategic goals of the organization will depend on your level within the management hierarchy. • If you are a senior or line manager reporting to your Chief Executive , then you may have been instrumental in setting the strategic goals of your company and will be able to identify one or more of those goals as being your principal focus for the future. • In most cases, Divisions/units have those goals already identified for their idea and you should have access to that information during this workshop.
  • 30. Corporate Divisions Departments Traditional Strategy Cascading Framework The Traditional Framework Strategy Map Cascading
  • 31. Corporate Divisions Departments Traditional Strategy Cascading Framework • Operationally Disconnected • Activity Based Measurements • Confused and Detached • Silos Reality
  • 32. CEO’s CHAL LENG E Aligning and accelerating an entire organization objectives C A L E N D A R T I M E The arrows can be seen as organizations’, functions’ or leaders’ progress to any strategic direction Corporate Objectives A strategic decision or important initiative is made INITIATIVES - in time 1 2 Management Team 3 1 | MIT – 2018, No One Knows Your Strategy – Not Even Your Top Leaders 2 | ADP Research Institute – 2017, Evolution of Work 2.0: The Me vs. We Mindset of all employees say they want to know how they can contribute to help their company reach their objectives2 82% NOT EVEN YOUR TOP TEAM CAN LIST YO U R TO P 3 OBJECTIVES & I N I TI ATI VES 13% 18% 22% 51% Top team Mid management Team leaders Employees 100% 90% 80% 70%
  • 33. SCS Focused Strategic Objectives Steering Framework Strategic Objectives (1) Strategic Objectives (2) Strategic Objectives (3) Corporate Goals Corporate Goals Corporate Goals Operational Objectives (1) Operational Objectives (2) Operational Objectives (3) Departmental Goals Departmental Goals Departmental Goals Operational Objectives (1) Operational Objectives (2) Operational Objectives (3) Unit Goals Unit Goals Unit Goals Goals – Objectives - Activities Working on the Most Important Objectives (MIO)
  • 34. Goals- Broad statement of intentions Using directional verbs like Enhance, Improve ect Example – Improve the quality of research among academician Writing Goals
  • 35. Strategic goals are long term and represent higher corporate level direction associated with group level strategy Operational goals are departmental direction to support corporate level direction and normally are cascaded from strategic goals Strategic Goals And Operational Goals
  • 36. • Enhance IR 4.0 application capability • Improve global ranking • Increase international presence • Improve logistic capabilities • Enhance branding • Ensure efficient costing structure Example of Goals
  • 37. The concept of strategic theme • Within an organisation there are hundreds, if not thousands, of processes that are taking place. • The art of good strategy is to identify the critical few that are going to have the greatest impact on the Customer Proposition. • All processes must be done well, but the critical few must be excelled at.
  • 38. The concept of strategy cascading Strategic Direction • Vision • Mission • Values Strategy Map • Strategic Goals • Operational Goals Direction Corporate Intention/ Story Goals/ Intention/ Focus Area Goals/ Intention/ Focus Area Goals/ Intention/ Focus Area Key Results Area Key Results Area Key Results Area Key Results Area
  • 39. • Using the Balanced Scorecard 4 perspectives, Discuss and Write • 4 strategic goals • 4 operational goals
  • 40.
  • 41. Broad statement of intention Goals Key Results Area Supposed unique contribution
  • 42. Definition “KRAs are those areas in which a high level of performance is required in order to be successful during a specified period. They constitute the key results, outputs or contributions of either a group or an individual.” Purpose • Help a manager direct limited resources (time, money, people, plant and equipment) to the most important areas where the return on effort will be greatest. • Prevent managers getting locked into "the activity trap" which involves people "doing things right", rather than "doing the right thing". Doing the right thing is concern for achieving results. • Help focus on areas where managers should invest their time, energy and talent. • Help identify areas for which objectives are set. • Assist in the setting of priorities. • Help define each person's unique contribution Key Result Area KEY RESULTS AR EA
