KPI - Top 20 KPIs Extended Edition 2016

TOP 20 KPIS
2016 EXTENDED EDITION
% Brand awareness $ Customer acquisition cost

% On-time delivery # Inventory to sales ratio (ISR)
% Slow moving stock % All commodity volume (AVC) distribution
# Earned man-hours % Cannibalization rate of new product offering
% Employee utilization rate $ Telecom subscriber acquisition cost
# Units per man hour % Employee turnover
% Customer retention % Net promoter score
# Time to fill a vacant position % Realization rate
# Employee engagement index % Production schedule attainment
% Call setup success rate (CSSR) % Hospital bed occupancy rate
Publication date: March 2016

ID number: sK0168001
TOP 20 KPIS
2016 EXTENDED EDITION
% Brand awareness $ Customer acquisition cost

% On-time delivery # Inventory to sales ratio (ISR)
% Slow moving stock % All commodity volume (AVC) distribution
# Earned man-hours % Cannibalization rate of new product offering
% Employee utilization rate $ Telecom subscriber acquisition cost
# Units per man hour % Employee turnover
% Customer retention % Net promoter score
# Time to fill a vacant position % Realization rate
# Employee engagement index % Production schedule attainment
% Call setup success rate (CSSR) % Hospital bed occupancy rate
Publication date: March 2016

INDEMNITY STATEMENT
2016 The KPI Institute Ltd. All Rights Reserved.
ISBN-13: 978-1530815319
ISBN-10: 1530815312
This report is the result of primary research conducted by the KPI Institute. It is available in PDF format on the smartKPIs.
com website. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (Premium content terms).
An appropriate citation for this report is:
The KPI Institute (2016), Top 20 KPIs 2016 Extended Edition, Melbourne, Australia
Indemnity statement
The KPI Institute has taken due care in preparing the analysis contained in this report. However, noting that some of
the data used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy,
reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions
or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are
subject to change without notice. For the latest version of the documentation, smartKPIs Premium should be consulted.
Editorial Coordination:
Aurel Brudan
Editorial Team:
Cristina Tr, Marcela Presecan
Research Team:
Ctlin Stoia, Tudor Modruz
Published by:
The KPI Institute
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Telephone (international): +61 3 9028 2223
E-mail: office@kpiinstitute.org
www.kpiinstitute.org | smartKPIs.com
Page 2
www.kpiinstitute.org
FOREWORD
There is a rumor going around about a Fourth Industrial
Revolution. A historical synopsis of what has been, shows
us that we have successfully transcended the mechanical
use of equipment, mass production, electronics, IT and
automation to finally enter our next stage of evolution:
self-adaptive systems and cyber-physicality. Everything
human related has come to a transformation, and that
cannot be exclusive of the performance management
discipline.
The fact of the matter is, that it is becoming of performance
management practices today, to have a visionary effect on
all that concerns the lucrative corporations of tomorrow.
As of recent years, performance management disciples
have rendered practices of monitoring past performance
obsolete, they have praised the emergence of leading
KPIs to push forward all thats lagging in the performance
of our companies, they have condemned organizations
for searching performance in financials only, and they
have preached the use of performance management
tools that oozed Business Intelligence. Perhaps, the
time had come for them to fully take on the role of
performance management enthusiasts and fully commit
to their progressive ways. And so they did.
People are talking about seismic changes in the corporate
world. They speak of matters never heard before. They
speak of the downfall of corporate ladders, they speak
of the fragmentation of skill, they speak of connectivity
and specialization that dominates the world. They talk
Top 20 KPIs - 2016 Edition
of performance no longer driven by competition, but

by relentless new talent building on innovation and
faced -paced learning. In this new world of unchartered
communication possibilities and unimaginable velocity,
there will be a paramount need to fill in the current gaps in
management, HR, strategy and performance capabilities.
The bind between performance and compensation is
unfastened, while companies like Adobe, GAP and General
Electric have already relinquished annual performance
reviews from their repertoire.
The performance management of tomorrow will live to
see a world where success gets to be built on talent,
on human resources strategies that revolve around
cultivating and harvesting employee strengths. There
will be a need for sophisticated tools that perform
real-time, pulse-snatching monitoring, measurement
and assessment. Metrics and data will have to be more
precise and accurate than ever. Measurement will provide
HR with the data to perform people analytics, it will take
the heartbeat of all operational systems and processes, it
will even intrude on our personal living habits to report
on our health for future performances in the office.
Hardly believable, but true. Empowered by technology,
measurement will sprout out data faster and more
efficiently than ever. Because measurement will stand at
the bottom of all things and data will be the addiction of
the new world.
Page 3
TABLE OF CONTENTS
Section I
How to Use This Report
Report Structure
Report Highlights
Section II
10
About The KPI Institute
10
smartKPIs.com Community Profile
12
2016 smartKPIs.com Functional Areas Taxonomy
14
2016 smartKPIs.com Industries Taxonomy
15
Section III
16
KPINaturally
16
About Key Performance Indicators (KPIs)
18
Advice on KPI Selection
20
KPI Documentation Guidelines
22
Target Setting: From Theory to Practice
24
Data Gathering Dimensions
26
Enhancing Performance Data Through Visualization
28
Data Analysis
30
KPI Reporting
32
Section IV
34
Top 20 Countdown Analysis
34
KPI Documentation Form Template
38
% Hospital bed occupancy rate
42
% Production schedule attainment
44
% Call setup success rate (CSSR)
46
# Employee engagement index
48
% Realization rate
50
# Time to fill a vacant position
52
% Employee turnover
54
% Net promoter score
56
% Customer retention
58
Page 4
# Units per man-hour
60
% Brand awareness
62
$ Customer acquisition cost
64
% On-time delivery
66
# Inventory to sales ratio (ISR)
68
% Slow moving stock
70
% All commodity volume (ACV) distribution
72
# Earned man-hours
74
% Product cannibalization rate
76
% Employee utilization rate
78
$ Telecom subscriber acquisition cost
80
Section V
82
Appendix A: Related Reports
82
Appendix B: The KPI Dictionary
84
Appendix C: Toolkits
86
Appendix D: Performance Magazine
87
Appendix E: Memberships
88
Appendix F: Subscriptions
89
Appendix G: Training Courses
90
Appendix H: Advisory Services
92
Appendix I: Software
94
Appendix J: Glossary of Terms
96
Page 5
SEC I
HOW TO USE THIS REPORT
Purpose of the report

The Top 20 KPIs Report 2016 Edition is aimed at sharing
the KPI Institutes valuable knowledge regarding the use
of KPIs in measuring performance. The purpose of the
report is to introduce readers to the most popular KPIs
all around. Moreover, the goal of this report is to provide
readers with a practical step-by-step guide to enhancing
performance by simple recognition of the added clarity,
focus and improvement KPIs bring to any performance
measurement process.
As much as it is a valuable resource for harvesting
Key Performance Indicators, the Top 20 KPIs Report
2016 Edition is not designated to supply readers with
the ultimate solution to establishing the right KPIs for
their organizations. The Top 20 KPIs Report is merely
a collection of the most popular 20 KPIs all around.
Conveyed from smartKPIs.com, the Top 20 KPIs selected
for the report, are a collection of the most viewed KPIs in
all functional areas or industries considered, based on site
statistics and online community readings.
Readership profile
The Top 20 KPIs report 2016 Edition is intended
KPI 7
Industries
Sub-categories
Tags
Any
Any
portfolio, customers
Description
Calculation
Definition
Subordinate metrics
A = # Promoters
B = # Detractors
C = # Customers
Calculation formula
(A/C)*100-(B/C)*100
Trend is good when
Increasing
Measures the net difference between

promoters and detractors, of all customers
that express an attitude. Note: Net
Promoter, Net Promoter Score and NPS are
registered trademarks of Fred Reichheld,
Bain & Company and Satmetrix.
Variations
% Promoter score
% NPS
Related KPIs
% Customer satisfaction with new

products and services
Focus
Purpose
To monitor the level of customer

satisfaction by evaluating the
extent at which customers act as
brand ambassadors.
BSC perspective
Data Profile
Data capture period
Spot
Standard reporting
frequency
Monthly
Data collection
method
Customer satisfaction surveys
Limitations
Being based on customer surveys,

results can be altered by the
respondents subjectivity or
incentives given by the company to
stimulate responses.
Customer
Objective measured Increase customer advocacy
Targets
The novelty in the KPI Documentation Form template

for the Top 20 KPI reports 2016 Edition, is its
unprecedented design. The first page contains updated
fields of the KPI Documentation form as researched and
analyzed by The KPI Institute. The second page of the KPI
Documentation form includes valuable guidance on KPI
Reporting, based on actual exemplification of KPI results
and pertinent illustrations of Scorecard and Dashboard
designs for each of the KPIs included in the report. Not
only that, but the newly developed KPI Documentation
Form, invaluably shares In practice recommendations
for best KPI use, analysis and interpretation, while
ultimately distinguishing itself from all other performance
measurement resources on the market.
References
1. Bain & Company (2012), Creating a reliable metric, available at: http://www.bain.com/publications/articles/creating-a-reliablemetric-loyalty-insights.aspx
2. Department of Agricultural Leadership, Education and Communications (n.d.), Net Promoter Score, available at: http://agrilife.
org/od/evaluation/results-2/net-promoter-score/
3. Qualtrics Labs (2012), Net Promoter Score (NPS) explained, available at: https://www.qualtrics.com/net-promoter-score-npsexplained
Scorecard Outlook
Perspective
Strategic Objective
Customer
Increase customer advocacy
Key
Performance
Indicator
SmartKPIs.com Standard Previous

reference
reporting period
number
frequency results
Current
results
sK1303
49%
Target setting notes
Red: <50%
Yellow: 50-70% Green: 70%
Benchmarking is promoted by Satmetrix, a co-developer

of net promoter, benchmark figures being available on
their online community: http://www.netpromoter.com/
netpromoter_community/community/npsbenchmarks?vie
w=tags&tags=benchmark
Analysis and Resources

Overall notes
NPS is used nowadays by many large companies as a
customer feedback tool. It gives an unambiguous number
that is easy to understand for all employees and useful as
input for managers to steer the company. NPS also gives
a good indication of growth potential and customer loyalty
for a company or product. To understand the motives of
Promoters and Detractors, it is recommended to accompany
the NPS question by one or more open questions that probe
the underlying reasons behind the given score. This allows
managers to make the appropriate adjustments to increase

the future NPS, either by boosting the percentage of
Promoters, either by reducing the proportion of Detractors
(or better yet, a combination of both).
Additional resources
http://www.callcentrehelper.com/top-tips-forimproving-netpromoter-scores-nps-42754.htm
http://blogs.hbr.org/2011/05/how-philips-uses-netpromoter/
www.kpiinstitute.org | office@kpiinstitute.org | +61 3 9028 2223
51%
Trend
Target
%Target
complete
Results
95%
51%
Dashboard Outlook
KPI Results

74%
M1
M6
76%
72%
69%
72%
M3
M5
74%
76%
M2
51%
69%
M4
Threshold examples
Page 6
The KPI Documentation Form template
Functional Areas Marketing & Communications

Sub-categories Marketing
KPI Record
sK1303
Page 54
for practitioners, academics and consultants who

are professionally engaged with the Performance
Management discipline. It is dedicated to students
of business, economics and any other performance
management related field. The report is committed to
any individual or organization that may find reason into
both researching and strengthening their knowledge on
performance that needs to be measured.
49%
51%
49%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Customer satisfaction is no longer the ultimate goal
of companies in their relationship with clients. Going
beyond the satisfaction level, the % Net promoter score
outlines the percentage of clients who would further
recommend the companys products and services. NPS
divides customers into 3 categories:
Promoters are considered loyal clients that will
keep on buying the companys products and services
and will recommend other people to do the same.
Passives are satisfied clients, but would not further
recommend the companys products and services.
Passives can easily be convinced by similar products
and services on the market.
Detractors are unsatisfied customers, who most

certainly would not further recommend the companys
products and services.
The KPI is measured by subtracting the percentage of
detractors from the percentage of promoters. A survey
consisting in one question - How likely is it that you
would recommend us to a friend? is used to capture
the data. One of the challenges in measuring this KPI is to
distinguish between the customers satisfaction with one
service, like Customer Care and his loyalty to the company,
or brand. This is why companies additionally use bottomup and top-down surveys, for further inquiries that help
generate a more precise diagnostic.
Page 55
REPORT STRUCTURE
The Top 20 KPIs Report 2016 Edition is structured to include 5 main sections:
Section I
Introduction: Briefly describes the purpose of the report, as well as, clarifies its structure to the readership.
Section II
Overview of the smartKPIs.com platform: Provides a brief description of the smartKPIs.com community profile, by
country breakdown, organization size, industry affiliation, job title, managerial role, and performance management related
job titles. The smartKPIs.com taxonomy, takes the reader further into the functional areas and industries that The KPI
Institute has researched and documented the KPIs selected for the Top 20 KPIs Report 2016 Edition.
Section III
Insights into the world of KPIs: Ensures a deep understanding of the main stages involved in the process of establishing
KPIs for the organization. The section takes the reader on a compelling journey that starts with the clarification of
the common KPI terminology, and moves forward with a description of the KPI selection process, guidelines for KPI
documentation, as well as, a brief tutorial into setting KPI targets. Culminating with the much anticipated matter of KPI
use for decision-making, this section further introduces the reader to the multiple dimensions of data gathering, data
visualization, analysis and reporting.
Section IV
Top 20 KPIs catalogue: Itemizes the Top 20 KPIs on smartKPIs.com, as per the popularity of the selected indicators
on the online community platform. The section additionally provides the reader with a documented KPI form, actual
guidance on KPI reporting, as well as, in practice advice on generating the most value from the KPI analyzed.
Section V
Related educational resources: Encompasses an extensive list of invaluable publications and educational programs that
readers can use in their further explorations of the performance management discipline.
V
I
III
INTRODUCTION
II
OVERVIEW OF
THE SMARTKPIS.
COM PLATFORM
INSIGHTS INTO
THE WORLD OF
KPIS
IV
RELATED
EDUCATIONAL
RESOURCES
TOP 20 KPIS
CATALOGUE
Page 7
REPORT HIGHLIGHTS
Given the economic context and the methodological
advancements of today, organizations increasingly
focus on managing and measuring performance as a
key component in achieving the desired performance
results for generating business value. Key Performance
Indicators (KPIs) embody the critical component of
modern performance management and measurement
systems. As such, there are many organizations today
that have diverse performance management initiatives,
which entail the measurement of results against targets
by using KPIs.
To provide a glimpse into the use of KPIs in practice,
The KPI Institute has launched its first edition of Top KPI
reports in March 2011. The reports were dedicated to
analyzing the most popular KPIs across major functional
areas and industries. The Top KPIs report series, have
now reached their third and most comprehensive edition,

while reflecting on the enriched experience of the
editorial team in publishing such reports.
The Top 20 KPIs Report - 2016 Edition compiles the most
popular KPIs used by global organizations throughout the
2009-2015 period. The methodology used to advance this
report consists in ranking the KPI examples documented
and published on smartkpis.com, based on the number of
views collected from 2009, until 2015. The hundreds of
thousands of visits on smartkpis.com and the thousands
of KPIs visited, bookmarked and rated by members of the
online community in these six years provided a rich data
set, which combined with further analysis from the KPI
Institutes editorial team, formed a basis for the hereby
presented research report.
One of the most important benefits that this report brings is an international perspective
on the most popular 20 KPIs in the smartKPIs.com database.
Value added by Top KPIs Reports to practice
REPORT
CONTENT
Best practices
Page 8
PURPOSE
RESULT
Enable learning
Improved Performance
Measurement
Competencies
One of the most important benefits that this report

brings is an international perspective on the most popular
20 KPIs in the smartKPIs.com database. They provide
quantifiable measurement of the main components that
lead to a successful implementation of strategy. The
documentation of KPIs compiles both academic insights
and practitioner experience in working with these
performance management tools.
Furthermore, Top 20 KPIs Report 2016 Edition provides

a complete hands-on experience in working with KPIs as
it contains not only 2 pages of detailed documentation for
each KPI, but also interesting articles on best practices in
terms of KPI selection and documentation.
Top 3 KPIs of 2009-2015
# KPIs per functional area or industry
% Hospital bed
occupancy rate
% Call setup
success rate (CSSR)
% Production
schedule attainment
8282
5561
5180
Marketing
Human Resources
Inventory Management
Sales
Production and Quality
Professional Services
Telecommunications
Logistics / Distribution
Project Management
Healthcare
REPORT
HIGHLIGHTS
Page 9
SEC II ABOUT THE KPI INSTITUTE

The KPI Institute is a research institute specialized in business performance. It operates research programs in 12 practice
domains ranging from strategy and KPIs to employee performance and from customer service to innovation performance.
Insights are disseminated through a variety of publications, subscriptions services and through a knowledge platform
available to registered members. Support in deploying these insights in practice is offered globally through training and
advisory services.
Key Figures
ORGANISATION
2004
Year of establishment
22
Research Analysts
Offices around the globe:

Australia, Malaysia, Romania, United Arab Emirates
RESEARCH
49,280
Organizations assisted through

smartkpis.com
20,603
KPI examples published on

smartkpis.com
12
Years spent on researching

performance best practice
EDUCATION
6,240
4,408
4,596
Training hours delivered
Client organizations
Professionals trained
319
31
Education programs delivered
Page 10
Countries where we delivered

educational programs
Continents where we served clients
The KPI Institute explores its practice domains from a holistic approach. In order to shape performance practices in the
business environment we build consistently on the following 10 pillars. The KPI Institute contributes to the development
of the 12 practice domains, by focusing not only on research, publications, learning programs and consulting, but also
on enhancing networking between professionals through online communities or business events and facilitating access
to relevant technology solutions.
Our Pillars
Research
Publications
In-depth reports, articles and templates that

enable you to keep up to date with industry
trends and leaders.
Learning
Specialized training programs meant to shed light

on the essential insights and practical tools that
improve business performance.
Certification
Networking
Access to a wide Community of Practice

where professionals share their knowledge and
expertise. The KPI Institute provides the perfect
environment to keep up with the latest trends and
events in the field of performance.
Events
Conferences, forums and executive meetings

reaching globally that bring new trends and
developments, industry best practices and the
most innovating solutions in todays business
environment.
The most comprehensive collection of resources,

research studies and tools to enable organizations
to be always at the top of the game in their
industry.
Certification Programs designed to support

professionals to achieve business excellence in
12 different practice domains that range from
strategic planning and performance management
to data visualization and innovation.
Benchmarking
Benchmarking studies that ensure you stay ahead

of your competition, identifying opportunities to
maximize results.
Awards
The KPI Institute recognizes customers and

partners that have excelled in driving business
value through several award categories.
Consulting
By embedding research outcomes and practical

experience from the business environment, The
KPI Institute offers high quality advisory services
to guide organizations towards achieving their
ultimate vision.
Solutions
Sustainable technology solutions to support

business processes and ensure agility in working
with data in todays business environment.
Page 11
SMARTKPIS.COM COMMUNITY PROFILE

