Sample & Template of KPI for HR Manager (PowerPoint PPTX)

Sample & Template of KPI for HR Manager PPT

Key Performance Indicators (KPIs) are the critical (key) indicators of progress toward an intended result. KPIs provides a focus for strategic and operational improvement, create an analytical basis for decision making and help focus attention on what matters most. As Peter Drucker famously said, "What gets measured gets done."

Managing with the use of KPIs includes setting targets (the desired level of performance) and tracking progress against that target. Managing with KPIs often means working to improve leading indicators that will later drive lagging benefits. Leading indicators are precursors of future success; lagging indicators show how successful the organization was at achieving results in the past.

Discussion of Company Performance through KPI based on Balanced Scorecard :
1. Performance Management Framework
2. Performance Management Component
3. Performance Management Cycle
4. Managing Performance with Balanced Scorecard
5. 4 Perspectives in Balanced Scorecard
6. Strategy and Balanced Scorecard
7. Strategy Map Framework
8. Strategic Objectives in Financial
9. Strategic Objectives in Customer
10. Strategic Objectives in Internal Process
11. Strategic Objectives in Learning & Growth
12. Strategy Map Template
13. KPI Guideline
14. KPI Family Dimension
15. KPI Category Dimension
16. Integration Corporate with Division and Department
17. Corporate and Division Scorecard
18. Division Strategy Map Template
19. HR/IT/Finance/Marketing Strategy Map Template

BSCs are used extensively in business and industry, government, and nonprofit organizations worldwide. More than half of major companies in the US, Europe, and Asia are using the BSC, with use growing in those areas as well as in the Middle East and Africa. A recent global study by Bain & Co listed balanced scorecard fifth on its top ten most widely used management tools around the world. BSC has also been selected by the editors of Harvard Business Review as one of the most influential business ideas of the past 75 years.

The BSC suggests that we examine an organization from four different perspectives to help develop objectives, measures (KPIs), targets, and initiatives relative to those views.

1. Financial (or Stewardship): views an organization's financial performance and the use of financial resources
2. Customer/Stakeholder: views organizational performance from the perspective of the customer or key stakeholders the organization is designed to serve
3. Internal Process: views the quality and efficiency of an organization's performance related to the product, services, or other key business processes
4. Organizational Capacity (or Learning & Growth): views human capital, infrastructure, technology, culture, and other capacities that are key to breakthrough performance

One of the most powerful elements in the BSC methodology is the use of strategy mapping to visualize and communicate how value is created by the organization. A strategy map is a simple graphic that shows a logical, cause-and-effect connection between strategic objectives.

For each objective on the strategy map, at least one measure or Key Performance Indicator (KPI) will be identified and tracked over time. KPIs indicate progress toward a desirable outcome. Strategic KPIs monitor the implementation and effectiveness of an organization's strategies, determine the gap between actual and targeted performance and determine organization effectiveness and operational efficiency.

Cascading a balanced scorecard means to translate the corporate-wide scorecard (referred to as Tier 1) down to first business units, support units or departments (Tier 2) and then teams or individuals (Tier 3).

Cascading strategy focuses the entire organization on strategy and creating line-of-sight between the work people do and high level desired results. As the management system is cascaded down through the organization, objectives become more operational and tactical, as do the performance measures. Accountability follows the objectives and measures, as ownership is defined at each level. This alignment step is critical to becoming a strategy-focused organization.

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