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Examples of key performance indicators for Chief Executives 

Examples of key performance indicators for Chief Executives

 

 
 
Tags:  payroll software  key performance indicators software  key performance indicators  key performance indicators metrics 
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Published:  April 24, 2012
 
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Slide 1: Examples of Key Performance Indicators for Chief Executives The key results to be measured will depend on the type of business and the strategic plan. Areas Key Performance Indicators (KPIs) are usually set for include human resource development, payroll systems, machinery performance, distribution of quality products, increased production, sales and marketing to improve prices and health and safety. In a large company with a large management team the senior managers would have accountability for these areas – but in a small company he CEO might be charged with these responsibilities. F2F - face to face at monthly discussion meetings, team briefing sessions 1 on 1 = monthly one on one performance discussions A new company might set their CEO the goal of implementing performance frameworks for all staff. Result area Operations Goal: Human Resource Development • Effectively manage Performance Review process Measures/Targets • Managers trained in KAO process by 15/3/00 • Compliance survey for 1 on 1’s completed with recommendations to each facility [quarterly] • Staff are given feedback on performance not later than 15/10 (½ year) and 15/4 (full year) • PDP process is completed by [ ] • Source best practice leadership programmes and recommendation to CEO by 31/5/00 • [One day per month] 1 on 1 coaching of each GM People • Improve leadership skills in the business A company employing many labourers might have a particular focus on upgrading payroll systems. http://governance.tpk.govt.nz
Slide 2: Result area Finance People Goal – improving Pay Roll functions • Minimise cost of payroll runs • Contribute to site team goals • Actively contribute to my own performance management process • Develop personal leadership • Deliver against service level agreements for businesses Measures/Targets • No penalty fee (PAYE) [ $0 ] • F2F [attend 10 out of 12] • Prepare and forward 1 on 1 items to manager [24 hours prior to meeting] • 1 on 1’s [10 out of 12] • Agree personal leadership development plan by [July 2000] • Implement by [March 2001] • • • • • Pay runs in banks on time [< x% error] Audit requirements [% rating] [ number of ] new ideas to reduce processing time [zero] manual pays Reduction of payroll errors [1 per month] Personal Leadership Operational Excellence Customers • Reduce payroll customers complaints • Customer complaints [60% cf F’00] • Accurate pay slips [error rate] • LCSS - VC feedback http://governance.tpk.govt.nz
Slide 3: A construction industry might have a particular focus on health and safety. Result areas Financial Goal – improving Health and Safety • Monitor site health & safety costs and suggest any improvements that could be made Measures/Targets • health and safety cost reports produced [monthly] • [x] initiatives raised to optimise h & s costs • Reduce cost of safety management [ $ ] (depends on level of influence) • • • • Agree personal leadership development plan by [July 2000] Implement by [March 2001] Policy compliance Safety training plan Personal Leadership Customers • Develop personal leadership • Improve customers knowledge through education programs • Deliver site safety plan, adding value to the company • Play an active role in being part of the ‘Myrtleford site” team Operational Excellence People • Safety audits [score of x or greater] • Compliance with KEA process [ ] • F2F [attend 10 out of 12] • Prepare and forward 1 on 1 items to manager [24 hours prior to meeting] • 1 on 1’s [10 out of 12] • No. of initiatives for safety projects generated by site champions • Increase safety skills and knowledge by mentoring site safety champions http://governance.tpk.govt.nz
Slide 4: A manufacturing company might want to improve their engineering systems. Result area Operational Excellence Goal Improve machinery performance • Improve machine uptime Measures/Targets • Achieve uptime of 92% by 30/9/00 and maintain • Planned monthly shuts completed in 14 hours • Engineering costs are not more than $58 per tonne • All machine tenders trained in Basic Care/Cause ID by 31/5/00 • Respond to breakdowns in [< 30 minutes] Customer • Improve response to breakdowns http://governance.tpk.govt.nz
Slide 5: A distribution company might want their CEO to focus on improving distribution systems and quality of product Result areas Financial Goal – Distribution of quality products • Contribute to EBIT target of x through managing logistics cost budget • Dispatch product as per daily plans Measures/Targets • Budget managed within parameters [ ] • Cost of deliveries do not exceed plan [budget $] • DIFOT [85%] • Invoice accuracy [ ] • Truck turnarounds [reduced to 25 mins] • Variation reports to production are completed each day [100% per day] • Recommendations re corrective action to Production within 24 hours for each non-compliance [ ] • Undamaged goods [98%] Operational Excellence Customer • Reduce customer complaints regarding packaging defects http://governance.tpk.govt.nz
Slide 6: A production company might have particular issues on the production line. Result area Operational Excellence Goal - Increase production • Increase machine output Measures/Targets • • • • Improve uptime from 90% to 92% Increase tonnes per day to [101.5] Waste [<9%] Reduction in variable costs of $350,000 by 31/3/01 People • Improve operators’ effectiveness • Complete training skills training programmes in Basic Care by 30/6/00 • All operators completed level 3, TET by 30/9/00 • Complete quarterly skills audits [ ] http://governance.tpk.govt.nz
Slide 7: Sales and marketing might be a focus for one year. Result area Markets Goal to improve prices • Increase margins in horticulture Measures/Targets • Achieve 5% price increase by 31/5/00 • Exit avocado market by 30/9/00 • Introduce/sell de-engineered design for Kiwi by 30/6/00 • All sales team trained in SPIN by 30/4/00 • Coaching / development calls with all staff by 30/6/00 • Kiwi reps have received technical training in de-engineering by 31/5/00 • 100% 1 on 1’s People • Increase effectiveness of sales team http://governance.tpk.govt.nz
Slide 8: REGIONAL SALES MANAGEMENT - Sample Goals / Measures / Targets Key Result Financial Weight 5% 35% 5% 5% People 15% Goals • • • • • • • • • Personal Leadership Operational Excellence 10% 15 % • • Contribute to achieving company goals Achieve planned gross profit for region Operating costs on plan for region Working capital ratios on plan for region Raise performance standards Deliver a great culture Reduce staff turnover Improve safety Build benchstrength Develop personal leadership Meet our delivery promise to customers. Measures & Targets • • • • • • • • • • • • Company CFROI [ ] GP$ [ ] Distribution, selling and admin costs [ ] Stock turn [ ] and debtors days [ ] Complete monthly 1:1 program for all staff with performance rating [min 10/12 p.a] Action plans for BT employees[ ] Increase culture survey results for Standards and Recognition by 10 points Turnover to be [< x%] for the year. Zero doctors cases and lost time incidents. Identify successor for A, B and C positions, and have their development plans in place by 10/00. Agree personal leadership development plan by July 2000 and implement by March 2001. Ensure all staff understand our delivery promise and the internal business rules to achieve these. Survey in April 2000. Included monthly in face to face for each branch from May 2000. Sales people to be trained to the following levels: 1. All reps to “basic” level by [ ] 2. Xxx sector reps to “certification” level by [ ] 3. Regional champion to “expert” level by [ ] Increase xxx sales by 100% F01 vs F00 • Implement tracking systems to record DIFOT by number of line items in accordance with the delivery promise Develop xxx category as the lead product bundle in the .xxxx sector. • KA5. Customers and Markets 10 • • • http://governance.tpk.govt.nz

   
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