Since its launch in 2009, smartKPIs.com established itself as the favorite destination for professionals around the world
interested in high quality documented examples of metrics. With hundreds of thousands of page views and more than
79,000 members from 250 countries, smartKPIs.com is one of the most used performance measurement resources
online.
What sets the smartKPIs.com community apart is the profile of its members, as it is a truly global community, with
relatively uniformly spread representation in terms of membership around the world. While the highest number of
members come from English speaking countries, no single country dominates in terms of representation. The same
applies in terms of organizational size, as smartKPIs.com memberships are popular among small size companies (11-100
employees), but also across medium and large organizations (+10,000 employees).
United States - 15.24%
United Arab Emirates - 3.53%
Malaysia - 3.72%
Canada - 2.88%
Saudi Arabia - 3.45%
Australia - 6.69%
United Kingdom - 5.29%
India - 12.28%
Other - 44.29%
South Africa - 2.32%
Indonesia - 2.43%
4
1
7
6
10
8
Throughout 2013 and 2015, the smartKPIs.com.com community has experienced a growth of more than 30%. The increase
discloses a rising demand for performance measurement tools. The fascination with KPIs is also reflected in the increasing
number of views recorded by the site in the period afore-mentioned.
In terms of industry affiliation, the majority of smartKPIs.com community members operate in the Consulting industry. The
Information Technology and Manufacturing industries closely follow in the hierarchy, which reflects on the steadfast interest for
Page 12
KPIs within these areas. Throughout 2013 and 2015, we can

observe a substantial increase in the number of subscribers
affiliated to financial institutions, which almost match the
number of subscribers from the manufacturing industry.
9.57%
20.19%
11-100
19.77%
101-500
9.64%
501-1000
5001-10000
2.32%
Retail
3.36%
Engineering
3.44%
Logistics
3.51%
Public Sector
3.53%
4.09%
Healthcare
4.22%
Media
4.23%
Telecommunications
4.53%
4.59%
Others
Consultant
7.50%
8.78%
IT manager
26.64%
34.15%
Finance Manager
1.57%
Project Manager
1.75%
7.57%
9.24%
27.17%
Manager
The analysis of smartKPIs.com community profile reveals

that positions like Strategy Manager or Performance
Management Officer are not yet very well legitimated
within organizations, in many cases these roles are
assimilated by other positions. Only 0.2% and 0.7%
our members are officially occupying a strategy or
performance management position.
5.20%
8.22%
Manufacturing
8.55%
Hospitality
8.58%
7.25%
IT manager
8.52%
Consulting
HR manager
HR Manager
Financial Institutions
Information
Technology
7.01%
Managerial role
Utilities
Education
Director
The breakdown for the subscribers job positions reflects

a higher than average representation for Information
Technology and Human Resources managers, while
community membership is dominated by managers,
consultants and business analysts. Overall, the community
profile of smartKPIs.com reveals a diverse and highly
qualified membership base.
13.20%
Industry affiliation
Construction
4.50%
Other
5.58%
10000+
2.69%
Manager
13.94%
1001-5000
1.48%
Business analyst
7.95%
1-10
CEO
Student
Organization size (by no. of employees)

Self
Job Title
Performance/Strategy Professionals
Strategy related
job titles
9.31%
11.88%
Performance related
job titles
0.70%
0.20%
Page 13
2016 smartKPIs.com Functional Areas Taxonomy

16 Functional Areas with 64 Main Functions
Accounting (310)
Cash Management (43)
Control (16)
Cost analysis (51)
Accounting Systems (39)
Planning and Reporting (71)
Transactions/Accounts Payable/Accounts Receivable (90)
Corporate services (163)
Administration/Office Support (25)
Corporate Travel (28)
Facilities/Property Management (76)
Legal Services (34)
Corporate Social Responsibility (76)
Finance (236)
Asset/Portfolio Management (51)
Financial Stability (43)
Forecasts & Valuation (57)
Liquidity (29)
Profitability (56)
Governance, Compliance and Risk (181)
Compliance and Audit Management (57)
Governance (65)
Risk Management (59)
HSSE (Health, Safety, Security and Environment (295)
Environment (155)
Health & Safety (117)
Security (23)
Human Resources (463)
Compensation and Benefits (53)
Efficiency and Effectiveness (49)
Recruitment (76)
Retention (29)
Service Delivery (35)
Talent Development (116)
Workforce (55)
Working Environment (50)
Information Technology (616)
Application Development (82)
Data Center (38)
Enterprise Architecture (43)
IT-General (53)
IT-Security (118)
Network Management (60)
Service Management (221)
Knowledge and Innovation (205)

Innovation (46)
Knowledge Management (71)
R & D (88)
Management (73)
Marketing & Communications (238)
Marketing (168)
Public Relations (36)
Advertising (34)
Online Presence - eCommerce (228)
eCommerce (49)
Email Marketing (25)
Online Advertising (34)
Online Publishing - Weblogs (25)
Search Engine Optimisation (SEO) (25)
Web Analytics (59)
Portfolio and Project Management (121)
Benefits Realization Management (11)
Portfolio Management (53)
Project Management (57)
Production & Quality Management (212)
Maintenance (39)
Production (96)
Quality Management (77)
Sales and Customer Service (320)
Customer Service (140)
Sales (180)
Supply Chain, Procurement, Distribution (468)
Contract Management (51)
Inventory Management (93)
Logistics / Distribution (157)
Procurement / Purchasing (102)
Supply Chain Management (65)
*The figures in brackets represent the number of documented KPI examples available on smartKPIs.com as of 1st of January 2016.
Page 14
2016 smartKPIs.com Industries Taxonomy

25 Industries with 96 divisions
Agriculture (308)
Crops (123)
Forestry and Logging (34)
Livestock, Hunting and Fishing (150)
Arts and Culture (432)

Event Production and Promotion (26)
Libraries and Archives (356)
Museums (49)
Construction & Capital Works (102)

Civil Engineering (29)
Construction of Buildings (73)
Customs (246)
Border Protection and Enforcement (63)
Compliance and Risk Management (34)
Customs Administration (32)
Immigration and Travel (35)
Revenue Collection (20)
Trade Facilitation (62)
Education & Training (738)

Academic Education (258)
Colleges and Universities (176)
Primary and Secondary Schools / K-12 (252)
Training and Other Education (43)
Financial Institutions (523)
Banking and Credit (158)
Insurance (77)
Investments (62)
Mortgages (160)
Pension Funds (66)
Government - Local (866)
General Local Administration (62)
Public Services (174)
Economic & Business Affairs (92)
Public Safety (124)
Social Services (143)
Budget and Finance (38)
Culture, Recreation and Entertainment (41)
Community - Quality of Life (34)
Environment (142)
Sports (16)
Government - State / Federal (919)
Military, Security and Defense (21)
General State Administration (87)
Agriculture, Fisheries and Forestry (49)
Education (122)
Finance / Treasury (26)
Healthcare (118)
Tourism (76)
Transportation and Infrastructure (54)
Resources and Energy (52)
Foreign Affairs and Trade (9)
Human / Social Services (33)
Employment and Workplace Relations
(94)
Law and Justice (111)
Law Enforcement/Police (34)
Communications, Multimedia and
Information (17)
Sports (16)
Healthcare (1573)
Healthcare Support Services (37)
Veterinary Medicine (7)
Medical Practice (299)
Hospitals (1103)
Medical Laboratory (30)
Emergency Response / Ambulance
Services (34)
Preventive Healthcare (36)
Pharmaceuticals (17)
Hospitality & Tourism (351)
Food and Beverage Service (170)
Hotel / Accommodation (140)
Travel Agency (41)
Infrastructure Operations (730)
Airports (344)
Ports (292)
Railways (26)
Roads (68)
Manufacturing (99)
Media (152)
Broadcasting (TV and Radio) (59)
Film and Music (45)
Social Media (45)
Non-profit / Non-governmental (519)
Postal and Courier Services (295)
Professional Services (495)
Engineering (42)
Recruitment / Employment Activities (55)

Legal Practice (282)
Business Consulting (84)
Accounting Services (32)
Publishing (57)
Real Estate / Property (187)
Property Management (83)
Real Estate Development (70)
Real Estate Transactions (34)
Resources (458)
Coal and Minerals Mining (336)
Oil and Gas (66)
Sustainability / Green Energy (56)
Retail (160)
Sport Management (144)
Coaching / Training (27)
Sport Club Management (66)
Sport Event Organization (46)
Sports (147)
American Football (12)
Badminton (10)
Baseball (29)
Basketball (19)
Cricket (10)
Football / Soccer (27)
Rugby (10)
Tennis (32)
Telecommunications / Call Center (156)
Call Center (86)
FTTX (27)
Telecommunications (43)
Transportation (687)
Airlines (515)
Land Transport (Road & Rail) (510)
Local Public Transport (374)
Marine Transport / Shipping (246)
Taxi (39)
Utilities (613)
Electricity (118)
Natural Gas (350)
Water and Sewage (145)
Page 15
SEC III KPISNATURALLY

Measurement as a human activity is not new. It emerged
in early history as a mean for discovery and sense making.
Archaeologists consider the first measurement tool used
in human history to be the Lebombo bone, a baboon
fibula containing 29 cut notches. Dated 35,000 BC, this
tally stick was discovered in the Lebombo Mountains in
Swaziland.
New philosophy of performance, driven

by self-assessment and purposeful
achievement as a mean to happiness.
Evaluation, as a form of measurement was used as early as

the 3rd century AD, when emperors of the Wei Dynasty
rated the performance of the official family members. The
biased nature of individual performance evaluation was
noticed by Chinese philosopher Sin Yu, who reportedly
criticized a rater employed by the Wei Dynasty with
the following words: The Imperial Rater of Nine Grade
seldom rates men according to their merits, but always
according to his likes and dislikes.
Yes, but it is not simple. It requires a change at multiple

levels, from the underlying philosophy of performance,
to mentalities and processes. This is not easy. Over
time, the use of Key Performance Indicators (KPIs)
became synonym to performance measurement and
management. KPIs are the link between the old and the
new in performance management. Their use, however, is
much richer and rewarding in an environment based on
organic performance architecture principles:
A major milestone in making the connection between

measuring as a human activity and performance was in
1494, when Luca Pacioli published in Venice Summa de
arithmetica, geometrica, proportioni et proportionalita
(Everything on arithmetic, geometry, proportions and
proportionality). It detailed a practice the Venetian sailors
had in place to evaluate the performance of their sailing
expeditions, which became the basis of the double-entry
accounting system. In time, the subjective nature of
individual performance evaluations and the dominance of
financial indicators for evaluating enterprise performance
became stepstones for performance management in
human activities. The industrial revolution added to this
combination the organization as a machine metaphor
that played a major role in driving improvements
in efficiencies and effectiveness. The result was an
organizational performance management model based
on mechanistic, command-and-control thinking, driven
by subjective individual performance assessments and
financial indicators and crowned by pay for- performance
arrangements.
Organizations are echo-systems in their own right.

They vary in terms of maturity and the environment in
which they operate. As such, their use of performance
management systems should reflect their own
personality. You can try to build an igloo in Sahara, but
it wont be sustainable. The performance architecture of
each organization needs to be unique and to reflect its
internal and external environment.
Did it work?
To a certain extent, yes. Many organizations flourished
and matured based on this model.
Does it have flaws?

Many. And while historical circumstances attenuated
them in time, todays environment amplifies and exposes
them at an accelerated rate.
Page 16
Is there a better way?
Systems thinking provides a much richer context for

understanding and improving performance. Commandand-control worked in time for the army, for increasing
productivity of unskilled workers during the industrial
revolution and for managing large organizations (such
as the public service). Today, knowledge workers form
the majority of the workforce in developed economies,
operate in a much more interconnected environment
and have to make decisions at an accelerated pace.
Understanding the systems in which we operate,
analyzing flow and learning based on data become ever
more important today and complement the traditional
simplistic managerial approach of executing orders from
above.
KPIs should be used primarily for learning. The role
of KPIs should be the one of providing the required
information to assist in navigating towards the desired
results. The same principle is used by ants, who leave
pheromone trails to assist each other in navigating
towards the food source. Similarly, the nerve impulses
travel through the different points of the nervous system,
transmitting information. KPIs results should travel

through the organization, facilitating communication,
providing a base for analysis / synthesis and ultimately
decision making across all levels of the organization.
Data accuracy in human administration is an elusive
desideratum. Neils Bohr once said: Accuracy and clarity of
statement are mutually exclusive. Accuracy is a challenge
in exact sciences and even more in human administration.
Striving to obtain any KPI data is a challenge in itself for
many organizations and data accuracy is an even bigger
ask. The use of KPIs should acknowledge this aspect and
be oriented towards making the most out of existent data,
oftentimes by using variance intervals. This approach is
used by the human body. If the temperature drops under
a safe limit, we shiver. If the temperature increases, we
sweat. Both are performance improvement initiatives of
the body, aimed to regulate its temperature back to safe
limits. The KPI here is the temperature. While it is not a
constant, its trend is good when within certain safe limits.
The use of KPIs for rewards and punishment should
be limited and driven by self-assessment. Purposeful
oriented behavior is a characteristic of living organisms.
For humans and many other species, this behavior is
amplified by rewards and punishment. Along with this
amplification, risks are amplified, too. Gaming of results,
lack of cooperation, decreased morale and work accidents
are some of the undesired consequences. On the other
hand, the majority of nerve impulses in the human body
transmit general information. Only in particular situations
pleasure or pain signals. Similarly, the use of KPIs for
rewards and punishment should be the exception to the
rule, rather than the norm.
Embedding KPIs in organizations through visualization
and communication of KPIs results is the key to
maximizing their value added. Variations in the KPIs used
by the human body are felt by our senses as their impact
is sensory rich. Similarly, KPIs used in an organizational
context should be embedded in everyday use and be
a part of the working experience. The most important
aspect of communicating KPI results is their visual
representation. This is key, both in terms of optimizing
the layout of the data representation and the presence
of visual displays in the working environment. The range
of media is diverse today: posters, whiteboards, banners,
LED and LCD monitors should be combined to bring
results to life across the organization. KPI results should
not be restricted to paper reports and computer screens

anymore.
New philosophy of performance, driven by selfassessment and purposeful achievement as a mean
to happiness. While happiness means many things to
many, a common expression of this feeling is the result
of the purposeful achievement of a desiderate. Achieving
something we want, while shared with others, is about us
and reverberates strongly in our inner self. Transposing
this powerful catalyst of performance in both our personal
and organizational life is facilitated by a new paradigm:
Happiness is driven by achievement. Achievement
is an expression of performance. If we want to be in
control of our happiness, we should be in control of our
performance. Self-assessment of performance results is
not easy. However, if more emphasis is placed on building
this capability in each employee, organizations can
benefit by creating a rewarding environment conducive
to happiness. In this environment, managers can focus on
understanding and improving the working system, while
employees can focus on self-assessment of the results
achievement, learning and communicating. Purposeful
achievement of results in a well-structured working
system would bring both individuals and organization
much closer to happiness and fulfilment compared to the
payment of bonuses in the current command-and-control
driven dominant paradigm.
KPIs are here to stay. The question we

have to answer is how do we want to use
them: mechanistically or naturally?
Aurel Brudan
Chief Executive Officer
The KPI Institute
Page 17
ABOUT KEY PERFORMANCE INDICATORS (KPIS)

In many domains of human activity, the usage of tools is
essential for achieving the desired results. Measurement
and evaluation make no exception, being equipped with
both conceptual and physical tools. Of the first category,
at the core of any performance measurement and
management system are the Key Performance Indicators
(KPIs) used. They provide the important data that is
monitored and reported within an organization, by using
scorecards or dashboards.
METRICS
FOR MEASUREMENT
KEY PERFORMANCE INDICATORS
FOR PERFORMANCE ASSESSMENT
In practice, the terminology used to express them is

diverse. The most common expressions are: performance
indicators, metrics, key performance indicators or key
result areas. Both academic and practitioner literature
use these terms interchangeably, oftentimes even within
the same organization. This can cause confusion among
stakeholders, and it can also affect the way these tools
are used in practice. Establishing a common terminology
at organizational level brings everyone on the same
page and facilitates a consistent approach to KPIs. To
bring more clarity in working with KPIs, The KPI Institute
recommends the following approach:
KEY RISK INDICATORS

FOR RISK ASSESSMENT
ANALYTICS
FOR DECISION MAKING
METRIC
It has its roots in the word metron, used in ancient Greece to reflect measurement. Metrics refer to something
we can measure, a value, or a quantity. Examples of metrics are: # Air temperature, # Air quality, # Water depth,
# Height, # Weight or # Employees. When metrics reflect the achievement of a desired state, they become Key
Performance Indicators. Oftentimes, metrics represent the subordinated measures used for calculating a KPI.
KEY PERFORMANCE INDICATOR (KPI)

A measurable expression for the achievement of a desired level of results, in an area relevant to the evaluated
entitys activity. KPIs make objectives quantifiable, providing visibility into the performance of individuals, teams,
departments and organizations and enabling decision makers to take action in achieving the desired outcomes.
Typically, KPIs are monitored and communicated through dashboards, scorecards and other forms of performance
reports.
Page 18
KEY RISK INDICATOR (KRI)

