...the Daphne Company Based on KPI Yanni Yao 1 & Yingying Li1 1 Management faculties of graduate students, Shanghai University of Engineering Science, Shanghai, China Correspondence: Yanni Yao, San Xin North road No.1800 20th floor, Room 5013, Songjiang, Shanghai, China. Tel: 86-150-0017-1162. E-mail: 15956976431@163.com Received: April 28, 2014 doi:10.5430/sass.v1n2p84 Abstract Performance appraisal is an important part of enterprise’s human resource management. It can provide an important basis for the salary adjustments of employees, job promotion and training development. This thesis is starting from the status of analysis of Daphne’s performance appraisal, adopting Key Performance Indictor performance appraisal in human resources management model, to analyze Daphne’s problems of performance appraisal. With the practical situation of the theory of knowledge combined with Daphne, the thesis aim at designing a full set of performance appraisal system. In the process of establishing the system, the first is to introduce the performance appraisal system which is applied to the theoretical overview; Secondly, we describe how to use key performance to analyze Daphne’s performance appraisal system after some introductions of relevant concepts of performance appraisal; Finally, as an example in HR positions, setting Key Performance Indicator's do a more detailed set of indicators sample. Keyword: Performance appraisal, Key Performance Indicators (KPI), Daphne’s performance appraisal...
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...Selecting KPIs Selecting the right metric is an art more than a science (Eckerson, 2005). The essential objective in selecting KPIs is to identify the measure that best communicates the meaning of a strategy (Kaplan & Norton, 1996). Each KPI measures the achievement of a certain strategic objective; and therefore managers should (1) understand very well the strategic objective and (2) select the KPI carefully to translate the achievement of this particular strategic objective. If managers do not understand the strategy or fail to select the right measure, management of the company may be misled by not measuring what needs to be measured. As Kaplan and Norton (1996) indicated, the art of defining the KPIs rests in the performance drivers (leading indicators) that enable the outcome KPIs (lagging indicators) to be achieved. Leading indicators are useful to have as they give the time to influence the outcomes KPI (Eckerson, 2005). There is a third type of KPI that can be selected which is the diagnostic indicator. The diagnostic indicators are not leading or lagging indicators; they measure the health of the operations just like measuring the human temperature that should always be under a certain level. While selecting the leading indicators for a certain outcome KPI, managers should do a brainstorm session to understand what drives the performance of this specific outcome KPI (lagging indicator). Good mix of KPIs should be (1) linked and aligned with strategic objectives...
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...Metrics That Matter: The Most Effective KPIs to Transform Your Business By: Jon Snow, Senior Manager, Business Consulting Services An Epicor® White Paper WHITE PAPER Table of Contents Financial and Transactional KPIs: A KISS Approach Operational Area: Sales Gross Margin Sales per Employee Operational Area: Purchasing Inventory Turns Service Level Operational Area: Fulfillment, Inventory Control or Warehouse Operational Area: Finance DSO (Days Sales Outstanding), Average Collection Period DPO (Days Payables Outstanding), Average Payables Period Cash Conversion Cycle About Epicor 1 3 3 4 5 5 5 6 7 7 7 7 9 Metrics That Matter: The Most Effective KPIs to Transform Your Business i WHITE PAPER Businesses thrive or fail based on their ability to identify, define, track, and act upon Key Performance Indicators (KPIs). The faster and more accurately KPIs can be accessed, reviewed, analyzed, and acted upon, the better the chance an organization has for success. Beyond the shareholder value that KPI improvement programs generate, KPI improvement initiatives position organizations for growth, financial performance and service differentiation. Sophisticated Enterprise Resource Planning (ERP) and Business Intelligence tools have made it possible to quickly calculate and report Key Performance Indicators and metrics. In previous white papers and articles, Epicor has emphasized the benefits of creating a KPI improvement program, and how that program should resonate with...
