KPI and Performance Management

Key Performance Indicators: and Performance Management
DATE & VENUE

INTRODUCTION
Many things are measurable. That does not make them key to the organization's success. In selecting Key Performance Indicators, it is critical to limit them to those factors that are essential to the organization reaching its goals. It is also important to keep the number of Key Performance Indicators small just to keep everyone's attention focused on achieving the same KPIs.
The Manufacturing Department may have a KPI of "Number of Units Rejected by Quality Inspection", while the Sales Department has a KPI of "Minutes a Customer Is on Hold before a Sales Rep Answers". Success by the Sales and Manufacturing Departments in meeting their respective departmental Key Performance Indicators will help the company meet its overall KPI.
You use Key Performance Indicators as a performance management tool, but also as a carrot. KPIs give everyone in the organization a clear picture of what is important, of what they need to make happen. You use that to manage performance. You make sure that everything the people in your organization do is focused on meeting or exceeding those Key Performance Indicators. You also use the KPIs as a carrot. Post the KPIs everywhere: in the lunch room, on the walls of every conference room, on the company intranet, even on the company web site for some of them. Show what the target for each KPI is and show the progress toward that target for each of them. People will be motivated to reach those KPI targets.
Managing excellent performance in an organization requires systems that can contribute towards its success. Fundamentally it is important to engage the individual which consists of an intersection of personality and social and cultural systems which sum up the behaviour of the individual. People in the organization must be given the confidence, skill, training, career development for them to contribute to the organizational goal. Trust, training, learning strong leadership, job satisfaction, good image, clear communication, good relationship with little or no conflict good human and work values, positive attitudes towards work and colleagues, cultural diversity and a harmonious environment will certainly go a long way to creating excellent performance in the organization.

PROGRAM OBJECTIVE
The objective of this course is to introduce participants to the Managing Performance through proper performance appraisal and self assessment. Participant will be able to experience how to enhance evaluation of performance management and create successful key performance indicators so as to evaluate the performance of organization and individual.
COURSE OUTLINE
Day 1
Key Performance Indicators:
• Definition Key Performance Indicators (KPIs)
• Definition KRA/KPA (Key Results Areas/Key Performance Areas
• Structuring KRA/KPA
• Exercise on KRA/KPA
• Examples of KPIs such as:
Construction
Human Resources Management
Public Transport
Finance/Accounting
Government and Public Sectors
Education Institution
And many other areas of business activities
• Goals of KPIs
• Design of KPIs and the use of KPIs
• KPI characteristics
• KPI Exercises

Day 2
• KPI Continued:
• Balance Scorecard (BSC)
• Definition and use of BSC
• Examples of BSC
• Calculation of Performance Measures and Metrics
• Introduction to Performance Management
• Definition of Performance Management
• Shifts in Performance Management
• Performance Management Toolkit
• Reasons for Performance Management
• Performance Appraisal
• Design of Performance Appraisal Forms
• Criteria and scale - Grading System
• Managing Individual Performance – planning, monitoring, coaching

WHO SHOULD ATTEND
Directors, Accountants, Auditors, Company Secretary, safety officers, Regulatory and Compliance Managers/Officers, Executives


METHODOLOGY
Lecture, discussion and real life case study analysis to emphasise on the application of the law
SPEAKER PROFILE
Dr. Krishna was an active unionist for more than 20 years. He served the Malaysian Trades Union Congress (MTUC) in several capacity since 1975 till 1994, and as its Director of Education from 1992 – 1994. He has served as the Executive Secretary for the Machinery Employees Union and also the Chemical Workers Union of Malaya from 1994 – 2002. He was awarded the Fellowship by the International Labour Organisation (ILO Geneva) to study Post Graduate
Post Graduate Diploma in Human Resources Management at the Sheffield City Polytechnic, UK in 1979. He was further sent to a 3 months Train the Trainers programme at the International Training Centre, Turin Italy by the ILO. Dr. Krishna was selected for the adaptation programme in 1989 by the ILO at Delhi, India. Dr. Krishna was successful in achieving the Graduate Membership of the Institute of Personnel Management, UK in 1980 (IPM UK). Dr. Krishna completed the Doctorate of Philosophy (PhD) in Business Administration and was awarded the PhD by the University of New Castle. Dr. Krishna is the Vice President of the Malaysian Association of Human Resource Consultants and he is also a registered/approved labour representative. Dr. Krishna is well-reputed HR Practitioner and a HR Trainer. Dr. Krishna has published HR handbook and articles, for CCH, topics which include Performance Management, Contract of Employment, Training employees and executives. He has been invited to publish two books, Appraisal and Contract of Employment. He has conducted several in-house performance appraisal programmes. Dr. Krishna lectures at the MBA programme and also LAN Approved Post Graduate Programme. Coupled with vast experience in Labour and Industrial Relations, and academic excellence, Dr. Krishna stands high as a HR practitioner. Dr. Krishna, is a facilitator of Asian Institute of Managements of Science, for BBA, MBA and PhD programs.
Dr. Krishna has also carried out KPI programmes for MIA (Malaysian Institute of Accounts) as part of their Continuous Education Programmes. Organizations such the Asian Forum, and the Health and Safety Executive, MICG (Malaysian Institute of Corporate Governance) has included him for their KPI training programmes.