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 Issue KPI Target
Mail
BVA GE1-v6
KPIs AND TARGETS
Issue
KPI
Target
All mail is not sorted for delivery on date of receipt
Per cent mail sent for delivery (Regd. Post)
100%
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%
All mail is not delivered on the day of arrival
Per cent mail delivered same day (Speed Post)
100%
Per cent mail delivered same day (Ordinary)
100%
Deviation of beat completion time
30 min
Per cent mail correctly sorted (Regd. Post)
100%
Mis-sorting and delay in mail dispatch
Per cent mail correctly sorted (Speed Post)
100%
Per cent mail correctly sorted (Ordinary)
100%
Network Issues
Time from mail office to customer receipt
Less than 24 Hrs
Mail transit time (end-to-end)
As per norms 8
BVA GE1-v6 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