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...status, human resources at KPI consists of independent commissioners, employees were civil servants and non-civil servants. Human resources were civil servants as many as 36 people. Employees with civil servant status are employees seconded from various ministries / agencies to work in the KPI. They come from the Ministry of Communications and Information Agency which is the parent of the KPI. They work in various units in the Secretariat KPIs, such as the Planning and Legal, Licensing Administration, Communication Section, and General Section. The rest as much as 64 non-civil servant status, including officials, amounting to 9 commissioners, assistant/experts and some executives. The commissioners recruited through the political process by Commission I the House of Representatives periodically 3 years and administratively appointed by the President. As for the executives is a non-civil servants are recruited directly by the KPI to assist or perform the duties of KPI. For example in IT, monitoring, and other technical tasks. Comparison of HR were civil servants and non-civil servants, can be seen in the following figure. Figure 2 Comparison of civil servants and non-civil servants Source: General Bureau KPI 2011 C. POTENTIAL AND PROBLEMS From the above description of the scope of duties, responsibilities and authority and also the condition of human resources, then there are a few notes into the potential and also problems for KPI management organization...
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...An Organizational Perspective of HCL Technologies Michael Franklin MBA – 6241 16 September 2012 Abstract This organizational perspective paper provides an overview of outsourcing, how the relationship between development and performance management effects outsourcing services and the goals of HCL Technologies. An Organization Perspective on HCL Technologies Introduction In order for a company to effectively provide outsourcing services, it is important that some the internal aspects of the company, such as development and performance management, be established and operating proficiently. In doing so, it is also important that the Human Resource Management (HRM) team know what type of development is needed within an organization as well as establish a good performance management system in order to meet outsourcing organizational strategic goals. “For a company to have a good strategy foundation, certain tasks must be accomplished in pursuit of the company’s goals, individuals must possess certain skills to perform those tasks, and these individuals must be motivated perform their skills effectively.” (Noe, R., Hollenback, J., Gerhart, B., Wright, P. 2010, p. 9) This is where the importance of development and performance management becomes essential for a company. When providing outsourcing services for global clients, it is important that internal aspects such as development and performance management are operating at the highest level. HCL Technologies is a technology...
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...Human Resources Key Performance Indicators Gabčanová Iveta Abstract The article brings out a proposed strategy map and respective key performance indicators (KPIs) in human resources (HR). The article provides an overview of how HR activities are supported in order to reach the partial goals of HR as defined in the strategic map. Overall the aim of the paper is to show the possibilities of using the modern Balanced Scorecard method in human capital. Key words: key performance indicators, entrepreneurial sector, HR scorecard, performance, Balanced Scorecard 1. INTRODUCTION Many companies have implemented tools for measuring their performance in order to stay in business and come in contact with tough competition. Organizations must face not only to more demanding conditions but in the current period to the world financial crisis as well. Due to these reasons, the organizations are forced to measure performance of the organization and contribute to the stability of the organization in today´s competitive environment. Organizations try to measure performance according to the financial drivers but in the recent period top leaders attempted to find new performance indicators which would take the “wind from sail” to their rivals in the market. One of these competitive advantages is human capital. As the Tootell et al. (2009) stated “since 1980s there has been an increasing emphasis on the importance of HR measurement.” Yeung and Berman (1997) declared that “HR measures should be impact...
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...Human Resources Key Performance Indicators Gabčanová Iveta Abstract The article brings out a proposed strategy map and respective key performance indicators (KPIs) in human resources (HR). The article provides an overview of how HR activities are supported in order to reach the partial goals of HR as defined in the strategic map. Overall the aim of the paper is to show the possibilities of using the modern Balanced Scorecard method in human capital. Key words: key performance indicators, entrepreneurial sector, HR scorecard, performance, Balanced Scorecard 1. INTRODUCTION Many companies have implemented tools for measuring their performance in order to stay in business and come in contact with tough competition. Organizations must face not only to more demanding conditions but in the current period to the world financial crisis as well. Due to these reasons, the organizations are forced to measure performance of the organization and contribute to the stability of the organization in today´s competitive environment. Organizations try to measure performance according to the financial drivers but in the recent period top leaders attempted to find new performance indicators which would take the “wind from sail” to their rivals in the market. One of these competitive advantages is human capital. As the Tootell et al. (2009) stated “since 1980s there has been an increasing emphasis on the importance of HR measurement.” Yeung and Berman (1997) declared that “HR...
