These KPI are not pulled out of thin air by managers. For these indicators to be of any use, they must be based on a pre-defined business process. That is, the organization must be clear about how it operates both internally and externally. Not only that, but the organization must also have set goals and objectives, or at least have some idea of what these aims are. And finally, the organization must be aware and capable of doing the measurements that a key performance indicator would require. These three criteria govern the selection and the efficient implementation of key performance indicators in general, for any organization.
To give a concrete example, consider the selection of a KPI upon which a technical support agent’s bonus is to be based. First, the business process or the set of interrelated tasks that such an agent performs must be determined. This might consist of answering customer queries through various media, doing research work, and creating documentation. Once this has been clarified, the goals and objectives of the organization must be set, for instance efficiency and lower handling or processing times. Lastly, the organization must set in place the different measurement processes that a KPI would require, like timers or loggers. Watch video in link below
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In light of these considerations, good key performance indicators for a technical agent’s bonus might be successfully answered query percentage, average handling time, or customer satisfaction rate. In this example the flexibility of the KPI approach can be seen. These indicators can be used to measure individual employees’ performance just as effectively, as they are used to measure organizational performance as a whole.
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