A metric that provides an early warning regarding an increased risk exposure in a certain area of operations. For
example, a high level of % Clients experiencing financial difficulties can indicate the risk of not being able to
collect all debts and will negatively impact $ Write-off accounts. By monitoring KRIs, managers are able to take
a proactive approach in risk management by preventing incidents or diminishing their impact, when they occur.
ANALYTICS
Consists in a data analysis of KPI results, meant to determine trends and data patterns in order to provide
valuable information for better decision making. Analytics offer a better understanding of how the business
works, and the interdependencies between KPIs. Predictive analytics can provide valuable insights in regards to
our customers purchasing habits, the best time to launch a product, or how internal processes can be optimized.
What are the main reasons you use KPIs in your organisation?
43%
Improvement - objectively evaluate the level of results achievement

18%
Focus - outline what requires attention
17%
Clarity - provide a detailed numerical view of the desired results

Engagement - generate a sense of results ownership through
nurturing responsibility and accountability
13%
Communication - convey key messages to internal and external

stakeholders
Learning - facilitate a better understanding of the business
The research conducted by the KPI Institute in 2015 on

the State of Performance Improvement and KPIs reveals
the reasons KPIs are used in organizations worldwide.
According to the data collected, focus, clarity and
improvement are the main arguments that promote
and justify the use of KPIs in various organizations.
Most professionals 43% - use KPIs in order to improve
performance.
Two other significant reasons for KPI use are focus
and clarity, and they reflect on the desire to generate
value by focusing on the important aspects of
performance and gaining clarity into the organizations
6%
3%
core operational processes. Engagement is the reason

13% of professionals claim to be using KPIs for. This
indicates the fact that the need to nurture responsibility
and accountability is partly addressed through the use
of KPIs, although it is not one of the main reasons KPIs
are used in business environments. An interesting finding
regarding the use of KPIs in organizations, is the faint
emphasis placed on rationales such as: communication
and learning. Despite the need for constant feedback,
this shows that professionals are still facing difficulties in
communicating results and using performance data in a
double loop learning process.
Page 19
ADVICE ON KPI SELECTION

Choosing the right KPIs represents the basis for a successful performance management architecture. Given its paramount
importance for the performance management system, the KPI selection process is one of the most common challenges
professionals are facing in working with KPIs. Confronted with questions like How can we measure the achievement of
this strategic objective?, How does a KPI look like?, How many KPIs should we have?, Where can we find examples
of KPIs? or How can I ensure a set of KPIs that is relevant for my business?, professionals can easily get lured into a
KPI selection process were efforts are pointlessly wasted and poor results are produced.
Before embarking on the KPI selection journey, The KPI Institute recommends to have in mind the following guidelines:
Internal research
External research
Start your KPI selection process by reviewing the existing

internal reports or other supporting documents, as well
as, by using the documentation at hand. Previous business
or strategy plans, annual reports, performance reports
and other documentation that relates to performance
management, measurement and benchmarking will be
very helpful in understanding the current level of using
metrics or KPIs in the organization, and sets a baseline to
initiate discussion. A KPI selection process does not have
to put aside the metrics that are already used. It does not
have to focus exclusively on bringing new examples, but
to combine the elements that proved effective in the past
with new perspectives.
Use external lists of KPI examples and other secondary

documentation to inform and support the KPI selection.
Reviewing KPI examples used by competitors or
other organizations in the industry or functional area,
provides context to the practices of others and improves
understanding of the way KPIs look like and the means
used in working with them. Avoid selecting KPIs based on
the argument that they are widely used in your business,
and filter that list of popular examples through your
organizational strategy: do they make sense for what you
want to achieve?
KPI SELECTION
INPUT
ANNUAL
REPORTS
COMPETITORS
REPORTS
OPERATIONS
REPORTS
ONLINE
CATALOGUES
FRONT-LINE
EMPLOYEES
INPUTS
BOARD AND
MANAGERS
INPUTS
Page 20
INTERNAL
RESEARCH
EXTERNAL
RESEARCH
EXPERTS
SUPPLIERS AND
CUSTOMERS
Value drivers and business objectives

For a relevant KPI selection it is essential to start the
process by identifying what drives most value for the
business and where resources are most worth invested.
The business strategy should be built around value drivers.
KPIs serve as tools to monitor strategy implementation.
They are just one component of the value creation
chain and of the performance management system. In
this context, KPIs should be directly liked to business
objectives. They create the connection between strategic
objectives and actions (initiatives), and when KPI targets
are not achieved, decisions must be taken to improve
results.
KPI selection workshop

This is the preferred format to deploy an effective selection
process because it provides the adequate environment to
analyze all sources of information, as well as, brings key
stakeholders to the same table. It is important to involve
KPI owners or even data custodians in the workshop, in
order to inspire stronger commitment towards the new
KPI framework. We can also have external stakeholders,
namely, major clients, business partners, suppliers
contributing to the KPI selection. In this way, we can
ensure that all relevant inputs are considered. Information
coming from the external business environment can be
integrated into the workshop with no physical presence
required from stakeholders. Inputs can be collected
through an interview / discussion.
During this workshop, participants should be engaged
into applying different KPI selection techniques, such
as, the value flow analysis, KPI balancing and clustering,
in order to generate insights into the multiple facets of
measuring an objective or process. This event should
also be explored as an opportunity to promote the use
of KPIs within the entity, to consolidate a performance
management team and to educate stakeholders in
managing performance.
Scorecards and Dashboards
manage the business, such as dashboards or scorecards.

By presenting the objectives, KPIs and performance results
associated into some visual dynamic tool managers can
easily grasp the pulse of the business and take actions.
Context
The realities of organizational activity and business
environments should be embedded in your KPIs.
Each organization is different, operating in different
environment, with different guiding principles. Hence the
KPIs used need to reflect the specifics of each organization
first and industry/functional area characteristics second.
No measuring
measurement
for
the
sake
of
Some aspects may not be worth measuring or monitoring

because they are not important, while others may be
relevant for the business, but collecting data can be too
costly. In both situations, it makes no sense to waste
resources on gathering data that has no economic
justification.
Regular review
Check the KPI relevance regularly. If new KPIs are required,
they can be established at any time. An essential aspect
of double loop learning is connected to using KPIs. It is
not only about achieving targets and objectives, but also
about ensuring the objectives and targets were the right
ones to be set in the first place and the KPIs used to track
their achievement were the appropriate ones.
An active KPI is better than an inactive

KPI
If after more performance measurement cycles certain
KPIs keep on being inactive due to various reasons:
infrastructure, technology or competence, it is better to
eliminate of replace them. Instead of waiting to build the
adequate system to measure # Customer satisfaction
index, you can start with a simpler KPI to monitor clients
satisfaction like # Complaints received.
Consolidate the outputs of the KPI selection workshop

into hands-on tools that can be used on a daily basis to
Page 21
KPI DOCUMENTATION GUIDELINES

The KPI documentation process is a comprehensive endeavor involving research, outline and analysis. A standardized
documentation form aggregates all relevant information in regards to measuring a KPI and sets the basis for a rigorous
and reliable data collection and reporting process.
Why use a KPI documentation form?
STRUCTURES KNOWLEDGE
The existence of KPI documentation forms within

an entity creates an internal library of KPIs, that
employees can access to learn how to collect data
or to better understand performance results.
As an instrument, the KPI documentation form is

very effective in terms of knowledge management.
It captures the know-how, enables constant
updating, transfer and retrieval of information.
COMMUNICATES EFFICIENTLY
EDUCATES STAKEHOLDERS
Through a standardized template, communication

becomes more reliable and effective. It provides
the necessary guidance to measure a KPI and
ensures consistency from one data collection
period to another.
ACTIVATES DATA COLLECTION

Even if the content of a KPI documentation form
can vary from one entity to another, there are
some critical pieces of information which are
prerequisites for activating KPIs, such as KPI
definition, calculation formula and targets.
A research conducted by the KPI Institute in 2015 on the State of Performance Improvement and Key Performance
Indicators, reveals that over 40 % of organizations worldwide use a standardized form to document their KPIs. The State
of Performance Improvement and Key Performance Indicator Practice Report highlights findings from The KPI Institutes
ongoing efforts of identifying the issues, trends and best practices impacting the field of performance management.
The survey was conducted at international level, and it involved the members of the KPI Institute Community,
which currently exceeds 79,000 professionals. As revealed by the chart below, the intense use of standardized KPI
documentation forms proves common practice for 41% of professionals, while 29% of them stated that they deploy this
tool in a moderate manner. 30% of respondents seem to be less familiar with standardized KPI documentation forms, as
they stated that they use this tool, in a small to very small extent.
Standardized use of KPI Documentation Forms

41%
High or extended use of standardized KPI documentation forms

Moderate use of standardized KPI documentation forms
Minimal or no use of standardized KPI documentation forms
Page 22
29%
30%
Another study conducted by The KPI Institute in 2015, focused on analyzing over 50 examples of KPI documentation
forms encountered in practice, has identified more than 50 fields used in various configurations of this tool. The most
popular fields revealed by the study are listed in the graphic below:
Most popular fields

55
Name
41
Definition
34
Calculation formula
Data source (report /
system)
KPI Definition includes fields like KPI ID record, Name,

Definition, Purpose and Variations.
27
26
Purpose
KPI Targets either includes specific targets, or thresholds

outlining above target, within range and below target
intervals. The Targets section can also contain additional
information related to the target setting process.
19
Threshold example
Related objective
17
KPI record
17
Overall notes
16
Unit type
16
The KPI Institutes research outlines three prevalent

clusters of information commonly used in the process
of KPI measurement: KPI Definition, Targets and Data
profile.
Data Profile outlines the data sources, accountability for

data, KPI limitations and reporting frequency.
Most popular clusters of fields

Definition and
variations
Targets
Data profile
KPI documentation forms ensure a standardized

approach in working with KPIs and contribute to building
an organizational KPI library that is a valuable source of
knowledge in performance management. The value added
by using KPI documentation forms relates to clarifying
the means and purpose for KPI measurement. Moreover,
it ensures accountability by setting data owners and
custodians for each KPI.
Page 23
TARGET SETTING: FROM THEORY TO PRACTICE

Ask any retail consultant or sales agent about targets, and
you will be bombarded with all the information they know
about them. Each of their daily routines revolves around
target achievement. With such positions, performance
reviews are executed on a monthly basis, and targets are
designed to motivate and increase performance levels.
However, strenuous targets that aim for the stars can
often be the cause for stress and self-devaluation, when
they are repeatedly under-achieved. Setting targets might
be easy when youre at the top, but does it make sense to
the ones at the bottom?
The implications of inadequate target-setting are

immeasurable. Easy targets cannot be incentivizing
enough to motivate performance. Stretch targets,
otherwise known as the targets pushing the boundaries
on what can realistically be achieved, can reach such a
high level of demotivation that they negatively impact
employee retention. Targets for control in many instances
result in a dangerous combination of human greed and
mechanistic behavior. Inappropriate targets can ultimately
harm customers and generate risks.
In order to avoid tunnel behavior, lack of ethics, or risky decisions, it is important to conduct an efficient target setting
process:
Target setting
Using thresholds
Based on the companys historical data, on benchmarking

studies, and on market analysis can provide valuable
information and reference points in determining the
appropriate level of targets.
Instead of targets provides a more detailed image in

regards to performance. By replacing inflexible digits with
intervals, thresholds can relieve the pressures of unilateral
results.
Decomposing
Cascading targets
Long-term targets into short-term targets ensures a

step by step approach that guarantees a sustainable
development path for the organization.
Gives employees accountability for growth both within,

and together with the organization. Organizational
alignment is paramount to the achievement of ambitious
company goals.
TARGET
SETTING
Page 24
CONTEXTUAL
ANALYSIS
IN SETTING
TARGETS
Targets should be
Ambitious enough as to trigger motivation, as well as,
attainable, otherwise employees can get frustrated with
their repeated underachievement.
Setting targets
For both individual and team KPIs significantly motivates
staff members to act cohesively for the delivery of results.
Transparency
Works in favor of target acceptance. As long as employees
have a clear understanding of whats expected of them,
they are more likely to perform well.
Reward and recognition

Driven target-setting is the norm. Reward and recognition
platforms are major contributors to engagement
outcomes.
EXTERNAL ANALYSIS
(MARKET TRENDS)
EXTERNAL
BENCHMARKING
INTERNAL
BENCHMARKING
HISTORICAL
RECORDS
longer. To keep employees motivated, it is important to

acknowledge and reward even smaller accomplishments.
Setting targets
Is not a one-time event, it is a permanent process that
involves periodical reviews and target recalibration.
Adjustments should be made as often as necessary, in
order to ensure target relevance.
Although with performance management systems, targetsetting can be a charming storytelling, it should not be just
a matter of theory crafting. Thinking of profitability when
setting targets does not necessarily lead to the desired
outcomes. If it comes to the point that stretch targets are
necessary, they should be about human excellence and
not solely about financial success.
Celebrate and reward

Even small achievements. Some targets, especially
stretch targets, may be very hard to achieve or might take
Page 25
DATA GATHERING DIMENSIONS

Gathering data for KPI results is one of the most common challenges professionals face when measuring performance.
An effective data gathering process should not only provide timely performance data, but also high quality data.
Some of the main data gathering issues encountered by organizations are related to five main themes, namely:
ACCURACY
Indicates the extent to which data reflects on the

realities measured. Inaccuracy can be reflected by
incorrect values, whether numbers or descriptive
data (gender, location, preferences etc.), as well
as, other information that has not been updated.
Refers to delivering consistent data across

different reports. It implies a synchronization of
data across the organization.
COMPLETENESS
Refers to whether all available data is present.
Unavailable data does fall short of completeness.
CONSISTENCY
UNIQUENESS
Points out that there should be no data
duplicates reported. Each data record should be
unique, otherwise the risk of accessing outdated
information increases.
TIMELINESS
Indicates whether the data was submitted in due
time, as per the data gathering deadline
COMPLETENESS
ACCURACY
TIMELINESS
DATA
QUALITY
UNIQUENESS
CONSISTENCY
As the decision making process is significantly impacted by the performance data furnished in monthly reports, providing
unreliable information might severely damage the organization, by influencing key factors towards making the wrong
decisions. In order for the data gathering process to run smoothly, there are a few meaningful components to consider:
Page 26
Data custodians
Data gathering process map
Identify those employees who will become responsible for

gathering the data. The profile of a data custodian should
include hands-on measurement practice, KPI reporting
abilities, technological skills (business intelligence tools
or Microsoft Excel), insights into the processes assessed,
access to data, as well as, an ethical commitment to
preserving the integrity of data. Some companies may
choose to outsource data analysis expertise, while other
organizations might choose to name data custodians
among existing employees.
A flow chart will provide data custodians with a more

transparent data collection process, as well as, with clear
deadlines for data availability.
Expertise
For the majority of companies, hiring a specialist, such
as a data analyst, is not an option to be considered. As
a consequence, these companies have to rely on the
resources they already have. In this context, it is highly
important for designated employees to be trained as
data custodians. Developing this internal capability
can be done through several initiatives, varying from
formal training events to internal learning and sharing
gatherings. A Data Custodian Community of Practice can
help address different challenges by identifying the right
solutions to these challenges. Participants can exchange
experiences and come up with initiatives to improve the
current data gathering process.
KPI Documentation Form

This document will ensure consistency in the
measurement of individual KPIs, by presenting details
such as KPI definitions, calculation formulas, data sources
and measurement limitations. A well-documented KPI
library will significantly impact the quality of the KPI
measurement process.
Internal audit
Periodical audits of the data gathering process identify
critical issues interfering with the quality of the
data produced. Addressing these issues leads to the
improvement of the data gathering process.
Infrastructure
Use technology in order to ensure an efficient data
gathering. Having automated processes improves both
the accuracy of data and its availability in due time.
The guiding principles hereby presented can aid the data gathering process by streamlining its main components and
providing reliable data for decision making.
PROCESSING
DATA
Page 27
ENHANCING PERFORMANCE DATA THROUGH

VISUALIZATION
An analytic, data-driven organization will almost certainly use data visualization to enhance its performance reporting.
However, there is a certain complexity to data that requires its visualization to communicate simplicity and accessibility.
An art in itself, data visualization is not just about converting raw data into visuals, but also about structure and narrative.
Data visualization adds value to the performance reporting process when it manages to communicate the data in an
elegant, comprehensive manner. Proficient data visualization improves the performance reporting process by optimizing
the time required for data analysis and helping the user gain valuable insight into the decision-making process. When
inadequately done, it creates confusion and ambiguity rather than provide desired answers.
Proficient data visualization improves the performance reporting process by optimizing

the time required for data analysis and helping the user gain valuable insight into the
decision-making process.
Tailor the visualization to the purpose

of the data
The visuals that best convey performance data are the
ones that enable the stakeholders to easily gather the
information that they need. This is why designing visuals
with the purpose of the data in mind, is vital to any
internal and external analysis performed thereon.
Be selective about the graphical

representation of data
The business intelligence environment of today supplies
users with an unprecedented number of data visualization
tools and techniques. Given the wide variety of charts,
scatter plots, box plots and histograms, it is oftentimes
strenuous to be selective about data visualization
elements and their layout. However, an adequate
representation of data will desist visual overload. At the
same time, it will avoid a decorative visual design that
suppressed the true meaning of the data.
395
261
171
395
261
171
2005
Page 28
# Vehicles sold
Generate an effective visual design

With performance reporting, it is essential that visuals
complement the data gathered and not obscure it. Data
visualization is meant to best uncover and reflect on the
relationship between different data sets.
# Vehicles sold
2010
2015
Bar charts are a simple and discrete way to convey

ranking and comparison. Bar charts are the ideal tool for
the visual representation of performance data, especially
because they are great in comparing values.
Line charts are optimal for revealing trends over time.
With performance data, line charts provide a historical
view on the most relevant key performance indicators,
by consolidating the reporting frequency (X axis) with the
KPI results (Y axis).
Dashboards are the preferred tools for performance data
visualization. They make the best use of data to provide
an integrated view on an organizations performance.
The flexibility in working with Dashboards allows for
the use of various graphic representations to reflect on
performance. The use of both bar charts and line charts
amplifies the meaning of the data by disclosing its multiple
patterns. While bar charts are better at establishing and
comparing values for different KPIs, line charts can be
extremely articulate in revealing KPI trends.
% Net Promoter score
74%
M1
76%
M2
72%
M3
69%
M4
51%
M5
M6
49%

