Creating Successful KPIs isn’t easy
Use these 4 steps, to get the best out of your Business
KEY PERFORMANCE INDICATORS – exist to direct decisions and actions;
effective KPIs motivate profitable, and successful, business decisions.
It seems most people forget to think about the name itself ‘Key performance Indicators’ when they are choosing KPIs – just picking stuff that is easy to measure. This article is about being able to create useful KPI dashboards for running an effective and efficient business, however these principles will apply equally well to individual KPIs as to departmental KPIs.
KPIs are high level, so are different from day-to-day management data, scorecards, etc – ie they are not everyday ‘Performance Indicators’, Ratios, or Variance Analyses which are produced for a specific manager so they can analyse, manipulate and make tweaks to systems and processes.
So to make sure your business has successful KPIs in place follow these 4 simple steps:
1. Definitely “Sweat the Detail”
Your KPI is an “indicator of execution or accomplishment of work”. To be able to make the decisions needed in B. above, the ground-rules of what is expected needs to be set. Being super, extra, specifically, clear about what work and what goals are Key is critical. The objectives need to be valid, so the the KPIs being reported can be valid, and this is where lots of attention to the detail of the construction of your KPI objectives is vital. The best objectives, and by that I mean ones that are achieved and celebrated, all have 6 elements in common; to help you capture each of these elements we have designed a set of 6 questions:
- Good Wording
- One Clear Measure
- Realistic Target
- Time Frame
- Tracking – this is the spot where your KPI, from a data point of view, comes into play
For more detail on this aspect of selection see: 6 Questions to ensure you word your KPIs effectively.
2. Balance it out
Think of the context the KPI is used in – overall it is important to ensure the chosen KPI is part of a balanced view being reported
- Input KPIs – measure the quantity and sometimes quality of the RESOURCES PROVIDED for the objective. eg Number of FTEs available per project or Number of Training Hours per Employee per Year
- Process KPIs – measure the quantity and sometimes quality of the ACTIVITIES REQUIRED to provide certain expected outputs. eg Number of On Time Deliveries per month or Percentage machine utilisation at capacity per week
- Output KPIs – measure the quantity and sometimes quality of the GOODS/SERVICES CREATED by the use of the inputs. eg Number of Miles of Road Built per month, Number of Saleable Widgets completed daily
- Impact KPIs – measure the quantity and sometimes quality of the RESULTS ACHIEVED through the provision of the goods and services eg Number of Customer referrals per month, or Number of goods returned due to faults per week
This does require 2-3 clearly defined and enunciated objectives – to create a KPI report of 6-8 relevant indicators – If objectives are hard to tease out refer to Setting Business Objectives.
3. Use a variety of KPI types
Again, context is relevant – apart from KPI focus above, it is important to have range of KPI from following types:
- Target KPIs – Most often these have a target / budget associated with them and action will happen if we fall above or below this budget figure. For example, if we have a “department costs” and we also have a budget figure every month then should we exceed this figure then it’s likely to raise some actions or discussion.
- Directional KPIs – With many KPIs the number is much less important than the direction of travel. For example, “Number of days lost to staff sickness” [per month]. Here the exact number of days is not that useful as we can’t control this, however if the trend is rising we can investigate and take action accordingly.
Don’t forget that a mixture of types of KPIs helps ensure both qualitative and quantitative measures are selected.
4. Give it a Test
Once you think you are done, and have selected and fine-tuned your KPIs, give it a test! I have found there are three rules of thumb for what makes great measures:
1. A rate or ratio is better than an absolute or cumulative value.
2. It is comparative to other time periods, sites, or segments.
3. Make sure the metric name is less than 5 words and the calculation is easily described in under 10 words
For more detail on these three rules see this post on Rules of Thumb for effective KPIs
Also give all of your KPIs a trial run – making sure there is some lead-up time to check if everyone understands it as a team, if the outcomes are easily delivered or super stretch targets…. It can lead to disaster if you simply design, then implement, a KPI as a way to allocate bonuses without fully understanding if and how it can be “gamed” or how it will affect morale, or any other unforeseen outcomes.
How can you upgrade your KPIs into really effective tools for compelling brilliant decision making?
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