  • 43. Key Results Area are results or output • Remember KRA is our / departments’ results or outputs • KRA is not an activity but a set of activities Example • Attending a meeting is NOT a KRA (Verb) • Meeting customer is NOT a KRA (Verb) • Customer Satisfaction is a KRA (Noun) • Policy Papers is a KRA (Noun)
  • 44. Example NOT THIS THIS Ensure training is always based on needs analysis. Influencing staff to perform to the required . Standards by example. Gather data to define the Thai market. Needs Analysis. Staff Performance Market Research. Design all the wooden houses to be in line and symmetrical Write detailed technical reports for head office by the last Friday of the month. Inspect the vehicle fleet especially the trucks and the buses against the Ministries requirements House Design Technical Report Production Vehicle Inspection
  • 45. Example of Key Results Area • Financial Management • Stakeholders Management • Policy Papers • Customer Satisfaction • Investigation Papers
  • 46. 1. Public relations. 2. Conduct a stock check. 3. Increase productivity by 15%. 4. Conduct presentations. 5. Customer service. 6. Training needs analysis. 7. Strategic planning. 8. Production schedules. 9. Design curriculums. 10. Stock levels. 11. Introduce team briefings. 12. Information systems. 13. Decrease scrap by 15%. 14. Attend communication seminar to improve skills Individual Exercise/ Identify KRA Statements
  • 47. Strategic Goals – Top University Ranking Key Results – Teaching and Academic Research Example of Relationship between KRA and Goals
  • 48. The Deliverables Strategic Goals Departmental Goals Key Results Area KPI Operational Objectives / Targets Operational Action Plans/ Key Tasks
  • 49. Mohd Shairulnizam Zuall Cobley Institut Perkhidmatan Awam, Negara Brunei Darussalam 6-8 July 2023
  • 50. Cockpit management What get measured get done Need for the right measurement Linking Corporate strategy / Direction with KPI and Target Strategic Goals and Operational Goals Based on 4 Perspectives Key Results Area Review of Day 1
  • 51. NOW YOUR TURN … • Write a goals that you want to achieve this year • Then write Results Area that relate to the achievement of the goal
  • 52. Group Exercise Example - Goals Cascading Goals Key Results Area KPI Operational Objectives To achieve financial efficacy Financial Management Effectiveness To improve financial forecasting and budgeting Cost Control
  • 53. Group Exercise Goals Key Results Area KPI Operational Objectives
  • 54. Goals Matrix (Example) & Review Corporate/ Department HR Division/ Unit Finance Division/ Unit Operations Division/ Unit SG 1 • Creating a High Performance Culture X • Enhance Capabilities Building • Develop corporate culture SG 2 • Ensure Effective and Efficient Financial Management X • Ensure cost optimisation • Enhance tax management SG 3 • Develop Excellent Service Delivery X • Improve logistic management
  • 55. KRA Matrix Director – HR Development HR Officer 1 HR Officer 2 HR Officer 3 KRA 1 • Capabilities Development X • Training Needs Analysis • Training Programme Management X • Succession Planning • Leadership Development Programme KRA 2 • Performance Management X • BSC Reporting X • Rewards and Compensation • Promotions KRA 3 • Competency Framework X • Competency assessments
  • 56. Complete a Goals Cascading Matrix for your department Complete a KRA Cascading Matrix
  • 57.
  • 58. “KPIs are those quantifiable factors within a KRA, for which it is worthwhile to derive objectives. They identify only WHAT will be measured not HOW MUCH or BY WHEN.” “A unit of measurement for which measurable standards can be established, to measure the performance of individuals, teams, or the whole organisation What is KPI
  • 59. Why do we need KPI? • They provide the link between Goals, Key Result Areas and measurable objectives. • They extend us to think about creative and relevant ways to objectively measure the results (outputs) of our efforts. • They establish a measurable value on our unique contribution to our organisation's goals. • They force us to think about how to measure our staffs' contributions to business unit goals and objectives. • They avoid the trap of measuring activities rather than Key Results. • They contribute to removing subjectivity from performance appraisal.