76%
74%
72%
69%
Overcome the most common mistakes

in data visualization
One of the easiest ways to misrepresent data in a visual
rendition is by distorting the y-axis. In most cases, the
y-axis should have a range starting from 0 to a maximum
that encompasses the range of the data. Although
appealing, the use of 3D graphs can sometimes lead to
the misinterpretation of data, especially if data labels
do not specify exact values. 3D bar charts can have a
negative impact on data readings. The color pallet used
to highlight important data, should subtly match the
semantic consistency of the content. High contrasts
and chaotic color encodings can be both tiresome and
unattractive.
Perfect
techniques
your
data
visualization
Providing the user with a meaningful data visualization

helps spread the message behind the vast data in the
background across and assist the viewer in reaching a
quicker, strategic and, most importantly, correct decision.
The interactivity of dashboards enables users to access
different data sets with ease, supporting timely decision
making.
51%
M1
M2
M3
M4
M5
49%
M6
80%
60%
40%
20%
0%
M1
M2
M3
M4
M5
M6
Page 29
DATA ANALYSIS
The digitalization of global information systems, has spawned large volumes of data that have gradually become more
difficult to manage. Having understood the characteristics of big data, the corporate world has been seen trying to
contain it and build on the opportunities of its inductive abilities. In practice, many organizations are facing challenges
like:
`` Too much data, losing sight of what is important;
`` Lack of expertise in processing the data;
`` Lack of insight into the true meaning of data;
`` Data gaming in presenting the data;
`` Resilient focus on past performance.
Too much data

There is this common expression used to reflect on the
overwhelming effect of big data. Drowning in data is
a phrase that many of todays managers have become
acquainted with. One of the challenges in handling
large volumes of data is related to the right database
management systems and business intelligence tools
needed to compute big data. There are few companies
that own the right infrastructure to deal with big data
issues, and the ones that do, should not forget about a
well-articulated strategy to go with their technologies.
Just because one has the infrastructure to measure
everything, it does not mean one should actually do so.
A consistent strategy will assist management with making
use of only whats essential and making use of the data
that really makes a difference.
Lack of expertise in processing the

data
Working with numbers is not a job for everyone and, like
with any other practice domain, organizations need subject
matter experts such as data analysts, or statisticians, to
provide quality data. Key quality dimensions of data are
related to accuracy, completeness, timeliness, consistency
and uniqueness. Specialists who can provide quality data
may be difficult to find and expensive to hire, but they
can turn into a valuable investment for the organization.
Insufficient insight into the true

meaning of data
One can agree that numbers have the ability to reflect
on the objective reality of our business, but the way one
chooses to interpret and use those figures can widely
$ Sales
1000
567
678
896
3223
334
445
444
334
2345
January
February
March
April
May
June
July
August
September
October
Page 30
2345
2356
November December
vary. In some cases, managers may not have the ability or

skill to ask the right questions and verify what lies beyond
the numbers, in order to get a true understanding of
what is happening. It is a dangerous trap not to question
the underlying assumptions based on which data was
generated. Just because data was produced by the latest
analytics model does not mean it is unquestionable.
Data gaming
While taking advantage of ones lack of expertise, it seems
very easy to also manipulate data. One has no interest
in presenting data that is not working in their interest,
therefore it is important to ensure the reporting process
is structured as such, that it enables the mitigation data
gaming risks. Reported data may be engineered to serve
ones interests, but the person in charge with decision
making should have the ability to see beyond a beguiling
presentation.
Resilient focus on past performance

Reporting is retrospective and many performance review
meetings have become an opportunity for managers
to present the data they need to justify their actions.
There should be more interest towards moving forward,
towards planning next steps and identifying key areas of
action that will ensure the progress of the organization.
An effective data management and analysis system can be

set up, despite all challenges but it needs to be connected
to the organizations value drivers, to the organizations
strategy. To avoid drowning in data, the strategy should
be able to define what is important for the organization
through clearly articulated goals and objectives. To ensure
that objectives are reached, the company should identify
several KPIs for each objective. The latter refer to tracking
key processes within the organization that are conducive
to the successful achievement of the objectives set.
Scorecards and dashboards help validate the key figures
decisions are based upon, and they make it easier to
verify the reliability of the data, as well as, to ensure a
proper KPI measurement and reporting process.
It is barely enough to design and implement a
performance management system. In the era of Big Data,
an organization must also develop the capability to work
with data. Key stakeholders need to be trained into how
to collect data, how to report on data, how to analyze
and take decisions based on the information provided in
performance reports.
By blending in these components: a performance
management system, the right technological infrastructure
and an organizational capability that specializes in working
with data, one can see their organization overcome the
disillusion of the data mirage, while it proceeds to finding
and building on the true value of data.
# Customers
200
50
123
45
250
200
56
45
55
124
January
February
March
April
May
June
July
August
September
October
134
167
November December
Page 31
KPI REPORTING
Reporting is an important stage in the performance management process, although managers can sometimes fall into the
trap of considering it as the end of the performance cycle. However, just reporting on performance data will not ensure
the improvement of results. Improvement is possible when decisions are made based on the insights provided by data.
Common issues in reporting are the overload of information, which makes it hard to focus on what is important, the
unavailability of information in due time or the inaccuracy of data.
By following these 10 pieces of advice, you can solve the above-mentioned problems, ensure a better reporting and,
consequently, improve the decision making process.
Data timeliness
Report availability
Ensure data timeliness by clarifying the responsibilities of

data custodians and the data gathering process. Sending
reminders also helps in receiving data on time.
Send the performance report to all stakeholders at least

3 days in advance of the performance review meeting, in
order to ensure data is reviewed before the discussions.
Data accuracy
Meeting agenda
Verify for data accuracy by requiring for raw data as well

and analyzing it before compiling the report. Frequent
data audits ensure better accuracy.
Inform all participants about the performance review

meeting agenda and make sure you stay on topic, in
order to ensure the important issues are solved in due
time. Should you be interested in conducting efficient
and effective performance review meetings, make sure to
include topics such as:
Side comments
Make sure performance results are accompanied by
comments. Data custodians should also provide the
context in which either high or low levels of performance
occurred.
Simple display
Display data in tables and graphs by maintaining a simple
and appealing visual design of the report.
`` Presentation of results;
`` Discussions on the KPIs that are far from
reaching targets;
`` Analysis of the possible causes of
underperformance;
`` Review of the portfolio of initiatives;
`` Decisions upon the next steps.
REPORTING
Page 32
Report compilation process
PROCESS
DATA
CHECK DATA
QUALITY
REVIEW DATA
PROCESSED
COMMUNICATE
REPORT
DATA
ANALYSIS
GENERATE
REPORT
Discuss results
Follow-up
Discuss the KPIs on red should with priority and identify

the root cause of the problems.
Send a follow-up email with the meeting minutes and

all initiatives established, along with their responsible
persons and deadlines.
Find solutions
Avoid finding responsible persons for poor performance.
Instead, focus on finding solutions and assigning
accountability to make sure the initiatives agreed upon
will be implemented.
When it comes to KPI reporting, improving this process

represents the base of a better, more informed and
efficient decision making process!
Stay on track
Keep it short, by assigning a meeting coordinator to keep
discussions on the right track! A performance review
meeting should not last for more than 2 hours.
Page 33
SEC IV TOP 20 KPI COUNTDOWN ANALYSIS
20
19
18
17
16
Page 34
% Brand awareness
The extent to which the products/services of one company are associated with its particular brand,
is a consequence of both marketing and product quality. Building and maintaining brand awareness
has gradually become one of the most important aspects with awareness strategies and marketing
campaigns worldwide. In reaching their target markets, companies will almost certainly consider
the evolution in brand awareness parameters, as leading indicators of purchasing decisions and
sales motivators.

Acquiring new customers has always been a main preoccupation with companies either newly
established or fully mature. A reflection of the resources one company must employ in order
to convince potential customers to buy its products/services, the $ Customer acquisition cost
is one of the most important key performance indicators associated with profitable business
environments. An efficient and effective management of customer acquisition costs can ultimately
contribute to any companys decision to further pursue its target market or not.
% On-time delivery
For customers to be satisfied it is rather paramount that their products arrive on time. One of
the most common key performance indicators associated with operational excellence, % Ontime delivery stands as a valuable expression of both upstream and downstream supply chain
performance. Schedule adherence is one of the most important components associated with the
timely operation of company intrinsic systems and processes.
# Inventory to sales ratio (ISR)

Building inventory is not something that companies agree with, as this typically provides indication
of unsatisfactory sales. In order to keep close watch on the ability to manage their inventories,
companies traditionally keep close track of their inventory to sales ratios and inventory turnover
rates. The popularity of this key performance indicator resides in both its utility and well known
customary use.
% Slow moving stock

Inventory management ultimately helps retailers identify slow moving stock that unnecessarily
takes up warehouse space and increases inventory costs. By closely monitoring how much
inventory is slow moving, retailers can reconsider and reevaluate their service level agreements
with their wholesalers, therefore moving towards a more efficient process of stocking up on
merchandise. As it can negatively impact inventory turnover and profit margins, slow moving stock
is a valuable key performance indicator to consider and make use of.
15
% All commodity volume (AVC) distribution
14
# Earned man-hours
13
12
11
With mass consumerism extending its grounds, wholesalers have to be extremely careful with
making their products available to their consumers, while also finding the most suited retailers to
carry out their items. The % All commodity volume (AVC) distribution ensures that shelves do not
stay empty with company brand products and that specific products enjoy a sound distribution
among retailers. The key performance indicator owes its popularity to the increased concern for
brand visibility and product accessibility.
In the wider context of performance management, productivity is measured against productivity

KPIs. In their simplest form, productivity KPIs, such as # Earned man-hours, stand at the basis of
both modern and aged performance evaluation systems.
% Cannibalization rate of new product offering

New product launches are not without impact. The effect that they have on existing product
lines of one company, can either be beneficial or detrimental. Depending on the industry, new
product offerings can increase sales of preceding products (e.g. perfume industry). Otherwise, new
product launches can lead to the cannibalization of existing products (e.g. technology industry).
Fast moving environments, require for this key performance indicator to be frequently monitored
according to the specificity of individual markets and industries.
% Employee utilization rate

Human resources decisions are based on factual employee data. The employee utilization rate is an
effective indicator of whether the organization makes full use of its existing employees. Numbers
associated with the % Employee utilization rate usually signal common situations in which existing
employees have to be supplemented due to over-utilization of staff or their numbers need to be
diminished due to regular under-utilization of current employees.

The telecommunications industry has lately become quite popular and is currently booming. This
makes for competition in this particular industry to be brutal, especially because of the limited
number of providers that own the market, as well as, its low penetration rate. Most of the battles
active telecom providers carry, is between themselves. It becomes essential that subscriber
acquisition costs are closely monitored, in order for the telecom provider to understand the
viability of their customer offerings.
Page 35
10
# Units per man hour
% Employee turnover
8
7
6
5
Page 36
Labor costs and productivity levels reflect on the performance of general business activity. The
measurement of units per man hour is a common practice for most industries, especially construction
and manufacturing. Reflecting on the expansion or contraction in production, this KPI is bound to
remain one of the most popular key performance indicators in operations management.
As employee satisfaction has become a fundamental concern among human resources practitioners,
employee turnover has developed into an essential barometer of staff contentment. Measurement
of this key performance indicator is essential in determining hiring costs for budget purposes,
training requirements or estimating staff time to recruitment activities.
The customer centric philosophy is a dominant attribute of organizations today. The assessment of
customer engagement and satisfaction that come with the measurement of customer retention has
become a common practice within organizations in all functional areas and industries nowadays.
This key performance indicator is a reflection on how customer advocacy can decrease the costs
with customer acquisition.

The % Net promoter score is used by large companies nowadays as a tool for customer feedback.
It gives an unambiguous number that is easy to understand for all employees and useful as input
to managers who steer the company. % NPS also gives a good indication of growth potential and
customer loyalty for a particular company or product.

The time to fill a vacant position has known an increasing trend during the past years, reaching
an all-time high in 2014. An increase in labor force and the continuous challenge of candidates
meeting job description requirements are believed to be reasons for companies nowadays taking
a longer time to hire people. It may be that hiring managers are less willing to invest in training
for less experienced workers, but regardless of the basis for the lengthening time to fill a vacant
position, this indicator provides a meaningful reflection on the efficiency of the recruitment
process all around.
% Realization rate
Tracking the realization rate is one of the major focus areas for organizations delivering professional
services. In challenging economic times, discounted rates are common practice, however they put
further pressure on profit rates. Professional services companies achieving high realization rates
usually have a strong company presence on the market and are recognized for their service quality.
2
1
The employee engagement index has become a prominent tool in assessing the commitment
levels of company employees, as the measurement of this indicator impacts turnover rates and
leads to superior customer service. Employee engagement levels are a reflection on company
efforts to facilitate the development of professional skills, to give employees a sense of trust and
integrity and to clarify their opportunities for future career development.
Delivering outputs in a timely manner seems to have become a cornerstone of successful production
companies all over the world. Measurement of this indicator reflects on the ability of production
to deliver its outcomes according to a contracted plan. The rate of schedule attainment has turned
into one of the primal business objectives of production companies, as it is continuously controlled
and improved. The indicator is one of the most used reference points in the optimization of todays
production processes.

The telecommunications industry continues to operate successfully in todays competitive
environment. The delivery of high quality services while keeping them at an affordable level, is
still a major concern among telecom companies. Network operators use this key performance
indicator to assess performance of their networks as reflected by customer satisfaction levels with
the service provided by the operator.

Interest in the healthcare industry has maintained its prevalence in this countdown. Improving
performance in this sector upholds the matters of service quality and volume, while abiding by
government regulatory compliance requirements. The use of this key performance indicator in the
healthcare industry preserves its place as the most measures in the overall professional spectrum
of the KPI Institute database.
Top 10 KPIs of 2009-2015 by views on smartKPIs.com

8030
4980
% Hospital
bed
occupancy
rate
% Call setup
success rate
(CSSR)
4947
%
Production
schedule
attainment
4273
3958
# Employee % Realization
engagement
rate
index
3698
3641
3555
3544
# Time to
fill a vacant
position
% Net
promoter
score
% Customer
retention
% Employee
turnover
3539
# Units per
man-hour
Page 37
TEMPLATE DESCRIPTION: PAGE 1

KPI 7
2 Functional Areas Marketing & Communications

3 Sub-categories Marketing
sK1303
4 KPI Record
Description
5 Industries
Sub-categories
Tags
Any
Any
Calculation
6 Definition
9 Subordinate metrics
promoters and detractors, of all customers .
7 Variations
% Promoter score
% NPS
8 Related KPIs

Focus
A = # Promoters
B = # Detractors
C = # Customers
10 Calculation formula
(A/C)*100-(B/C)*100
11 Trend is good when
Increasing
Data Profile
12 Purpose

brand ambassadors.
13 BSC perspective
Customer
14 Objective measured Increase customer advocacy
15 Data capture period
Spot
16 Standard reporting
frequency
Monthly
17 Data collection
method
18 Limitations

respondents subjectivity.
Targets
19 Threshold examples
20 Target setting notes
Red: <50%
Yellow: 50-70% Green: >70%

their online community.

21 Overall notes
23 References
1. Bain & Company (2012), Creating a reliable metric, available
at:
http://www.bain.com/publications/articles/creating-athat is easy to understand for all employees and useful as
reliable-metric-loyalty-insights.aspx
input for managers to steer the company.
2. Department of Agricultural Leadership, Education and
Communications (n.d.), Net Promoter Score, available at:
http://agrilife.org/od/evaluation/results-2/net-promoter22 Additional resources
score/
Page 38
Name:
13
Standard Balanced Scorecard perspective where the KPI

fits best.
Name of the KPI, a brief representation of its role.

2
Functional Area:
Organizational capability or department that fulfils a
specific business function.
Sub-categories:
Sub-grouping of the industry or functional area.
BSC perspective:
14
Objective measured:
A sample objective that reflects on the organizational
purpose for the KPI being measured.
15
Data capture period:

Period for which the results of the KPI have been
measured.
KPI Record:
Key performance Indicator (KPI) example unique

16 Standard reporting frequency:
identification number assigned automatically when
Frequency of reporting performance results for the KPI.
entered in the database.
5
Industry:
17
The sources and techniques that support the data

gathering process.
Aggregate of organizations operating in a particular field,

often named after its principal product or service.
6
Definition:
18
Variation:
19
Other versions of the KPI name used in practice.

8
Related KPIs:
List of other related KPIs in the database, either upstream
(influenced by this KPI), or downstream (with influence
on this KPI).
10
11
Subordinate metrics:
Threshold examples:
Thresholds outlining the limits for positive and negative
results, as well as, the tolerance level.
20 Target
setting notes:
Additional information related to the target setting for

this KPI.
21
Overall notes:
General remarks about the use of this KPI.