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...Management Tool - Balanced Scorecard The idea of using Balance Scorecard like a tool for management effective development, firstly was introduced by Robert Kaplan and David Norton. They called their operation Balance Scorecard, for stressing balance of this system, which should be measured by system called Scorecard. The meaning of this concept – embodies managers’ view in reality and link strategy with operative activity, and cost factors. Main purpose of BSC – this system connected with business actions, which directed on customer satisfaction and all employees involved in it. BSC have differences from traditional management, which concentrated only on financial data, because this system orienting managers on adequate strategic development. BSC have some usage scenarios • Creating and using strategic plans in aim of strategic management • Using aims for evaluating departments and officials activities • Using aim for evaluating processes and functions of company We can assume that the aims of any company could be increasing profit and capitalization. It is clearly seen this is contradictory. For maintaining optimal balance between this aims, experts should find solution about as far as is necessary to increase profitability and capitalization, and fix this decision in two values. For reaching first aim of company decide to sell more and spend less. For second aim – invest money in new equipment debugging new production, it means...
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...REPORTS BUT ARE STILL UNABLE TO GET ANSWERS TO YOUR MOST CRITICAL BUSINESS QUESTIONS? DON’T WORRY – YOU’RE NOT ALONE. Many companies are faced with the same exact issues that you are. It’s very likely these companies have one or more of the following foundational problems: ›› They don’t tie business results back to business objectives or measure against a set of key goals THE 6 STEPS FOR BETTER REPORTING Instead of diving right in and building another report, I’m going to recommend that you take a step back to outline a measurement framework using the following steps: ›› They lack a cohesive strategy to measure 01 IDENTIFY BUSINESS OBJECTIVES ›› They tend to build reports from the 02 DETERMINE KPIs 03 DEFINE KPI GOALS 04 IDENTIFY SUPPORTING METRICS 05 DETERMINE REPORTING DIMENSIONALITY 06 ORGANIZE INTO A FRAMEWORK their efforts across the entire business ground up and overload their end-users with pages of data and metrics with few next steps or optimization suggestions DO YOU NOTICE A THEME HERE? It boils down to a lack of planning in report development. We’ve been hearing about the Big Data issue for several years now and companies are still unable to make much sense of the data they acquire. Although, many of these companies may have large data warehouses with endless amounts of information, they end up with numerous metric-heavy reports that don’t answer...
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..."business process management" based on this video and text reading? How would you compare it to business process re-engineering, continuous improvement, and total quality management approaches? Business Process Management (BPM) is defined as an approach for a business that tries to continuously improve their business processes. It is related to total quality management which is used to improve the quality of business processes by lowering the error and rejection rates, improving customer satisfaction, and reducing any of the business related costs. In this case though, business process management is a bit broader and is concerned with quality. But by expanding beyond this does include efficiency and cost benefits to the firm, which gives the managers the ability to measure and control business processes. 2. What are the major objectives of BPM? There are a few major objectives of BPM and they are: To complete and have a timely measure of process effectiveness. Have a better measurement of a process in terms of resources used. To take more time to make a decision. Have a greater management understanding and control of business processes. Possess a greater flexibility due to the ability to change the process as conditions warrant. Have the ability to adapt to changing business conditions. 3. What is the significance of a "service oriented architecture?" What difference does this make for implementation, cost, and flexibility of the BPM tools? A Service oriented architecture...
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...Levels of Strategies-Vehicles to Success BUSI600 Liberty University Abstract A corporation’s success is as intrinsically linked to the products or services it takes to market as to the strategies utilized in the normal course of its business. It is not enough to have a great product or to have the ability of providing an unparalleled service in order to achieve success. A strategy or group of interrelated strategies to develop, sustain and deliver these products and services must be constantly developed and implemented. But: * How many levels of strategy are needed? * Who implements them? * When should they be implemented? * Where would they be most impactful or relevant? * How are they evaluated and revised? * When should they be abandoned for another? It could be argued that the simpler the product, the simpler the business strategies needed in order to achieve success. This assumption and its corollary, that advanced products need complex business strategies, can be proven flawed today as it has been observed in the past. Whether a corporation is providing a simple product or complex service, the strategies they implement should constantly evolve, in response or in anticipation to ever shifting market demand conditions, not just the product’s intrinsic complexity. The right strategy or group of strategies is a corporation’s best vehicle to success. Vehicles to Success Since most technology [corporations’] revenues come primarily from...