  • 60. Types Of KPI Activities / Processes Output Impact
  • 61. Types of indicators • Quantitative • Qualitative • Combined
  • 62. Example of KRA and KPI Key Result Area Performance Indicator Cost Control Personal Development Training Needs Analysis Legal Submissions Staff Performance Course Development Team Morale Strategy Formulation Customer Satisfaction Vehicle Fleet Maintenance Technical Report Production Corporate Health Course Design Ministerial Advice Overtime as % of Payroll Number of skills learnt Recommendations accepted Processing Time % Objectives achieved Number of revisions % increase on morale survey Number of strategies implemented % decrease in complaints Breakdowns per kilometer % recommendations accepted % reduction in sickness days Number of students competent per day Level of satisfaction
  • 63. List 2 KPI for each category of KPI • Activities • Output • Impact NOW YOUR TURN …
  • 64. Mohd Shairulnizam Zuall Cobley Institut Perkhidmatan Awam, Negara Brunei Darussalam 6-8 July 2023
  • 65. Review of Day 1 and 2 Cockpit management What get measured get done Need for the right measurement Linking Corporate strategy / Direction with KPI and Target Strategic Goals and Operational Goals Based on 4 Perspectives Key Results Area Writing KPI
  • 66. Our Progress as at now Strategic Goals (Corporate Direction – > 18 months) Operational Goals (Operational Direction < 18 months) Key Results Area (Output/ Contribution / Purpose of Existence) KPI (Measurement Instrument- How do we know we are performing) Knowing how we contribute towards achievement Direction cascaded from strategy
  • 67. Strategic Planning Process 1. VISION 2. MISSION 3. VALUES 4. STAKEHOLDERS 5. PHILOSOPHY STATEMENTS 6. ENVIRONMENTAL ANALYSIS 7. IDENTIFY STRATEGIC GOALS 8. WRITE KEY RESULTS AREAS 9. OBJECTIVES/ TARGETS 10. ACTION PLANS
  • 68. Strategic Thrust 1 Strategic Thrust 2 Strategic Thrust 3 Strategic KRA Strategic KRA Strategic KRA Strategic KRA Strategic KRA Strategic KRA KPI KPI KPI KPI KPI KPI Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Key Initiatives Key Initiatives Key Initiatives Key Initiatives Key Initiatives Key Initiatives Philosophy Statements Values Vision Missions Strategic Goals Strategic Goals Strategic Goals
  • 69. Linking it all together Strategic Goals/ Map Strategic KRA Key Performance Indicators Strategic Objectives/ Target Key Initiatives VMV
  • 70. Review of Definitions A strategy map is a simple graphic that shows a logical, cause- and-effect connection between strategic objectives (shown as ovals on the map). It is one of the most powerful elements in the a strategy development framework, as it is used to quickly communicate how value is created by the organization. A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives Goals are broad statement of intention Objectives are specific action oriented targets that can be defined, visualised and committed to writing Strategic initiatives is a project or action that is carefully defined and designed to achieve strategic objectives
  • 71. Example of Definition Goals Enhance Market Dominance and Presence To enhance SMEs as a major economic contributors To embark in excellent academic experience and ensure graduates excel and accepted by the industry Objectives Achieve 30% national market share Provide 30% national employments opportunities 80% of graduates employed within 6 months of completion Key Results Area Product Marketing Employment Creations Industry Partnership Key Performance Indicators # Market share # National Employment # Graduate Employability Initiatives • Build strategic partnerships with dealers and distributors • Introduce new products quickly compare to competitors • Enlarge market coverage nation wide • Provide more funding assistance to SMEs • Assist in creating export oriented products • Linked SMEs with regional MNC for strategic partnerships • Established conducive learning environment • Smart Partnership with industries • Engage industries leaders as panel of advisors 1 2 3
  • 72. Corporate Divisions Departments Traditional Strategy Cascading Framework The Traditional Framework Strategy Map Cascading
  • 73. Corporate Divisions Departments Traditional Strategy Cascading Framework • Operationally Disconnected • Activity Based Measurements • Confused and Detached • Silos Reality
  • 74. CEO’s CHAL LENG E Aligning and accelerating an entire organization objectives C A L E N D A R T I M E The arrows can be seen as organizations’, functions’ or leaders’ progress to any strategic direction Corporate Objectives A strategic decision or important initiative is made INITIATIVES - in time 1 2 Management Team 3 1 | MIT – 2018, No One Knows Your Strategy – Not Even Your Top Leaders 2 | ADP Research Institute – 2017, Evolution of Work 2.0: The Me vs. We Mindset of all employees say they want to know how they can contribute to help their company reach their objectives2 82% NOT EVEN YOUR TOP TEAM CAN LIST YO U R TO P 3 OBJECTIVES & I N I TI ATI VES 13% 18% 22% 51% Top team Mid management Team leaders Employees 100% 90% 80% 70%
  • 75. SCS Focused Strategic Objectives Steering Framework Strategic Objectives (1) Strategic Objectives (2) Strategic Objectives (3) Corporate Goals Corporate Goals Corporate Goals Operational Objectives (1) Operational Objectives (2) Operational Objectives (3) Departmental Goals Departmental Goals Departmental Goals Operational Objectives (1) Operational Objectives (2) Operational Objectives (3) Unit Goals Unit Goals Unit Goals Goals – Objectives - Activities Working on the Most Important Objectives (MIO)
  • 76. Pareto’s Rule – The Critical Few Things to done 20% Results achieved 80% 20% 80% MIO framework are based on that 20% of a job that produce the greatest payoff. The rest is the 80%, sometimes called “busy work”, which gives little in the way of results.