Names of the metrics used in calculating the KPI (if
applicable).
22 Additional resources:
Calculation formula:
Other recommended online and offline resources for

understanding and using this KPI.
Expresses the mathematical calculation of the KPI by use

of subordinate metrics.
23 References:
Trend is good when:
Direction in which the results of the KPI need to progress,

for positive outcomes.
12
Limitations:
Other limitations (data or reporting system related) to be
considered during the use of the KPI.
Succinct description of the KPI, clarifying its name in

business terms.
7
Data collection method:
List of resources reviewed as part of the documentation

process.
Purpose:
Explanation of the reason or business justification for
using the KPI.
Page 39
TEMPLATE DESCRIPTION: PAGE 2

Scorecard Outlook 24
Perspective
Strategic Objective
Customer
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
sK1303
49%
75%
51%
51%
Dashboard Outlook 25
KPI Results

74%
M1
72%
69%
72%
M3
51%
69%
M4
M6
76%
76%
M2
M5
74%
49%
51%
49%
M1
M2
M3
M4
M5
M6
In Practice Recommendations 26
`` Promoters are considered loyal clients that will
`` Passives are satisfied clients, but would not further
Page 40
`` Detractors are unsatisfied customers, who most

The novelty of the Top 20 KPI Reports 2016 Edition is the second page of the documentation form which was specifically
developed to take the reader one step closer to an efficient KPI monitoring and reporting process. The second page of the KPI
documentation form is structured to befit the reporting requirements of any KPI. It is comprised of 4 sections which are intended
to provide guidance on KPI reporting, as well as, enhance the empirical use of KPIs in day to day life:
24 Scorecard
Outlook:
Positions the KPI within a Scorecard template that:

1. Illustrates the perspective of the Balanced Scorecard
to which the KPIs should be assigned;
2. Accommodates a sample objective that best
summarizes the purpose of reporting on the KPI;
3. Identifies the indicator as presented in the KPI
Documentation form template;
4. Specifies the KPI Record number used to accurately
identify the KPI in the system;
5. Mentions the standard reporting frequency as
recommended for best use;
6. Reveals previous period and current results as reported
on by the data custodian;
7. Emphasizes the KPI trend as illustrated by the
comparison between previous and current results;
8. Mentions a sample KPI target as represented by the
desired results which are expected to be achieved;
9. Illustrates target achievement by comparing current
results with the target level.
25 Dashboard
26 In
Practice Recommendations:
For best KPI use, analysis and interpretation, the in practice

recommendations assist the reader with positioning the
KPI in the real life context from whence it was harvested.
The second page of the KPI documentation form was
especially designed by the KPI Institute to accommodate
snapshots of the core performance management
tools, practitioners and professionals use in their day
to day operations. The KPI results illustrated and the
outlooks depicted do not constitute reference for any
performance management practice, and are not meant
to provide a universal standard for reporting on KPIs.
The results and the outlooks presented can be regarded
as a possible approach to consider when reporting
on KPIs. They can be further used as a platform by
organizations who want to proceed in their development
of personalized performance management tools. Such
tools provide assistance with monitoring and reporting
on performance, and it is essentials that they are properly
configured. The second page of the KPI documentation
form helps readers visualize the KPI as reported on by
the performance management tools already in use today.
Outlook:
Recommended data visualization models that best help

identify current values, historical values and KPI trends.
Page 41
KPI 1
Functional Areas N/A

Sub-categories N/A
KPI Record
sK41
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the percentage of beds in the

hospital that are occupied by patients,
from overall number of hospital beds.
Subordinate metrics
A = # Hospital beds occupied

B = # Hospital beds
Variations
% Long-term patients bed occupancy rate

% Short-term patients bed occupancy rate
Calculation formula
(A/B)*100
Trend is good when
Within range
Related KPIs
% Alternate level of care days (ALC)

$ Hospital operating profit per bed
# Hospital admission rate per 10,000
inhabitants
% Time that hospital beds are occupied
Focus
Purpose
To indicate the hospitals efficiency

regarding bed management and its
spare capacity.
BSC perspective
Internal Processes
Healthcare
Hospitals
hospital, occupancy
Data Profile
Data capture period
Spot
Standard reporting
frequency
Daily
Data collection
method
Inpatient records of admission

and discharge
Limitations
Accurate reporting for this KPI

requires real-time registration of
inpatients, so that no lag exists
between the actual hospitalization
(and the occupancy of the bed),
and registering it in the bed
management system.
Objective measured Optimize hospital capacity
Targets
Threshold examples
Red: <70%; >95% Yellow: 70-85%; Green: 85-90%

90-95%
Given the universality of the measure, it suits

benchmarking very well. High levels of bed occupancy
reflect the ability of a hospital to provide safe patient care
and indicate an efficient use of a hospitals capacity.

Overall notes
Bed occupancy rate is used to assess the demands for
hospital beds and hence, to gauge an appropriate balance
between demand for health care and number of beds
available. Managing the bed occupancy rate can be a
difficult task due to the demand that cannot be controlled
by postponing (like in the case of a guest house, for
example).
Page 42
http://news.bbc.co.uk/2/hi/health/5370336.stm
h t t p : // w w w . n s c b . g o v . p h / g l o s s a r y / t e r m s /
indicatorDetails.asp?strIndi=134
References
1. Adeyi, O., Smith, O. and Robles, S. (2007), Public policy and the challenge of chronic noncommunicable diseases, The World
Bank, available at: http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
2. Health Policy Research Associates and Institute for Health Policy (2007), Performance reviews of provincial and line Ministry
Healthcare Services, available at: http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
3. Republic of the Philippines, Department of Health (2004), Other health facilities statistical report, available at: http://
www.formsphilippines.com/forms/doh11.pdf
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Optimize hospital capacity
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Hospital bed
occupancy rate
sK41
89%
90%
98%
86%
Dashboard Outlook
KPI Results

87%
D1
D2
86%
D3
86%
86%
86%
D2
D3
86%
88%
D4
D5
87%
89%
88%
86%
D6
89%
D1
D4
D5
D6
However difficult to address, % Hospital bed occupancy
rates are regarded as indicators of proper tending to
hospital environments that are meant to secure care in
an efficient manner. High bed occupancy rates in the
healthcare industry have shown greater patient exposure
to risk of infection, and have been proved hazardous to
handle. On the other hand, low % Hospital bed occupancy
rates provide indication of poor hospital management
for the benefit of the population in need of medical
care. % Hospital bed occupancy rates are an undeniably
useful KPI in assessing a medical units ability to provide
high-quality patient care. However, a safe and effective
hospital has to ensure that no hospital beds are underutilized, and enough hospital beds are made available for
cases of utmost emergencies. Some recommendations in

finding the most appropriate level for the % Hospital bed
occupancy rate include:
`` Mapping events that generate high and low hospital
bed occupancy rates;
`` Developing contingency plans for demanding medical
urgencies;
`` Monitoring and adjusting the provisions of general
health services;
`` Maintaining control over consultation times, admission
rates and length of stay;
`` Requiring regular feedback on waiting lists and patient
back-logs.
Page 43
KPI 2

Sub-categories N/A
KPI Record
sK865
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Successful call attempts

B = # Call attempts
Calculation formula
(A/B)*100
Trend is good when
Increasing
Measures the percentage of call attempts

that result in a connection to the dialed
number, out of the total number of call
attempts.
Variations
% Successful call attempts

% Ratio of successful call set-ups
Related KPIs
% Successful backward call setup signal

% Calls blocked by network
management controls
% Calls not routed due to internal
congestion
% Speech clipping ratio
% Paging success rate
% Random access success rate
% Traffic channel (TCH) assignment
success rate
Focus
Telecommunications / Call Center

Telecommunications
call setup
Data Profile
Data capture period
Day
Standard reporting
frequency
Monthly
Purpose
To assess the service accessibility

of the telecommunication network.
Data collection
method
Call Management System,

Dynamics
BSC perspective
Internal Processes
Limitations
Accurate data gathering requires

sound call management systems to
monitor call attempts made by all
agents.
Objective measured Increase operational efficiency
Targets
Threshold examples
Red: <95%
Low levels of call set-up success can be due to

telecommunication lines issues caused by lack of radio
coverage, radio interferences between subscribers or
limited capacity of the network.

Overall notes
This KPI reflects the accessibility of the telecommunications
services used. A call attempt is considered to be successful
even when the dialed number is recorded as busy.
Page 44
http://news.bbc.co.uk/2/hi/health/5370336.stm
http://www.iaeng.org/publication/WCECS2009/
WCECS2009_pp393-398.pdf
References
1. Das, S. K., Lee, E., Basu, K., Kakani, N. and Sen, S. K. (2002), Performance optimization of VoIP calls over wireless links using
H.323 protocol, available at: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.16.9164&rep=rep1&type=pdf
2. Kho, W., Baset, S. A. and Schulzrinne, H. (2006), Skype relay calls: Measurements and experiments, available at: http://www1.
cs.columbia.edu/~salman/publications/skyperelay-gi08.pdf
3. Kollar, M. (2008), Evaluation of real call set up success rate in GSM, available at: http://aei.tuke.sk/papers/2008/3/10_Kollar.
pdf
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Increase operational efficiency
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Call setup success rate
sK865
98%
100%
98%
96%
Dashboard Outlook
KPI Results
M1
98%
91%
M2
94%
M3
94%
M4
M5
94%
94%
M2
M3
95%
96%
91%
95%
96%
M6
98%
M1
M4
M5
M6
The % Call setup success rate is one of the most important Key Performance Indicators used by both land line
and mobile operators to assess the reliability of their
communications infrastructure. The ultimate goal of telecommunications network operators worldwide is to increase the % Call setup success rate, to the extent to
which calls can be set up without failures. The % Call
setup success rate is particularly popular with mobile
operators, who have to deal with the various constraints
of coverage and network functionalities to ensure target
achievement for this KPI. Maximum values for the % Call
setup success rate have been recorded with conventional

land-line operators, who have succeeded to top reliability
in the telecommunications industry. Some of the critical
factors to take into consideration for % Call setup success
rate improvement include:
``
``
``
``
``
Up to date software;
Service accessibility;
Traffic measurement;
Radio coverage signal;
Future network planning.
Page 45
KPI 3
Functional Areas Production & Quality Management

Sub-categories Production
KPI Record
sK1744
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures how much of the production

schedule is actually achieved.
Subordinate metrics
Variations
% Schedule attainment in production
A = # Actual production
B = # Scheduled production
C = # Actual production time
D = # Scheduled production time
Related KPIs
% Production delays due to raw material

shortage
Calculation formula
[(A/B)*(D/C)]*100
Trend is good when
Increasing
Any
Any
production plan tracking
Data Profile
Focus
Purpose
To evaluate the production

schedule attainment and accuracy.
BSC perspective
Internal Processes
Objective measured Ensure timeliness of production

output
Data capture period
Week
Standard reporting
frequency
Monthly
Data collection
method
Production plan
Limitations
Difficulties can occur if no clear

production schedule is developed
and tracked.
Targets
Threshold examples
Red: <70%
Targets should be set taking into consideration the risks

and other unplanned situations that can occur during the
production process, that can influence either the duration
or the volume of production (e.g. unplanned maintenance).
A high level of this indicator shows rigorousness and
effectiveness in attaining the production volume and
duration.

Overall notes
Monitoring this KPI supports improvement in production
planning and schedule attainment. Production changes
should be monitored and documented for root cause
analysis, understanding accuracy and developing a plan
for improvements.
Page 46
h t t p : // w w w . g l o v i a . c o m / p d f / d a t a s h e e t s /
GloviaMasterProductionScheduling.pdf
References
1. Handfield, R. (2006), Supply Market Intelligence: A managerial handbook for building sourcing strategies, available at: https://
www.crcpress.com/Supply-Market-Intelligence-A-Managerial-Handbook-for-Building-Sourcing/Handfield/9780203339527
2. Herrmann, J. W. (2007), The legacy of Taylor, Gantt and Johnson: How to improve production scheduling, The Institute for
Systems Research, available at: http://drum.lib.umd.edu/bitstream/1903/7488/4/25813_cov.pdf
3. Salman, M. R., van der Krogt, R., Little, J. and Geraghty, J. (n.d.), Applying Lean principles to production scheduling, available at:
http://www.academia.edu/874530/Applying_Lean_Principles_to_Production_Scheduling
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Ensure timeliness of production output
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Production schedule
attainment
sK1744
69%
95%
72%
72%
Dashboard Outlook
KPI Results

92%
M1
M6
81%
75%
81%
M3
M5
86%
86%
M2
M4
92%
72%
69%
75%
72%
69%
M1
M2
M3
M4
M5
M6
Mastering production schedule is one of the fundamental
requirements in enterprise resource planning (ERP).
Consequently, the monitoring of % Production
schedule attainment assists with driving performance
and improvement to inbound scheduling processes.
Some of the reasons for incorporating this KPI into the
measurement process of companies within the production
industries, can be formulated as follows:
`` Different product lines have separate schedules for

attainment;
`` Production schedule attainment must be secured for
on-time delivery of products;
`` If all production schedules are met, the overall
performance plan is met;
`` Any production lines that do not meet their schedule
are bound to miss their delivery;
`` Missed deliveries negatively impact relationships with
suppliers.
Page 47
KPI 4
Functional Areas Human Resources

Sub-categories Retention
KPI Record
sK1836
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the engagement level of

employees in their work activities and
responsibilities, in terms of enthusiasm,
commitment and discretionary effort.
Subordinate metrics
Variations
# Employee engagement
Related KPIs
# Intimidation, hazing, bullying or

retaliation complaints received
% Adherence to values and mission
A = # Employee engagement
Surveys assessing employee engagement are usually tailored to each
organization. They use structured
questioning to assess employee discretionary effort and whether they
find their work stimulating.
Calculation formula
A, based on survey
Trend is good when
Increasing
Any
Any
engagement
Data Profile
Focus
Purpose
To indicate the level of

engagement and commitment
of employees, as this impacts
turnover rates and leads to
superior customer service.
BSC perspective
Learning & Growth
Data capture period
Spot
Standard reporting
frequency
Quarterly
Data collection
method
Employee engagement surveys,

employee satisfaction surveys,
employee appraisals, internal
assessments
Limitations
The accuracy of data can be limited

by respondents subjectivity, as the
calculation of this indicator is based
on survey results.
Objective measured Increase employee engagement
Targets
Threshold examples
Red: <75
Yellow: 75-95
Green: >95
The threshold example is expressed in points (100

maximum), and has just an exemplification purpose.
Organizations develop various scales to measure employee
engagement. Targets can vary from one industry to another,
depending on the employees profile.

Overall notes
There are studies that suggest employee engagement can
be driven by various company efforts, such as facilitating
the development of skills for the employees, giving
them a sense of trust and integrity and clarifying their
opportunities for future career development.
Page 48
http://www.performancemagazine.org/employeeengagement-index/
http://www.performancemagazine.org/employeeengagement-at-western-union-malaysia%E2%80%93-a-case-study/
References
1. Crabtree, S. (2004), Getting personal in the workplace, The Gallup Management Journal, available at: http://govleaders.org/
gallup_article_getting_personal.htm
2. Kenexa (2013), The many contexts of employee engagement, available at: http://www.kenexa.com/Portals/0/Downloads/
KHPI%20Papers/The%20Many%20Contexts%20of%20Employee%20Engagement-2012%20WT%20Report_CS6.pdf
3. Heymann, J. (2010), Profit at the bottom of the ladder: Creating value by investing in your workforce, available at: http://www.
amazon.com/gp/search?index=books&linkCode=qs&keywords=9781422123119
Scorecard Outlook
Perspective

Strategic Objective
Learning and Growth

Increase employee engagement
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
# Employee engagement
index
sK1836
98
98
98%
97
Dashboard Outlook
KPI Results
Q1

98
96
Q2
Q3
Q4
98
96
97
98
97
98
Q1
Q2
Q3
Q4
Employee engagement is a very popular concept
nowadays. With severe competition on most markets,
human capital stands out as an important competitive
advantage. Employee engagement has three dimensions:
the cognitive, the emotional and the behavioral one.
The cognitive aspect refers to the employees beliefs
about the organization and working conditions. The
emotional dimension covers how employees feel about
the organization. Employee behaviors deal with the
value-added and discretionary effort they bring to work
in the form of extra time, brainpower and task-oriented
energy. Studies have proved that engaged employees
perform better than modestly engaged employees,
favorably impacting customer satisfaction, profitability
and employee turnover. Some compelling advice on
enhancing and stimulating employee engagement can

easily be taken into consideration:
`` Empowering employees to make individual decisions
to the highest level of influence pushed down on
them;
`` Providing the employee with the necessary resources
that enable them to perform their best at their work
station;
`` Enhancing knowledge through regular coaching and
training sessions;
`` Developing innovative rewards and recognition
programs that keeps employees competitive about
their work;
`` Continuously measure and monitor the # Employee
engagement index within the organization.
Page 49
KPI 5
% Realization rate

Sub-categories N/A
KPI Record
sK321
Industries
Sub-categories

Tags
Description
Calculation
Definition
Measures the percentage of revenue

actually earned relative to the potential
revenue represented by list prices.
Subordinate metrics
A = $ Revenue actually earned

B = $ Potential revenue represented by list prices
Variations
% Revenue realization rate
Calculation formula
(A/B)*100
Related KPIs
$ Bill rate
Trend is good when
Increasing
Engineering
Recruitment / Employment Activities
Legal Practice
Business Consulting
Accounting Services
revenue
Data Profile
Focus
Purpose
To indicate the companys ability

to bill at its list prices, as clients
usually tend to negotiate for price
reductions.
BSC perspective
Financial
Objective measured Achieve business excellence
Data capture period
Month
Standard reporting
frequency
Monthly
Data collection
method
Financial statements
Limitations
Accurate reporting for this KPI is

dependent on a well maintained
register of the pricing list and
billing rates applied.
Targets
Threshold examples
Red: <70%
A high realization rate indicates a strong competitive

position in the market, usually based on the premium
quality of services. Despite the benchmarking suitability,
data regarding realization rates for companies are rarely
available to the public.

