No KPI is better than a good employee - Aleksandar Savkovic

How to set and track KPIs, how to monitor and lead projects and which tools to use. The most important maybe, how to measure and reward loyalty and consistency.

Transcript

1. No KPI is better than a good employee!!! Aleksandar Savkovic AKA WPAleks
2. SOME NUMBERS FOR TODAY 0 Famous People Quotes 1-10 Bad Words 1/2 Key Takeaways
3. KPI A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. ( Big Rock )
4. KPI
5. KPI Is almost always Unrealistic
6. KPI Is almost always Unrealistic Why?
7. KPI Is almost always Unrealistic Why? Mostly because of someone's ambition and following bad practice.
8. KPI Is almost always Unrealistic Why? Mostly because of someone's ambition and following bad practice. Higher goals will motivate people!
9. KPI Is almost always Unrealistic Why? Mostly because of someone's ambition and following bad practice. Higher goals will motivate people! Organizations blindly adopt industry- recognized KPIs
10. DEFINE A KPI
11. DEFINE A KPI What is your desired outcome? Increase revenue by 10%
12. DEFINE A KPI What is your desired outcome? Increase revenue by 10% Why does this outcome matter? Achieving this target will allow the business to become profitable
13. DEFINE A KPI What is your desired outcome? Increase revenue by 10% Why does this outcome matter? Achieving this target will allow the business to become profitable How are you going to measure progress? Progress will be measured as an increase in revenue measured in dollars spent
14. DEFINE A KPI What is your desired outcome? Increase revenue by 10% Why does this outcome matter? Achieving this target will allow the business to become profitable How are you going to measure progress? Progress will be measured as an increase in revenue measured in dollars spent How can you influence the outcome? By hiring additional sales staff, by promoting existing customers to buy more product
15. DEFINE A KPI
16. DEFINE A KPI Who is responsible for the business outcome? The Chief Sales Officer is responsible for this metric
17. DEFINE A KPI Who is responsible for the business outcome? The Chief Sales Officer is responsible for this metric How will you know you’ve achieved your outcome? Revenue will have increased by 10% this year
18. DEFINE A KPI Who is responsible for the business outcome? The Chief Sales Officer is responsible for this metric How will you know you’ve achieved your outcome? Revenue will have increased by 10% this year How often will you review progress towards the outcome? Will be reviewed on a monthly basis
19. SMART CRITERIA
20. SMART CRITERIA The letters are typically taken to stand for Specific, Measurable, Attainable, Relevant, Time-bound. In other words:
21. SMART CRITERIA The letters are typically taken to stand for Specific, Measurable, Attainable, Relevant, Time-bound. In other words: Is your objective Specific?
22. SMART CRITERIA The letters are typically taken to stand for Specific, Measurable, Attainable, Relevant, Time-bound. In other words: Is your objective Specific? Can you Measure progress towards that goal?
23. SMART CRITERIA The letters are typically taken to stand for Specific, Measurable, Attainable, Relevant, Time-bound. In other words: Is your objective Specific? Can you Measure progress towards that goal? Is the goal realistically Attainable?
24. SMART CRITERIA The letters are typically taken to stand for Specific, Measurable, Attainable, Relevant, Time-bound. In other words: Is your objective Specific? Can you Measure progress towards that goal? Is the goal realistically Attainable? How Relevant is the goal to your organization?
25. SMART CRITERIA The letters are typically taken to stand for Specific, Measurable, Attainable, Relevant, Time-bound. In other words: Is your objective Specific? Can you Measure progress towards that goal? Is the goal realistically Attainable? How Relevant is the goal to your organization? What is the Time-frame for achieving this goal?
26. SMARTER THAN SMART
27. SMARTER THAN SMART EVALUATE
28. SMARTER THAN SMART EVALUATE REEVALUATE
29. SMARTER THAN SMART EVALUATE REEVALUATE If you've exceeded your revenue target for the current year, you should determine if that's because you set your goal too low or if that's attributable to some other factor.