  • 77. Example of MIO and AKPI Cascading Corporate MIO Product Marketing MIO Sales MIO Logistics MIO Achieve 30% national market share • 2 new metal deck products introduced in 2021 • 70% sales conversion rates • national sales team footprint - 70% of country 95% customer satisfaction ratings • less than 3% product returns due to product defect • 99% customer delivery on time • zero lead time at distribution centres Industry and Household Metal Deck Company
  • 78. Team Discussion of MIO and AKPI Cascading Department MIO (Take 2 MIO) Supporting Unit 1 Supporting Unit 2 Supporting Unit 3 UTHM
  • 79. Quarter 1 Objectives AKPI Quarter 2 Objectives AKPI Quarter 3 Objectives AKPI Corporate Most Importance Objectives Operating departments select the most important objectives and AKPI that support the strategic objectives and work on it for a period of time Quarter 4 Objectives AKPI Time Supporting What are the 20% that will produce the 80%?
  • 80. Most Important Objectives (MIO) 2021 Time Q1 Q2 Q3 Q4 Q1- AKPI M1 M2 M3 AKPIs and Activities Example – Sales Departmental Most Important Objectives (MIO) and associated AKPI Q2- AKPI Q3- AKPI Q4- AKPI Supporting Supporting Supporting Supporting 70% Sales Conversion rates 70% national footprint • RM X M sales funnel • # strategic partnership signed • 50% improvement of average conversion time • 80% quote to close ratio • 10% reduction of cost of sales • #14 states representation office • Yearly #RM sales target achieved • 100% target on sales call achieved M1 M2 M3 M1 M2 M3 M1 M2 M3 AKPIs and Activities AKPIs and Activities AKPIs and Activities Dealers in every districts Sales research completed and approved 100% sales call completed
  • 81. 5 SCS KPI Accelerations Framework™ Acceleration KPIs and MostImportant Objectives AKPI ACCELERATION KPI An indicator that measures activities conducted on a weekly basis to ensure achievement of the MIO. Should reflect continuous & proactive behaviors & may be something you: MIO MOST IMPORTANT OBJECTIVES Always talk about but never do Already do but need to do more of Stopped doing but need to start again An indicator that measures the outcome of the one or two top prioritized strategic objectives for each function and team. Measurable per month or less Influenceable by the team Correlate to the overarching MIG Win the KL Marathon Increase #Signed Deals Increase Market Share Work out X times each week Book X meeting with decision maker according to prioritized stakeholder list Ensure sales closing % at x %
  • 82. Most Important Objectives (MIO) 2021 Time Q1 Q2 Q3 Q4 Q1- AKPI M1 M2 M3 AKPIs and Activities Team Discussion –Most Important Objectives (MIO) and associated AKPI Q2- AKPI Q3- AKPI Q4- AKPI Supporting Supporting Supporting Supporting M1 M2 M3 M1 M2 M3 M1 M2 M3 AKPIs and Activities AKPIs and Activities AKPIs and Activities
  • 84. Group Exercise Goals Cascading, KRA, KPI Goals Key Results Area KPI Operational Objectives
  • 85.
  • 86. Writing Operational Objectives 1. A specific description of an end result to be achieved. 2. Specify in a clear measurable detail the end product we want to produce. 3. Should constitute about 70% of your effort over the next reporting period (6-18 months). 4. May be written for: • Common + technical areas • Personal Development related to Individual Goals 5. Problems you want solved 6. Without objectives, people tend to be evaluated on the basis of their personality instead of the results they produce.
  • 87. Operational Objectives Vs Performance Objectives Operational Objectives – Output / Impact (Lagg Indicators) Performance Objectives – Process (Lead Indicatos)
  • 89. Guide to writing operational objectives Action verb + Quality/Quantity Performance Measure WHAT BY HOW MUCH Completion Date BY WHEN
  • 90. Example of Operational Objectives • All KUPU SB undergraduate student will be able to graduate on time (with no extension) by Semester January 2023. • What • How well • When How well What When
  • 91. Example of Operational Objectives • Goal – World ranking ! • KRA – Teaching Research • KPI – Publication • To publish 4 academic journals in accredited journals by 31/ 12/ 2021
  • 92. Strategic Goals (Corporate Direction – > 18 months) Operational Goals (Operational Direction < 18 months) Key Results Area (Output/ Contribution / Purpose of Existence) KPI (Measurement Instrument- How do we know we are performing) Operational Objectives HOD 1 HOD 2 HOD 2 O 1 O 2 Direction cascaded from strategy Knowing how we contribute towards achievement
  • 93. Write 3 operational objectives for you and 1 each for people reporting to you
  • 94. Operational Action Plans An Objective Without a Plan is A Dream - Dr Bill Reddin “
  • 95. Strategic Goals Departmental Goals Key Results Area KPI Operational Objectives / Targets Operational Action Plans/ Key Tasks Team Exercise Goals Cascading, KRA, KPI and targets