Overall notes
Lower levels of results achieved for this KPI are due not
only to discount prices, but oftentimes to bad-paying
customers, that do not pay the entire bill value. It can be
applied at organizational level, by calculating an average
billing realization rate, including operational and individual
level.
Page 50
http://www.performancemagazine.org/performancemeasurement-in-the-business-consulting-industrymeasures-and-more/
References
1. Greene, A. G. (2009), The lawyers guide to governing your firm. Chicago: American Bar Association, available at: http://shop.
americanbar.org/eBus/Store/ProductDetails.aspx?productId=214193
2. Poll, E. (n.d), How to benchmark your law firms financial performance, available at: https://www.cba.org/Publications-Resources/
CBA-Practice-Link/solo/2014/How-to-Benchmark-Your-Law-Firm%E2%80%99s-Financial-Perform
3. Hinterhuber, A. and Liozu, S. (2012), The transformation to strong price-orientation and price-realization capabilities, MIT Sloan
Management review, 53(4): 75-77, available at: http://www.mitsmr-ezine.com/mitsmr/summer2012?pg=77#pg77
Scorecard Outlook
Perspective

Strategic Objective
Financial
Achieve business excellence
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Realization rate
sK321
83%
90%
92%
78%
Dashboard Outlook
KPI Results
% Realization rate
M1
M2
% Realization rate
83%
68%
78%
71%
M3
M4
M5
74%
74%
75%
71%
68%
75%
78%
M6
83%
M1
M2
M3
M4
M5
M6
Especially popular with legal companies, % Realization
rates are an expression of a companys ability to bill
at its standard billing rates. The difference between
% Realization rate and $ Profitability is that the latter
encompasses the first, while also dealing with other
additional variables such as: leverage, margin and
resource utilization. A business in the need for efficient
management will look at its % Realization rate to
understand what it is actually earning. The data, further
enables the company to both calculate appropriate billing,
and prepare its annual budget. Increasing % Realization

rates helps companies maximize their profits, and several
ways to do that are recommended hereon:
`` Managing discounts and other price deductions to
improve billing realization;
`` Optimizing collections so as to ensure bottom line
profitability;
`` Streamlining billing and cash collection processes.
Page 51
KPI 6

Sub-categories Recruitment
KPI Record
sK688
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the average number of days

between the moment when a job
requisition is raised to when a new
employee fills the role.
Subordinate metrics
Ai = # Time to fill position i,

where i=1 to n
n = # Positions filled
Variations
# Time to hire
Calculation formula
(A1+A2+...+An)/n
Related KPIs
# Employment brand strength
Trend is good when
Decreasing
Focus
Recruitment / Employment Activities
time, vacant positions
Data Profile
Purpose
To indicate the efficiency of the

recruitment process.
BSC perspective
Internal Processes
Objective measured Optimize recruitment processes
Data capture period
Rolling average
Standard reporting
frequency
Monthly
Data collection
method
HR data records
Limitations
Measurement requires data from

all recruitment projects, across
all teams and sections, which
can make the collection process
difficult to automate.
Targets
Threshold examples
Red: >60
Yellow: 40-60
Green: <40
Thresholds given have just an exemplification purpose.

Targets are very useful for recruitment managers to
establish expectations based on a reasonable level of
service. However, the lower the level, the better, as it
might affect the organizations productivity.

Overall notes
It can be used by both Human Resources departments and
recruitment agencies. For HR departments, # Recruitment
lag time can be another relevant KPI, that measures the
time it takes to actually replace an employee.
http://www.ere.net/2004/07/27/understanding-timeto-hire-metrics-can-time-to-fill-be-too-low/
Page 52
References
1. Parmesh, M. (n.d.), The need for new recruitment strategies,
available at: https://www.onepetro.org/journal-paper/SPE0202-21-TT
2. United States Office of Personnel Management (2009),
Workforce reshaping operations handbook, available at:
https://www.opm.gov/policy-data-oversight/workforcerestructuring/reductions-in-force/workforce_reshaping.pdf
3. Department of Personnel (2006), Washington State Human Resource Management Report, available at: http://
www.hr.wa.gov/SiteCollectionDocuments/Strategic%20HR/HRM%20Performance%20and%20accountability/
GMAPStatewideHRMgmtReport406.pdf
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Optimize recruitment processes
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
# Time to fill a vacant

position
sK688
35
40
114%
39
Dashboard Outlook
KPI Results

52
M1
46
46
M2
48
43
39
48
M3
35
43
M4
39
M5
M6
52
35
M1
M2
M3
M4
M5
M6
Considered to be a leading indicator for $ Cost of
hire, # Time to fill a vacant position can also be an
important tracker of jobs that are most challenging to
fill. The data provided by this indicator may encourage
the development of initiatives to tackle existent
recruitment challenges. The KPI is reviewed separately
for frontline and management/advisory/administrative/
technical positions, because of its different impacts on
recruitment costs and operational efficiency. Vacant
frontline positions that are open for a long period of time
can be the cause for remaining operators not meeting
their schedule and load targets. Recruitment costs with
management positions are higher, while specific technical
and managerial skills make it difficult for the recruitment
process to be unsophisticated. Some recommended
advice on overcoming the challenges associated with

filling a vacant position include:
`` Developing manpower that can be both responsive
and flexible with complex challenges and pressures
within various working environments;
`` Recruiting advanced skills to undergo technological
changes within industries that are continuously
adapting to new market conditions;
`` Continuously supporting the younger generation to
acquire the desired skills set in order to meet specific
job requirements;
`` Providing clear, professional paths and opportunities
for advancement;
`` Building a reliable set of succession plans to fill critical
positions in the organization.
Page 53
KPI 7

KPI Record
sK1303
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Promoters
B = # Detractors
C = # Customers
Calculation formula
(A/C)*100-(B/C)*100
Trend is good when
Increasing

promoters and detractors, of all customers
that express an attitude. Note: Net
Promoter, Net Promoter Score and NPS are
registered trademarks of Fred Reichheld,
Bain & Company and Satmetrix.
Variations
% Promoter score
% NPS
Related KPIs

Focus
Purpose

brand ambassadors.
BSC perspective
Any
Any
Data Profile
Data capture period
Spot
Standard reporting
frequency
Monthly
Data collection
method
Limitations

respondents subjectivity or
incentives given by the company to
stimulate responses.
Customer
Objective measured Increase customer advocacy
Targets
Threshold examples
Red: <50%

their online community: http://www.netpromoter.com/
netpromoter_community/community/npsbenchmarks?vie
w=tags&tags=benchmark

Overall notes
that is easy to understand for all employees and useful as
input for managers to steer the company. NPS also gives
a good indication of growth potential and customer loyalty
for a company or product. To understand the motives of
Promoters and Detractors, it is recommended to accompany
the NPS question by one or more open questions that probe
the underlying reasons behind the given score. This allows
Page 54
managers to make the appropriate adjustments to increase

the future NPS, either by boosting the percentage of
Promoters, either by reducing the proportion of Detractors
(or better yet, a combination of both).
http://blogs.hbr.org/2011/05/how-philips-uses-netpromoter/
References
1. Bain & Company (2012), Creating a reliable metric, available at: http://www.bain.com/publications/articles/creating-a-reliablemetric-loyalty-insights.aspx
2. Prince, L. (2015), The NET Promoter Score in Action, available at: http://www.ihrsa.org/blog/2015/4/13/the-net-promoterscore-in-action.html
3. Qualtrics Labs (2012), Net Promoter Score (NPS) explained, available at: https://www.qualtrics.com/research-suite/netpromoter-score/
Scorecard Outlook
Perspective

Strategic Objective
Customer
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
sK1303
49%
75%
51%
51%
Dashboard Outlook
KPI Results

74%
M1
72%
69%
72%
M3
51%
69%
M4
M6
76%
76%
M2
M5
74%
49%
51%
49%
M1
M2
M3
M4
M5
M6
`` Promoters are considered loyal clients that will
`` Passives are satisfied clients, but would not further
`` Detractors are unsatisfied customers, who most

Page 55
KPI 8

KPI Record
sK3
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the organizations ability

to create repeat business among its
customer base.
Subordinate metrics
Variations
% Customers retained
Related KPIs
# Dealer satisfaction survey

% Customers satisfied with the time to
be served
% Drop rate of web-based course
% Libraries open 6 days per week
# Time spent with customers
understanding their needs
% Distributor retention
A = # Customers at the end of

the reporting period
B = # New customers acquired
during the reporting period
C = # Customers at the begining
of the reporting period
Alternatively, you can use the
following subordinated measure:
E = % Desertion rate
Calculation formula
[(A-B)/C]*100
Alternatively, you can use the
following formula: 100% - E
Trend is good when
Increasing
Focus
Any
Any
satisfaction
Data Profile
Purpose
To assess the level of customer

satisfaction with the company, as
unsatisfied customers are likely to
switch to competitors.
BSC perspective
Customer
Objective measured Increase customer loyalty
Data capture period
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
Customer database reports
Limitations
The accuracy of measurement

is limited by the difficulty to
distinguish between actually lost
customers and retained customers,
but dormant.
Targets
Threshold examples
Red: <50%
Useful resources in benchmarking customer retention can

be the American Customer Satisfaction Index (ACSI) and
J.D. Power and Associates.

Overall notes
Maintaining a high level of customer retention is
important, as far as costs are concerned, because it is less
expensive to maintain existing customers than constantly
advertising for new ones. High retention indicates either
Page 56
that customer satisfaction is high or that the customer

options in the marketplace are limited.
http://ir.csuc.edu.gh:8080/xmlui/bitstream/handle/123456789/63/CUSTOMER%20RETENTION.pdf?sequence=1
References
1. Waterfield, C. (2006), The challenges of measuring client retention, The SEEP Network, available at: http://files.givewell.org/
files/MFI/The%20Challenges%20of%20Measuring%20Client%20Retention.pdf
2. SAS (2009), How can we improve customer retention rates and increase premium income?, available at: http://www.sas.com/
offices/europe/uk/industries/insurance/pdf/customer-retention.pdf
3. Fader, P. S. and Hardie, B. G. S. (2007), How to project customer retention, available at: https://marketing.wharton.upenn.edu/
files/?whdmsaction=public:main.file&fileID=327
Scorecard Outlook
Perspective

Strategic Objective
Customer
Increase customer loyalty
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
sK3
67%
80%
83%
61%
Dashboard Outlook
KPI Results
63%
Q1
Q2
Q3
63%
67%
65%
61%
65%
61%
Q4
67%
Q1
Q2
Q3
Q4
Unsatisfied clients negatively impact the business on
both short term and in the long run. Negative customer
experiences make it more difficult to attract new
customers. In almost all known circumstances, gaining
a new customer is substantially more expensive than
maintaining current clients. Moreover, the probability of
selling to existing customers is significantly higher than
the possibility of selling to potential prospects. Several
recommendations on developing a sound customer
retention strategy include:
`` Outstanding delivery of service to existing customers;

`` Maintaining customer dynamics through interactive
communication programs;
`` Mapping customer experiences and lifecycle;
`` Dedicated customer engagement capabilities;
`` Developing loyalty and reward programs for repeat
customers.
Page 57
KPI 9
% Employee turnover

Sub-categories Retention
KPI Record
sK1
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the rate at which employees

leave the organization in a given time
period (e.g. month, quarter, year).
Subordinate metrics
Variations
% Separation rate
% Employees that leave the organization
in a given time period
A = # Employees that left the

organization by the end of the
reporting period
B = # Employees of the organization at the beginning of the
reporting period
Related KPIs
# Net hire ratio

# Employee perceptions of external job
opportunities index
% Employees per department
Calculation formula
(A/B)*100
Trend is good when
Within range
Focus
Purpose
To indicate the level of employee

satisfaction with the organization,
as an unhappy employee is more
likely to leave the organization.
BSC perspective
Learning & Growth
Any
Any
employees, loyalty, retention, turnover
Data Profile
Data capture period
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
HR data records
Limitations
Difficult to obtain accurate

figures if the HR systems are not
enabled to timely capture the
data for this KPI.
Objective measured Increase employee retention
Targets
Threshold examples
Red: <5%; >30%
Yellow: 5-10%;
20-30%
Green: 10-20%
Targets may vary based on the industry profile and the

workforce trends on the market. A high turnover rate has a
negative impact on business, due to the loss of knowledge,
the cost of replacing employees and the duration of the
replacement process. The positive impact of employee
fluctuation is the influx of new ideas, capabilities and
energy of the new employees.

Overall notes
This measure may be influenced by the HR department
performance, the working environment and work policies,
the supervisor and team, as well as the promotion and
professional development opportunities for the future.
An exit interview is a frequently used procedure that is
applied by HR specialists in order to assess and avoid the
Page 58
causes that determine a high employee turnover rate.

http://www.acas.org.uk/media/pdf/i/o/Managing_
attendance_employee_turnover_(Oct_11)-accessibleversi...
http://www.nobscot.com/survey/surveyresults.cfm?id=2
References
1. International Public Management Association for Human Resources (2010), HR metrics benchmarking committee report,
available at: http://www.ipma-hr.org/sites/default/files/finalbenchreport.pdf
2. CPS Human Resources Services (2006), The turnover tool kit: A guide to understanding and reducing employee turnover,
available at: http://www.cpshr.us/workforceplanning/documents/ToolKitTurnover.pdf
3. Jacobs, E. (2012), Executive briefing: Tracking trends in employee turnover, available at: http://www.shrm.org/research/
benchmarks/documents/trends%20in%20turnover_final.pdf
Scorecard Outlook
Perspective

Strategic Objective
Learning and Growth

Increase employee retention
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Employee turnover
sK1
14%
15%
93%
12%
Dashboard Outlook
KPI Results
% Employee turnover
Q1
% Employee turnover
14%
8%
Q2
12%
Q3
12%
Q4
12%
12%
Q2
Q3
8%
14%
Q1
Q4
Company-wise, % Employee turnover, however debatable, is
also, expensive. Frequently overlooked, the lost productivity
cost, the cost associated with loss of sales and the lost
reputation cost, are often, unforeseen consequences of low
retention rates. Experts argue that some of the negative
impacts of high employee turnover rates can also include:
routine disruption, direct turnover costs (recruitment and
training) and demoralization of former colleagues, who
now have to deal with losing an esteemed colleague or,
otherwise, increased workload following the loss. On
the other hand, it is believed that high turnover rates are
something to profit from. New employees can inspire with
their fresh attitudes, can be highly motivated and can turn
into real brand energizers for the hiring company. All things
considered, % Employee turnover is a matter of multiple

factors and many contrasting events:
`` Different companies in different industries either work
with high turnover or low turnover; high turnover rates
are not always an indicator of loss, just as much as, low
turnover rates are not an indicator of gain;
`` Companies with unstandardized task processes may
suffer more from increased turnover, having that staff
members who perform their tasks in their own unique
way - and that way benefits the company - can be very
hard to replace;
`` High process conformance companies may suffer little
from high turnover rates, as knowledge associated with
standardized processes, can be more easily transferred
to new employees.
Page 59
KPI 10 # Units per man-hour

Functional Areas Production & Quality Management
Sub-categories Production
KPI Record
sK443
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Production units
B = # Man-hours
Calculation formula
A/B
Trend is good when
Increasing
Variations
Measures the number of completed

units realized per hour of work. A manhour is the amount of work done by one
person in one hour.
# Units/MH
# Pieces per labor hour
Any
Any
man-hour, productivity
Related KPIs
Focus
Data Profile
Purpose
To assess labour productivity in

terms of outputs per man-hour.
BSC perspective
Internal Processes
Objective measured Increase labour productivity
Data capture period
Day
Standard reporting
frequency
Monthly
Data collection
method
SAP, production planning and

monitoring system
Limitations

system for tracking production
outputs per man-hours.
Targets
Threshold examples
Red: <15
Yellow: 15-20
Green: >20
Targets may vary based on the industry. In some industries,

man-hour estimates are based on the type of project and
experience from similar projects.

Overall notes
Along with the volume of units, the units/MH represent
an important reporting method used in the construction
and manufacturing industry. This KPI can be influenced
by factors unrelated to the labor force, such as equipment
downtime, which can decrease man-hour productivity.
http://www.jstor.org/pss/4225514
Page 60
References
1. Cox, R., Issa, R. and Ahrens, D. (2003), Managements
perception of key performance indicators for
construction. Journal of Construction Engineering
and Management, 129(2): 142-151, available at:
http://ascelibrary.org/doi/abs/10.1061/%28AS
CE%290733-9364%282003%29129:2%28142%29
2. United States Department of Agriculture (n.d.), Output
per man-hour in factories processing farm food products,
Technical Bulletin Number 1243, available at: http://naldc.
nal.usda.gov/download/CAT87201186/PDF
3. Murthy, P. R. (2005), Production and operations Management. New Delhi: New Age International Publishers, available
at:http://www.amazon.com/Production-Operations-Management-Rama-Murthy/dp/812241558X/
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Increase labour productivity
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
sK443
14%
25%
56%
14%
Dashboard Outlook
KPI Results
9%
14%
8%
8%
M4
12%
11%
11%
M2
M3
14%
9%
M1
12%
M5
14%
M6
14%
M1
M2
M3
M4
M5
M6
Commonly defined as output per unit of input, labor
productivity can be otherwise regarded as the genuine
forefather of employee performance. In their simplest form,
productivity KPIs, such as # Units per man-hour, stand at the
basis of both modern and outmoded performance evaluation
systems. In the context of performance management,
productivity KPIs are just a minute part of an integrated
performance management system that values, nurtures
and enhances employee performance. Mostly associated
with industries such as construction and manufacturing, #
Units per man-hour owes its popularity to the ease of its
use, uncomplicated calculation and explicit manner in which
it manages to translate effort into results. Some advice to
consider when working with productivity KPIs:
`` Productivity KPIs alone can drive excessive investment

in automation;
`` Depreciation cost and equipment downtime are two of
the side-effects of automating labor productivity KPIs;
`` High values of # Units per man-hour are not always a
sign of improvement;
`` Setting targets for this KPI should consider the direct
effect it has on human labor;
`` High demands of # Units per man-hour can have several
significant consequences such as: equipment downtime,
high maintenance costs, faster depreciation, operator
overtime and increased labor expense.
Page 61
KPI 11
% Brand awareness

KPI Record
sK37
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the rate at which target

customers recognize and recall the
brand.
Subordinate metrics
A = # Target customers that

recognize the brand
B = # Target customer
Variations
% Brand recognition
Calculation formula
(A/B)*100
Related KPIs
Trend is good when
Increasing
Focus
Data Profile
Purpose
To track the familiarity of the

target customers with the brand.
BSC perspective
Customer
Objective measured Raise brand awareness
Any
Any
brand, awareness
Data capture period
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
Brand awareness surveys
Limitations
Data collection requires extensive

brand awareness surveys among
target consumers, which can
be costly and affected by the
respondents subjectivity. Also,
the KPI indicates the percentage
of target customers recalling the
brand only, not reflecting how
many of them prefer the brand to
other brands they recall.
Targets
Threshold examples
Red: <50%
Targets can vary depending on whether the purpose is

to measure unaided awareness (when the respondents
are asked to name brands within a product category), or
aided awareness (when they are shown a list of brands
and express familiarity with the brand, only after hearing
or seeing it).