30. Creating good KPIs
31. Creating good KPIs Step 1: WebAgency's One Metric that Matters is number of new Websites delivered per quarter.
32. Creating good KPIs Step 1: WebAgency's One Metric that Matters is number of new Websites delivered per quarter. Step 2: To build as many websites as possible, while still maintaining quality, WebAgency needs to balance their core assets from their balance scorecard.
33. Creating good KPIs Step 1: WebAgency's One Metric that Matters is number of new Websites delivered per quarter. Step 2: To build as many websites as possible, while still maintaining quality, WebAgency needs to balance their core assets from their balance scorecard. Financially: They may make the decision that delivery of websites is more important than profit. Customers: Clients have their orders and are waiting for their delivery, the longer it takes the less excited and more likely they will cancel. So keeping clients happy is extremely important.
34. Creating good KPIs
35. Creating good KPIs Step 3: Now that we have set some objectives with KPIs we need to set key results One KR for clients that is a standard measure in supply chains could be: Deliver performance (DP) is set at 95% measured as the fulfillment of a customer promised delivery date.
36. Creating good KPIs Step 3: Now that we have set some objectives with KPIs we need to set key results One KR for clients that is a standard measure in supply chains could be: Deliver performance (DP) is set at 95% measured as the fulfillment of a customer promised delivery date. Step 4: Using a KPI Dashboard (Spreadsheets, Asana, Jira, Trello) to monitor key results Dashboards often provide at-a-glance views of KPIs relevant to a particular objective or business process.
37. Build a better team
38. Build a better team 1.Unlocking the power of employee engagement
39. Build a better team 1.Unlocking the power of employee engagement Ask any employee why they don’t feel engaged at work and you’ll probably get some variation on the same theme.
40. Build a better team 1.Unlocking the power of employee engagement They feel disconnected from the organization’s larger purpose. They fail to see any impact their daily efforts – the activities which occupy most of their time – have on larger organizational goals. They don’t understand the strategic direction of the organization. Ask any employee why they don’t feel engaged at work and you’ll probably get some variation on the same theme.
41. Build a better team 2.Role of KPIs in employee engagement
42. Build a better team 2.Role of KPIs in employee engagement They get everyone pulling in the same direction
43. Build a better team 2.Role of KPIs in employee engagement They get everyone pulling in the same direction They help connect employees’ work to organization-wide goals
44. Build a better team 2.Role of KPIs in employee engagement They get everyone pulling in the same direction They help connect employees’ work to organization-wide goals More effectively reach key goals
45. Build a better team 3.Deciding on KPIs can take your employee engagement to the next level
46. Build a better team 3.Deciding on KPIs can take your employee engagement to the next level It starts a debate about strategic direction
47. Build a better team 3.Deciding on KPIs can take your employee engagement to the next level It starts a debate about strategic direction It helps to establish how KPIs connect to strategic goals
48. Build a better team 3.Deciding on KPIs can take your employee engagement to the next level It starts a debate about strategic direction It helps to establish how KPIs connect to strategic goals It engages employees directly
49. REWARDING Most of the companies reward wrong employees based on KPIs
50. REWARDING Most of the companies reward wrong employees based on KPIs 1. Reward efforts
51. REWARDING Most of the companies reward wrong employees based on KPIs 1. Reward efforts 2. Reward consistency
52. REWARDING Most of the companies reward wrong employees based on KPIs 1. Reward efforts 2. Reward consistency 3. Reward loyalty
53. TEAM A - BAD EXAMPLE GOAL KPI TIME REWARDED FOR REACHING A GOAL
54. TEAM B - GOOD EXAMPLE GOAL KPI TIME NOT REWARDED DIDN'T REACH A GOAL
55. Aleksandar Savković WordPress Community Manager EFXARISTO POLI