KPIs, Work flow & evaluating performances

1. KPIs, Work flow & evaluating performances

2. KPIs • Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals. • KPIs serve to reduce the complex nature of organizational performance to a small number of key indicators to make it more digestible for us.

3. Examples • When you go to your doctor he might measure blood pressure, cholesterol levels, heart rate and body mass index as key indicators of your health. • With KPIs we try to do the same in organization.

4. Must be Key To Organizational Success • Many things are measurable. • That does not make them key to the organization's success. • Note: • In selecting Key Performance Indicators, It is critical to limit them to those factors that are essential to the organization reaching its goals.

5. Number of KPIs • It is important to keep the number of Key Performance Indicators small. • It is to keep everyone’s attention focused on achieving the same KPIs.

6. Performance Management Tool • A Carrot • KPIs are used as performance Management tool. • KPIs gives everyone in the organization a clear picture of what is important, of what they need to make happen

7. KPI targets • Post the KPIs everywhere • In the lunch room • On the walls of every conference room • On Department’s web site • Show what the target for each KPI is and show the progress toward that target for each of them? • People will be motivated to reach those KPI targets.

8. KPIs AND TARGETS • Deviation of beat completion time Network Issues Issue KPI Target All mail is not sorted for delivery on date of receipt • Per cent mail sent for delivery (Speed Post) 100% • Per cent mail sent for delivery (Ordinary) 100% • Per cent mail delivered same day (Regd. Post) 100% • Per cent mail delivered same day (Speed Post) • Per cent mail sent for delivery (Regd. Post) 100% 100% 30 min 100% • Per cent mail correctly sorted (Speed Post) 100% • Per cent mail correctly sorted (Regd. Post) 100% • Per cent mail correctly sorted (Ordinary) 100% • Time from mail office to customer receipt Less than 24 Hrs • Mail transit time (end-to-end) As per norms • Per cent mail delivered same day (Ordinary) Mail All mail is not delivered on the day of arrival Mis-sorting and delay in mail dispatch 8

9. Exercise 3.2.1 • Identify the issues of RPLI branch of DO & Prepare the KPIs for one of the issues identified • One group to present before the class • Trainer to sum up the exercise

10. WORK FLOW PROCESS A workflow process is a series of tasks or events, the order in which they must be performed.

11. Work Flow Management • It is a system of overseeing the process of passing information, documents and tasks from one employee or machine within a business to another.

12. Advantage • Improved efficiency within the business • By automating processes and establishing a procedure, unnecessary steps are eliminated • Everybody is fully aware of his or her responsibilities. • To track employee and machine performance. • When a link in the chain is broken, it is simple to go back and determine where this occurred. • It standardize working methods. • Improves customer service by providing a consistent product or service • Improves business

13. Tools A flow chart • Circles, which signify the start or end of a process • Rectangles, show instructions and actions • Diamonds show decisions that must be made. • Symbols are connected one to the other by arrows, showing the flow of the process.

14. Need of Performance Management • In an organization that lacks an objective performance measurement system motivational workforce practices do not work. • Individuals felt a lack of clarity in their roles and eligibility criteria for career growth.

15. FROM BLUE BOOK II

16. What is Performance Management? Employee performance management includes – • Planning work and setting expectation • Developing the capacity to perform • Continuously monitoring performance Evaluating

17. Doing (Competency Development) • It involves evaluating employee development needs that will help them strengthen their job-related skills and competencies • Prioritizing and developing a plan of action to achieve the set targets • Develop tools to facilitate the employees plan their personal development goals.

18. Checking (Continuous Monitoring) • Checking means gap analysis. • It includes conducting ongoing reviews where employees’ performance is quantitatively measured against the set standards to see how well they are meeting the set goals. • Performance rating is done through the quantitative data before the time of actual performance appraisal. • For low performance, and immediate plan of action is taken. • A Process of regular feedback is facilitated

19. Acting (Performance Evaluation) • Acting includes evaluating job performance against the standards in the employee’s performance plan. • Assigning a rating to the employee based on work performed during the entire appraisal period.

20. Recognize and reward outstanding performance “People have a tremendous capacity for outstanding achievement. There are also many extraordinary capacities that allow them to become high achievers.” Steve Brunkhors

21. ABILITY • Ability is the person's aptitude, as well as the training and resources supplied by the organization • Motivation is the product of desire and commitment

22. 100% motivation and 75% ability • can often achieve above-average performance. • 100% motivation and 25% ability • won't be able to achieve the type of performance you expect, regardless of his or her level of motivation.

23. Diagnosing Poor Performance • First understand cause…………. • Then fix problem of poor performance!!!!!! • Does it come from lack of ability • Or low motivation?

24. How To Judge Low Ability? • Low ability may be associated with the following: • Over-difficult tasks. • Low individual aptitude, skill, and knowledge. • Evidence of strong effort, despite poor performance. • Lack of improvement over time.

25. People with low ability • May have been poorly matched with jobs in the first place. • They may have been promoted to a position that's too demanding for them. • Or may be they no longer have the support that previously helped them to perform well.

26. Remember, the employee's performance is not intentionally poor – he or she simply lacked the skills for the position. • Your goal is to develop the employee, meet operational needs, and provide meaningful and rewarding work to everyone involved.

27. Exercise-3.2.2 Trainer to give 20 minutes to trainee groups to think over the following:- • Need of performance monitoring-why? • How to monitor?-Tools. • How to deal & enhance the performance of low performers? • How to maximise the performance of high performers? • One group selected at random to present before the class.

28. Thank You