Overall notes
Brand awareness consists of both brand recognition (the
ability of consumers to confirm that they have previously been
exposed to the brand), and brand recall (the ability of consumers
to name the brand when given the product category).
Page 62
http://www.websurveymaster.com/t/50/N
h t t p : // w w w d o c s . fce . u n s w. e d u . a u /m a r ke t i n g /
amj_12_3_romaniuk_et_al.pdf
References
1. Clark, C. R., Doraszelski, U. and Draganska, M. (2009), The effect of advertising on brand awareness and perceived quality:
An empirical investigation using panel data, available at: https://ideas.repec.org/a/kap/qmktec/v7y2009i2p207-236.
html
2. Gustafson, T. and Chabot, B. (2007), Brand awareness, available at: http://www.nnyagdev.org/maplefactsheets/
CMB%20105%20Brand%20Awareness.pdf
3. Ragavendran, P. G., Devakumar, G. and Upadhyay, S. (2009), A study on brand awareness of shampoo products for
CavinKare, available at: http://www.msrsas.org/docs/sastech_journals/archives/Sept2009/5.pdf
Scorecard Outlook
Perspective

Strategic Objective
Customer
Raise brand awareness
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Brand awareness
sK37
49%
85%
57%
50%
Dashboard Outlook
KPI Results
% Brand awareness
% Brand awareness
61%
Q2
Q3
Q4
61%
53%
Q1
53%
50%
50%
49%
Q3
Q4
49%
Q1
Q2
Awareness strategies ultimately impact sales and financial
outcomes. Having a target market that recognizes company
products by their specific brand, is one of the objectives many
organizations try to achieve. However, brand awareness
campaigns may not be sufficient to expand sales funnels,
if not encouraged by ongoing marketing and advertising
initiatives that further aid customers in making a conscious
decision about their purchase. Several recommendations on
raising brand awareness can be formulated as follows:
`` Planning a well-documented and informed brand

awareness campaign;
`` Executing an in-depth analysis of the companys target
market;
`` Developing a powerful message that speaks clearly to
its audience;
`` Using the adequate marketing tools and techniques to
enhance brand awareness;
`` Making smart use of advertising budgets.
Page 63
KPI 12 $ Customer acquisition cost

KPI Record
sK1367
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures how much it costs, on

average, to acquire a new customer.
Subordinate metrics
Variations
$ Average customer acquisition cost

$ Cost to acquire a new customer
A = $ Marketing spend for

customer acquisition
B = # New customers
Calculation formula
A/B
Related KPIs
# New customers
$ Profit per customer
Trend is good when
Decreasing
Focus
Any
Any
cost, customers
Data Profile
Purpose
BSC perspective
To reflect the cost of acquiring

new customers and to assess new
customers profitability.
Data capture period
Month
Standard reporting
frequency
Monthly
Customer
Data collection
method
Financial statements, General

ledger
Limitations
Data collection is limited by the

difficulty to isolate new customer
acquisition spending from the
overall marketing spending.
Objective measured Expand customer reach
Targets
Threshold examples
Red: >3,000
Yellow: 1,5003,000
Green: <1,500
Customer acquisition costs vary greatly from one industry

to another, especially from one type of market to another
(B2B or B2C, offline or online).

Overall notes
Measuring and keeping track of the costs to acquire new
customers can help analyzing customer profitability, by
different channels and segments, and tracking costs
evolution in time.
Page 64
http://www.marketingterms.com/dictionary/customer_
acquisition_cost/
http://jimc.medill.northwestern.edu/archives/2003/
grion.pdf
References
1. Mizik, N. (2010), Two sides of customer value: Economic value to the customer (EVC) and life time value of a customer
(LTV),
available
at:
http://ocw.mit.edu/courses/sloan-school-of-management/15-810-marketing-managementfall-2010/lecture-notes/MIT15_810F10_lec04.pdf
2. Hoffman, K. D. and Bateson, J. E. G. (2011), Services marketing: Concepts, strategies and cases, Fourth Edition. Mason:
South-Western Cengage Learning, available at: http://www.amazon.com/Services-Marketing-Concepts-StrategiesCases/dp/1439039399
3. Livne, G., Simpson, A. and Talmor, E. (2008), Do customer acquisition cost, call usage and customer retention matter
in the wireless industry?, available at: http://e-research.en.blogs.ie.edu/files/2008/10/gilav-livne.pdf
Scorecard Outlook
Perspective

Strategic Objective
Customer
Expand customer reach
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
$ Customer acquisition
cost
sK1367
1500
1000
66%
1500
Dashboard Outlook
KPI Results

1800
M1
M2
1800
1000
1000
M3
1200
M4
1200
M5
1500
M6
1500
M1
M2
1200
1200
M3
M4
1500
1500
M5
M6
Customer acquisition is not an inherent process that
automatically comes with the establishment of one
company or brand. Every company that wants to acquire
new customers has to be very conscious about the multiple
resources the customer acquisition process employs, which
all, ultimately add up to the $ Customer acquisition cost:
``
``
``
``
``
Distinctive mix of product offerings;

Customer acquisition channels;
Marketing and awareness campaigns;
Technological support;
Product launch events.
Page 65
KPI 13 % On-time delivery

Functional Areas

Sub-categories
KPI Record
Supply Chain, Procurement, Distribution

Online Presence - eCommerce
Logistics / Distribution, eCommerce
sK10
Industries
Sub-categories
Tags
Any
Any
delivery, customers
Description
Calculation
Definition
Measures the percentage of items or

products that are delivered on-time to
customers.
Subordinate metrics
A = # Items delivered on-time

B = # Items delivered
Variations
% Received as agreed without delay (CRD)

% On time delivery to promised performance
Calculation formula
A/B
Trend is good when
Increasing
Related KPIs
% Correspondence replied to on time

% Inventory accuracy
% On time pick-ups
% Incoming mail received before 8pm at
airport, delivered by next working day
% Customers who can track order status
online
% Delivered on time and in full
Focus
Purpose
To indicate the level of operational

excellence as a driver for customer
satisfaction, as late or out of
time delivery is likely to lead to
dissatisfied customers.
BSC perspective
Data Profile
Data capture period
Day
Standard reporting
frequency
Weekly
Data collection
method
SAP system, or any other system

that enables logging of delivery
time.
Limitations
Accurate reporting requires

constant monitoring of all
deliveries and comparisons of
arrival times to promised times.
Internal Processes
Objective measured Optimize service delivery
Targets
Threshold examples
Red: <70%
A low rate of on time delivery may have negative consequences

on the business, as clients might consider their needs are not
satisfied according to their expectations. A high value for this
KPI can lead to customer loyalty.

Overall notes
This KPI reflects the performance of the organization
and the supply chain, both upstream (order processing,
warehousing, transportation) and downstream. This is
reflected in costumer satisfaction, avoided penalties and
operational complications.
Page 66
http://www.isixsigma.com/index.php?option=com_
k2&view=item&id=770:tqm-case-study-ensuring-on-timenewspaper-delivery&tmpl=component&print=1&Itemid=156
References
1. Momiwand, A. and Shah, A. (2012), Lead time improvement by supplier relationship management with a case study in
Pompaj Company, World Applied Sciences Journal, 16(5): 759-768, available at: http://www.academia.edu/3351102/
Lead_Time_Improvement_by_Supplier_Relationship_Management_with_a_Case_Study_in_Pompaj_Company
2. Waters, D. (2011), Supply chain risk management: vulnerability and resilience in logistics, available at: http://www.
amazon.com/gp/search?index=books&linkCode=qs&keywords=9780749464264
3. Qian, L. (2009), Supply chain selection with delivery time, price and service level dependent demand, available at:
http://www.pomsmeetings.org/confproceedings/011/fullpapers/011-0233.pdf
Scorecard Outlook
Perspective

Strategic Objective
Customer
Optimize service delivery
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% On-time delivery
sK10
63%
95%
66%
57%
Dashboard Outlook
KPI Results
% On-time delivery
W1
W2
W3
% On-time delivery
63%
50%
55%
55%
57%
50%
57%
W4
63%
W1
W2
W3
W4
With the manufacturing industry, % On-time delivery is a
very popular Key Performance Indicator that companies have
to keep track of. It reflects on the efficiency of production
and supply chain processes, as well as, the commitment
such companies have towards honoring their service
level agreements. Outsourcing the logistical function, has
become a widespread practice among companies that
want to improve their % On-time deliveries, especially if
these companies operate on a Just In Time basis. Some

recommended practices on the successful application of
supply chain management initiatives include:
`` Measurement for data accuracy and reliable forecasting;
`` Flexible processes that adapt to fluctuating customer
demands;
`` Technology to enable facility management and
warehousing operations.
Page 67
KPI 14 # Inventory to sales ratio (ISR)

Functional Areas Supply Chain, Procurement, Distribution
Sub-categories Inventory Management
KPI Record
sK4808
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the ratio between the

retailers inventory value and the sales
revenue.
Subordinate metrics
A = $ Inventory
B = $ Sales revenue
Variations
# ISR
# Inventory-to-sales ratio
Calculation formula
A/B
Trend is good when
Within range
Retail
inventory, sales, retail
Related KPIs
Focus
Data Profile
Purpose
To determine whether the

company is carrying too much
inventory, by indicating the
inventory on hand.
BSC perspective
Internal Processes
Objective measured Optimize inventory turnover
Data capture period
Month
Standard reporting
frequency
Monthly
Data collection
method
Inventory data collection

modules
Limitations
Accurate reporting of this KPI

depends on a well maintained
inventory and sales register.
Reporting frequency should
match the speed of the inventory
turnover.
Targets
Threshold examples
Red: <1; >1.6
Yellow: 1-1.2;
1.4-1.6
Green: 1.2-1.4
Threshold has just an exemplification purpose. However,

a high level of this ratio indicates either a large amount of
inventory on hand, or a sales stagnation. Caution should
be taken when benchmarking this indicator, as it varies
based on industry, market and product type.

Overall notes
Carrying too much inventory on the companys books can
be an obstacle for operational and organizational growth,
as this creates hesitation to produce or hire more, until
inventory drops down to a more comfortable level.
Page 68
http://www.newyorkfed.org/research/staff_reports/
sr156.pdf
References
1. Bassin, M. W., Marsh, M. T. and Walitzer, S. (2003), A macroeconomic analysis of inventory/sales ratios, Journal
of Business & Economic Research, 1(10): 37-46, available at: http://cluteinstitute.com/ojs/index.php/JBER/article/
view/3059/3107
2. Abriatis, W. (2016), Monthly wholesale trade: Sales and inventories, U.S. Department of Commerce, available at:
https://www.census.gov/wholesale/pdf/mwts/currentwhl.pdf
3. Kesavan, S. and Mani, V. (n.d.), The relationship between abnormal inventory growth and future earnings for U.S.
public retailers, Kenan-Flagler Business School, University of North Carolina at Chapel Hill, available at: http://faculty.
chicagobooth.edu/workshops/omscience/past/more/pdf/AIG_gs.pdf
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Optimize inventory turnover
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
# Inventory to sales ratio
sK4808
1.5
1.3
115%
1.4
Dashboard Outlook
KPI Results

1.2
M1
M2
1.2
1.1
1.4
1.5
1.2
1.3
M3
M4
1.1
1.3
1.2
M5
M6
1.4
1.5
M1
M2
M3
M4
M5
M6
Inventory management is one of the challenges many
companies face in their efforts to adequately stock up
on merchandise so that items are both always available
and regularly refreshed. By monitoring the # Inventory
to sales ratio, wholesalers and retailers, in particular, can
assess the feasibility of their inventory turnover rates, as
well as, the validity of their service level agreements. Some
recommendations on conducting an effective inventory

management include:
`` Valuating and categorizing inventory items;
`` Forecasting customer demand on individual items;
`` Balancing item availability with inventory costs;
`` Automating inventory processes.
Page 69
KPI 15 % Slow moving stock

Functional Areas Supply Chain, Procurement, Distribution
Sub-categories Inventory Management
KPI Record
sK651
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Slow moving items

B = # Items in the inventory
Calculation formula
(A/B)*100
Trend is good when
Decreasing
Variations
Measures the percentage of stock that

has not moved in the defined number
of days, out of the overall stock. The
defined number of days is less than the
ones established for obsolete items.
Any
Any
inventory, moving stock
% Slow moving stock rate
Related KPIs
Focus
Data Profile
Purpose
To assess the inventory

management capability. The
slow moving stock can result
into obsolete stock and generate
financial losses.
BSC perspective
Internal Processes
Objective measured Optimize inventory turnover
Data capture period
Day
Standard reporting
frequency
Weekly
Data collection
method
Inventory Management Software
Limitations

dependent on a well functioning
inventory management system.
Targets
Threshold examples
Red: >30%
Yellow: 10-30% Green: <10%
Given the universality of the measure, it suits

benchmarking very well. However, targets may vary
based on the industry profile. In some industries,
companies can work out arrangements with suppliers to
limit their vulnerability to slow-selling inventories. Such
a relationship can mean that any unsold merchandise
can be returned to the wholesaler, for full credit, within a
common accepted period.

Overall notes
Slow-moving items are still valuable. However, if letting
them pile up for long periods of time, without producing
profit, they become worthless. The emphasis should be
on selling them, even with lower prices. As a last resort,
if the slow moving items cannot be sold and they are still
Page 70
in good condition, they can be donated to charity and

obtain tax advantages - where state allows it.
h t t p : // w w w. i s m .w s / f i l e s / P u b s / P ro c e e d i n g s /
FKGossard.pdf
References
1. Dolgui, A., Morel, G. and Pereira, C. E. (2006), Information control problems in manufacturing, A Proceedings Volume
from the 12th IFAC Conference, Saint-Etinne, France, available at: http://www.amazon.com/gp/search?index=books&lin
kCode=qs&keywords=9780080446547
2. HM Revenue and Customs (2012), BIM33145 Stock: Valuation- Net realisable value, use of formulas, slow moving
stock, acceptable accuracy, available at: http://www.hmrc.gov.uk/manuals/bimmanual/bim33145.htm
3. Thummalapalli, R. (2010), A methodology to evaluate obsolete inventory in health care, University of Nebraska,
available at: http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1008&context=imsediss
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Optimize inventory turnover
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Slow moving stock
sK651
31%
5%
62%
28%
Dashboard Outlook
KPI Results
% Slow moving stock
% Slow moving stock

31%
W1
31%
30%
28%
30%
W2
W3
31%
28%
W4
31%
W1
W2
W3
W4
Effective inventory management ensures that % Slow
moving stock is clearly identified and dealt with. Slow
moving inventory is defined by overstocked items, low
turnover rates and infrequent shipment of merchandise.
An increased amount of slow moving inventory, indicates
that the company is not very efficient in keeping its
inventory down. High values in % Slow moving stock
also reflect on slow sales and financial trouble. Some
recommendations on managing % Slow moving stock
include:
`` Identifying and cataloguing inventory items with low

turnover rates;
`` Refining service level agreements with slow moving
stock;
`` Evaluating the costs associated with slow moving
inventory;
`` Using KPIs to measure and assess stock turns.
Page 71
KPI 16 % All commodity volume (ACV) distribution

Functional Areas Sales and Customer Service
Sub-categories Sales
KPI Record
sK2313
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the brand or product

availability, as a result of numeric
distribution, weighted by its share of all
commodity sales.
Subordinate metrics
A = $ Sales of stores that stock

the brand
B = $ Sales of all stores
Variations
% ACV distribution
Calculation formula
(A/B)*100
Related KPIs
% Adjusted trial rate

% Product category performance ratio
Trend is good when
Increasing
Focus
Any
Any
offer
Data Profile
Purpose
To indicate the customer traffic in

stores that sell the brand.
BSC perspective
Customer
Objective measured Improve inland distribution of

products
Data capture period
Month
Standard reporting
frequency
Monthly
Data collection
method
Sales reports
Limitations
Accurate reporting requires

access to sales data of all stores.
Targets
Threshold examples
Red: <40%
Threshold example is for reference only. However,

the higher the results, the more exposed has to be the
product to the customers visiting the stores.