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...indicators (KPIs) are used to measure the progress of a business reaching their goals. The success of the business and its activities should be measured to identify problems or possible improvements. I have identified a number of KPIs specific to departments in the supply chain as well as the supply chain as a whole. KPIs which can be introduced across the sales department are: • Lost sales to keep a record of which customer orders are not fulfilled. • Turnover generated by each product in order to make comparisons between the different adhesive and grout types. • Sales target in order to have a goal to work towards. • Sales growth measurement, which is important to determine if the product sales are increasing to be able to supply the growing demand. KPIs which can be introduced across the marketing department are: • Return on investment in order to determine the revenue that a marketing campaign is making in comparison with the costs to run that campaign. • Incremental sales which demonstrate the effect that the marketing campaign has on increasing sales. KPIs which can be introduced across the procurement department are: • Deliveries which compares the actual delivery date to the promised delivery date of raw materials. Delivery accuracy can then be measured. • Lead times, which should be monitored to determine delivery dates of raw materials. • Total cost savings, which measures the amount of money saved on an order by purchasing the material. A KPI which...
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...Special Assignment This excel sheet can be used to calculate the monthly rating of the recruiter based on a their KPIs(more realistic than those set by the leadership team). Also, this sheet would help the recruitment manager come to a final rating for recruitment related KPIs though this rating is not necessary the final rating in the PMD. Key points • The WIP count would be taken in beginning of the respective month. • Joinees target is calculated based on the number of offers released the previous month. • The KPI of salary percentile is replaced with salary percentage. • Additional scoring: Offer of profile sourced/ER by recruiter will also be considered for the ratings though it is not mandatory. KPIs in Detail There are 4 ratings only Rating 1: Very Good Rating 2: Good Rating 3: Meets Expectation Rating 4: Needs Improvement Offers The offer target for the month would be based on the number of WIP positions with the recruiter in the beginning of the month* *in case the number of WIP positions in the beginning of the month is too low or many positions were cancelled during the month, the recruitment manager would decide the offer target for the recruiter. Rating 1: % of offers is greater than 85% of the WIP positions Rating 2: % of offers is greater than or equal 75% of the WIP positions Rating 3: % of offers is greater than or equal 60% of the WIP positions Rating 4: % of offers is less than...
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...is never acceptable. 7. Assessments must be submitted on their due dates. 8. Extensions are permitted in consultation with the trainer. Performance objective The candidate will demonstrate the ability to monitor, adjust and review customer service. Assessment description Using the background information on Innovative Widgets from your Student Workbook and from documentation provided throughout the course, you will develop strategies to monitor progress and obtain customer feedback. You will use performance information and customer feedback provided by your assessor to review customer service strategies and produce a report with recommendations for improvement. Procedure 1. Develop a set of KPIs for Innovative Widgets customer service representatives. KPIs should address the areas of customer and business requirements identified below: a. call/enquiry/complaint handling time b. following organisational...
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...End Term Report Human Resource Management [pic] Key Performance Indicators (KPI) Institute of Management Sciences Table of Contents Introduction 4 What Are Key Performance Indicators (KPI) 4 Understanding The Relevance Of HR KPI 5 KPI Reflect The Organizational Goals………………..………………………………...7 KPIs Key To Organizational Success…………………………………………..………..7 Good KPIs vs. Bad…………………………………………………………………………..9 Human Resources Sample Key Indicators 10 Recruitment 10 Employee Development 10 Finance & Business KPIs…..………………………………..…………...................................... 11 Health & Safety KPIs………………………………………………………………………………..13 Environmental KPIs………………………………………………………………………………….14 Conclusion………………………………………………………………………….…………………..15 References…………………………………………………………………..………………………… 16 Group Introduction Shehryar Qureshi 082428 Awais Saeed 101813 Sanam Sultan Rana 083404 [pic] Introduction: Key Performance Indicators, also known as KPI or Key Success Indicators (KSI), help an organization define and measure progress toward organizational goals. Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. Key Performance Indicators are those measurements. Performance management is an activity conducted by the human resource department and includes tasks to ensure that goals are consistently being...
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