Overall notes
When sales data is not available for calculation,
marketers can use the square footage of the
stores, as an approximation of their sales levels.
http://jan.ucc.nau.edu/~rml/adv311/process/research/
lesson/sld009.htm
References
1. Kevin, J. C., Krieg, P. C. and McGarry Wolf, M. (2006),
Market new products successfully: Using simulated test
market technology. Maryland: Lexington Books, available
Page 72
at:
http://www.amazon.com/Market-New-ProductsSuccessfully-Technology/dp/0739111795
2. Farris, P. W., Bendle, N. T., Pfeifer, P. E. and Reibstein,
D. J. (2010), Marketing metrics: The definitive guide
to measuring marketing performance, Second Edition,
available at: http://www.amazon.com/Marketing-MetricsDefinitive-Measuring-Performance/dp/0137058292
3. Baye, M. R. (2001), Proposed merger between Heinz
and Beech-Nut Scrutinized, available at: http://faculty.
lebow.drexel.edu/HammoudehS/Managerial/Heinz_case.
pdf
Scorecard Outlook
Perspective

Strategic Objective
Customer
Improve inland distribution of products
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% All commodity volume

(ACV) distribution
sK2313
40%
70%
57%
45%
Dashboard Outlook
KPI Results
M1

45%
20%
M2
25%
M3
30%
M4
30%
20%
30%
30%
M3
M4
45%
M5
M6
25%
40%
40%
M1
M2
M5
M6
An intricate key performance indicator in itself, the %
All commodity volume (ACV) distribution is gaining
popularity, especially, with distribution channels
worldwide. The important fact with this indicator is, that
it measures the number of stores selling one product,
while also weighing the stores based on their size, in the
KPI calculation formula. An informed distribution in the
volume of one product, based on the size of the stores
that make it available to the end consumer, is especially
important for the accurate distribution of products based
on the stocking and display requirements of individual
retail units.
The most important benefit of % All commodity volume
distribution is that it provides valuable insight into
consumer traffic and demand for a certain brand, as per
the retail store that sells it. This allows for an analysis of
the sales levels generated by different stores, while also
taking into account the size and capacity of the stores
considered. A downside of the % All commodity volume
distribution is that it does not appraise the merchandising

and marketing efforts that each store puts forward in
order to sell products that pertain to a particular brand.
Some recommendations on increasing brand visibility
include:
`` Research analysis of consumer traffic and consumer
segmentation data
`` Integrating all commodity volume distribution
data into market analysis models and key branding
techniques
`` Focusing on the retailers that produce the best
results and developing strategies to maintain
profitable collaborations
`` Benchmarking on best practices for leveling out all
commodity volume distribution
`` Regular communication session with retailers on best
merchandising and marketing strategies.
Page 73
KPI 17 # Earned man-hours

Functional Areas Portfolio and Project Management
Sub-categories Project Management
KPI Record
sK347
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the total man-hours

corresponding to the completed work in
place.
Subordinate metrics
A = # Planned man-hours
B = % Progress of work
completed
Variations
# Man-hours with completed work in

place
Calculation formula
A*B
Related KPIs
% Time sheets incorrectly filled

# Man-hours per occurrence spent
locating problems
% Time predictability at construction
due to project manager change orders
Trend is good when
Increasing
Focus
Any
Any
man-hours, constructions
Data Profile
Purpose
To assess job productivity and

projects progress.
BSC perspective
Internal Processes
Objective measured Increase productivity levels
Data capture period
Spot
Standard reporting
frequency
Monthly
Data collection
method
Time sheets of employees
Limitations

Enterprise Project Management
system, capable to record
progress at any point.
Targets
Threshold examples
Red: <80
Yellow: 80-100
Green: >100
A low level of earned man hours indicates that the project

has experienced lower than expected productivity, as
actual man-hours were greater than the progress earned
man-hours.

Overall notes
Involvement of organizations, especially the construction
companies, in measuring earned man hours reflects
the maturity of project management. Dividing the
earned man-hours by the actual man-hours provides a
productivity index that is frequently used in construction
projects.
Page 74
http://www.iasdm.org/journals/index.php/ijaec/
article/view/49/56
References
1. Serag, E. (2006), Change orders and productivity loss quantification using verifiable site data, available at: http://etd.
fcla.edu/CF/CFE0001221/Serag_Engy_200608_PhD.pdf
2. Rajendran, H. K. (2008), Process quality and capacity planning, available at: http://soar.wichita.edu/xmlui/bitstream/
handle/10057/2040/t08033.pdf
3. City of Bethel (2012), Liquefied and compressed natural gas (LCNG) as a bridge to reducing energy costs in rural
Alaska, available at: http://www.akenergyauthority.org/Content/Programs/EETF/Documents/Round_1/004.pdf
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Increase productivity levels
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
# Earned man-hours
sK347
110
110
100%
100
Dashboard Outlook
KPI Results
# Earned man-hours
M1
# Earned man-hours
85
M2
90
M3
90
M4
M5
M6
85
90
90
M1
M2
M3
95
100
M4
M5
110
95
100
110
M6
Man-hours stand at the basis of labor productivity.
Whether it is # Labor hours, # Hours per unit, # Effective
working time or # Earned man-hours, labor productivity
KPIs provide quantifiable insight into the actual effort an
employee puts in, respective of the monthly income this
same employee earns within the company. Measuring
labor productivity is common practice in the construction
and manufacturing industries, while also being a popular
topic with portfolio and project management assignments.
# Earned man-hours provides indication of productivity
against progress, and some advice into optimizing this

productivity parameter can be formulated as follows:
`` Determine work order size and organize scheduling
activities;
`` Measure and monitor progress against deadlines;
`` Set milestones that help with meeting deadlines;
`` Take into account considerations of budget;
`` Nurture collaborative environments that boost
productivity levels.
Page 75
KPI 18 % Cannibalization rate of new product offering

Functional Areas Sales and Customer Service
Sub-categories Sales
KPI Record
sK156
Industries
Sub-categories
Tags
Description
Calculation
Definition
Measures the decrease in sales of

existing products due to launches of
new products.
Subordinate metrics
Variations
% Ratio of the cannibalized sales volume
A = $ Sales of the new product

that cannibalized existing
products
B = $ Sales of the new product
Related KPIs
% Current-year percentage sales due to

new products released in the past six
years
$ Profits from new products or business
operations
Calculation formula
(A/B)*100
Trend is good when
Decreasing
Any
Any
sales, new products
Data Profile
Focus
Purpose
BSC perspective
To indicate the break-even rate of

cannibalization (the maximum sales
volume of the new offering that
could come from the companys
existing offering without incurring
a loss).
Data capture period
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
Sales reports
Customer
Limitations
Accurate reporting of the KPI

is affected by the difficulty to
measure the sales of the new
product that cannibalized the
existing products. It is necessary
to know for sure that the decrease
in sales of the existing products is
due to the new product and not
due to competition.
Targets
Threshold examples
Red: >50%
Yellow: 20-50% Green: <20%
Cannibalization is a consequence of product line

extensions, which typically aim to increase the companys
revenues, or to steal market share from competition.

Overall notes
A side effect of product line extensions is that in addition
to stealing share from competitors, new offerings also
take away market shares from the companys current
offering.
Page 76
http://mme.wharton.upenn.edu/help/marketing_math_
help.pdf
References
1. Srinivasan, S. (2014), Quantification of attribute driven product cannibalization induced by new product introduction,
available at: http://www.worldcat.org/title/quantification-of-attribute-driven-product-cannibalization-induced-by-newproduct-introduction/oclc/62090537
2. Desai, P. S. (2001), Quality segmentation in spatial markets: When does cannibalization affect product line design?,
available at: http://pubsonline.informs.org/doi/abs/10.1287/mksc.20.3.265.9767
3. Pancras, J., Srisam, S. and Kumar, V. (2012), Empirical investigation of retail expansion and cannibalization in a dynamic
environment, available at: http://dl.acm.org/citation.cfm?id=2398305
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
% Cannibalization rate of
new product offering
sK156
29%
10%
29%
31%
Dashboard Outlook
KPI Results
Q1
Q2
Q3
Q4
26%
26%
28%
31%
29%
28%
31%
29%
Q1
Q2
Q3
Q4
New product launches ultimately impact the sales of
existing products, by pushing forward the sales for the
newly released products. The % Product cannibalization
rate reflects on the magnitude of new released products
on the existing product portfolio. Product cannibalization
occurs when newly launched products target the
same market segments as the existing ones. Some
recommendations on effectively managing product
cannibalization rates include:
`` Addressing new market segments for market base

expansion;
`` Targeting related but different markets with new
product offerings;
`` Using product cannibalization strategies on
competitors rather than one self;
`` Forecasting the effects of a newly launched products
on the existing product portfolio;
`` Marketing strategies that alleviate the effects new
product launches have on existing company products.
Page 77
KPI 19 % Employee utilization rate

Sub-categories N/A
KPI Record
sK320
Industries
Sub-categories

Tags
Description
Calculation
Definition
Measures the time employees are

actually used in project-related work,
relative to their availability.
Subordinate metrics
Variations
% Rate of utilization
Related KPIs
# Labor multiplier
A = # Time working on projects

(in days / hours)
B = # Time available for working on projects (Note: this is
not equal to total labor time, as
employees can have some time
allocated for research, training or
other similar activities)
Calculation formula
(A/B)*100
Trend is good when
Increasing
Focus
Engineering, Recruitment / Employment
Activities, Legal Practice, Business
Consulting, Accounting Services
productivity , employees
Data Profile
Purpose
BSC perspective
To indicate the efficiency in

planning employees activities and
involvement in different projects.
Data capture period
Month
Standard reporting
frequency
Monthly
Internal Processes
Data collection
method
Employee weekly activity reports
Limitations
Accurate reporting requires good

integration of employee time
sheets and correlation to projects
and other activities.
Objective measured Increase labour productivity
Targets
Threshold examples
Red: <80%
Thresholds given have just an exemplification purpose.

Targets should be set in relation to the utilization potential,
which should be calculated by extracting training hours
and other personal time from the total employment
hours.

Overall notes
Data from time sheets and ERP applications can be
used to report utilization at any level of the organization
- individual, project, group and company. There are
approaches that consider utilization rate equal to the
chargeable ratio. But the difference between them, is
Page 78
that the latter refers to total labor time, whereas the

first one extracts from the employment time, the hours
needed for research, training or other similar activities
that are inherent in a professional services firm.
http://www.performancemagazine.org/the-challenges-in-building-an-employee-performance-centered-ecosystem/
References
1. Beekman Associates (2005), Agency utilization rate what is it and how does it impact agency compensation?, available at:
http://beekmanassociates.com/pdfs/AgencyUtilizationRates.pdf
2. Lambert, A. D. (2006), Individual differences: Factors affecting employee utilization of flexible work arrangements, available
at: http://www.sciencedirect.com/science/article/pii/S000187910800016X
3. Carver, D. A. (2005), Whats wrong with management. Lincoln: iUniverse, available at: http://www.amazon.com/WhatsWrong-Management-Daniel-Carver/dp/0595363806
Scorecard Outlook
Perspective

Strategic Objective
Internal Processes
Increase labor productivity
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
# Employee utilization
rate
sK320
85%
100%
89%
80%
Dashboard Outlook
KPI Results
# Employee utilization rate
# Employee utilization rate

85%
M1
87%
85%
85%
87%
M2
M3
85%
M4
85%
M5
85%
85%
80%
80%
M6
85%
M1
M2
M3
M4
M5
M6
By taking the average number of hours employees actually
work in month, and dividing this figure by the standard
number of hours employees have to work in a month,
companies ultimately get a result that reflects on their
# Employee utilization rate. Employee utilization rates
impact human resources decisions one way or the other.
Over-utilization of staff, can lead to a conscious decision
to hire more people, while under-utilization of staff may
result in the reevaluation of the working potential one
company has and makes use of. The # Employee utilization
rate can also be used to identify employees who are not
profitable within the company, by comparing the cost of

each employee to the actual billable hours worked within
the reporting period mentioned. Some recommendations
on optimizing # Employee utilization rates include:
`` Planning for performance and adequate workload
distribution;
`` Monitoring productivity levels and evaluating individual
performance;
`` Enabling individual performance management software;
`` Create a working environment that boosts productivity.
Page 79
KPI 20 $ Telecom subscriber acquisition cost

Sub-categories N/A
KPI Record
sK270
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = $ Spend for gaining new

subscribers
B = # Gross subscriber additions
Calculation formula
A/B
Trend is good when
Decreasing
Variations
Related KPIs
Measures the average cost of gaining a

new subscriber to the service. The costs
to acquire new subscribers refer to the
marketing and advertising expenses, as
well as to other specific costs, such as the
subsidized provision of equipment (e.g.
mobile phones), payment of commissions
and the employment of sales staff.
$ Subscriber acquisition cost
$ Average cost per subscriber
# Mobile phone web users
Focus
Purpose
To assess the process of new

customer acquisition, from a cost
and profitability perspective.
BSC perspective
Customer
Telecommunications / Call Center

Telecommunications
cost, telecommunications
Data Profile
Data capture period
Month
Standard reporting
frequency
Monthly
Data collection
method
Customer data base, sales

records, financial statements
Limitations

system for tracking new customer
acquisition and expenditure directed
towards increasing the base of
subscribers. Due to the various
sources of data, automation in the
integrated performance reporting
system is not recommended.
Targets
Threshold examples
Red: >150
Yellow: 100-150 Green: <100
Targets should be set taking into consideration the

industry specifics and the available budget.

Overall notes
This indicator is widely used in telecommunication
industry sectors, especially in the mobile phone
networks. Mobile telecommunication companies
frequently pay incentives (commissions) to retailers
that bring in customers for their networks. In the case
of Personal Communication Systems, the subscriber
acquisition cost includes the acquisition costs for the
handsets offered to subscribers and the commissions
Page 80
paid to retailers, from which are deducted the revenues

received from the sale of handsets, for each new
customer.
http://web.ita.doc.gov/ITI/itiHome.nsf/9b2cb14bda
00318585256cc40068ca69/7a19947d610987658
525788c0041ea3d/$FILE/telecom%20market%20
snapshot-china.pdf
References
1. Kumar, V. (2008), Customer lifetime value: The path to profitability, available at: http://www.amazon.com/gp/search?index=b
ooks&linkCode=qs&keywords=9781601981561
2. Mozer, M. C., Wolniewicz, R., Grimes, D. B., Johnson, E. and Kaushansky, H. (2000), Predicting subscriber dissatisfaction and
improving retention in the wireless telecommunications industry, available at: http://dl.acm.org/citation.cfm?id=2326585
3. Urgent Issues Group (2010), Subscriber acquisition costs in the telecommunications industry, available at: http://www.aasb.
gov.au/admin/file/content105/c9/INT1042_12-04.pdf
Scorecard Outlook
Perspective

Strategic Objective
Customer
Key
Performance
Indicator

reference
reporting period
number
frequency results
Current
results
Trend
Target
%Target
complete
Results
$ Telecom subscriber
acquisition cost
sK270
139
50
35%
170
Dashboard Outlook
KPI Results
M1
M2

208
120
145
170
167
139
208
M4
170
M5
M6
120
167
M3
145
139
M1
M2
M3
M4
M5
M6
Included in the $ Telecom subscriber acquisition cost are
the direct and indirect costs associated with acquiring
new telecom subscribers: marketing costs, advertising
costs, discounts, the costs associated with using various
distribution channels to gain new customers. Having that
competition is rather intense in the telecommunications
industry worldwide, subscriber acquisition costs have to
be carefully managed so that new subscribers choose one
provider over the other, without turning into unprofitable
customers. Some recommendations on optimizing $

Telecom subscriber acquisition costs include:
`` Devising multiple subscriber packages that target
different customer groups within the market;
`` Personalizing product offering for increased customer
loyalty;
`` Facilitating unique customer experiences;
`` Build a solid technological infrastructure to support
industry advancement.
Page 81
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Keeping professionals updated with the latest performance management trends and
developments
DISCOVER THE PERFORMANCE MANAGEMENT SERIES
`` Perspectives: interviews with specialists from various countries
`` Around the World: countries analyzed for legislation in the field. Special country insights
`` Education: reputable universities, university degrees and subjects related to the field
`` Trends: the Google search popularity and media exposure of performance related keywords
`` Resources: best-selling and latest published books. performance-related academic articles
`` Career: Most sought-after careers and salary levels in the field in the specific member states
Special Editions
The Performance Management in 2014 Special Editions are The KPI Institutes exclusive publications that provide
in-depth analysis on Performance Management within the Gulf Cooperation Council and the Member States of the
Association of Southeast Asian Nations.
GET ACCESS TO
`` Portraits of renown performance experts across the globe
`` Interviews with prominent professionals in the field
`` Articles offering valuable insights on numerous performance related topics
`` Reviews of software and hardware solutions
`` Resources and other recommendations
THE KPI INSTITUTES

MAGAZINE DEDICATED
TO PERFORMANCE,
NOW IN PRINT!
Browse and download magazines from

store.kpiinstitute.org/publications.html
READ THIS MONTHS ISSUE
Page 87
APPENDIX E: MEMBERSHIP OPTIONS

Become a member of The KPI Institute and gain first-hand access to our knowledge and expertise!
BENEFITS
`` Event discounts. Get exclusive discounts to our training courses, conferences and forums scheduled
throughout the entire year across 6 continents.
`` Networking. Join your peers! Get and share valuable insights on performance related subjects within The KPI
Institute Community.
`` Professional confirmation. Consolidate your personal brand by using our exclusive badge to demonstrate
your professional commitment to performance excellence.
`` Research helpdesk. Receive guidance from our research team to identify the best resources according to your
needs and explore The KPI Institute knowledge platforms
`` Analyst consultation. Benefit from dedicated advisory support from The KPI Institutes research analysts.
Customized secondary research projects can be developed on demand.
79,000+
Professionals already trust The KPI Institute for their business

performance solutions!
CHOOSE YOUR MEMBERSHIP TODAY!
TKI Membership
TKI Insight +Membership
$390/year
$2,900/year
Event discount: $100 off early bird rate

2 KPI Dictionaries
2 Top KPI Reports
2 Performance Management Toolkits
2 Webinars
Preview to Research studies executive
summaries
Online guidance for exploring the TKI
knowledge platforms
Event discount: $100 off 2 or more participants

rate
All KPI Dictionaries
All Top KPI Reports
All Performance Management Toolkits
All Webinars
All research library resource available
Phone guidance for exploring the TKI
knowledge platforms
8 hours of research analyst support
8 hours of customized secondary research
Get exclusive resources as a member of The KPI Institute! Find out more by
visiting kpiinstitute.org/membership
Page 88
GO PREMIUM
APPENDIX E: SUBSCRIPTION OPTIONS

Explore the world of KPIs
Whether you want to implement a performance measurement system or you need to improve your current framework,
you can choose the best subscription plan to help you inform your KPI Selection.
GET ACCESS TO SMARTKPIS.COM - The largest database of properly documented KPIs
BENEFITS
`` Find relevant KPI examples for your context
`` Obtain high quality KPI documentation
`` Use the KPI documentation form example to design your own
template
`` Export documented KPI examples and instantly create your own
library
`` Receive assistance from experts on matters related to performance
measurement
SELECT THE RIGHT PLAN FOR YOU!
PREVIEW
EXPLORE
STANDARD
PREMIUM
$0/year
$39/year
$99/year
$249/year
100 KPI names

displayed
200 KPI names viewed
300 KPIs names and

definitions viewed
500 documented KPIs

viewed
Basic access to KPI

Dashboard
Basic
documentation level
access
Detailed
documentation level
access
Premium
documentation
level access
200 KPI names
300 documented
KPIs - 13 fields
500 fully documented

KPIs - 24 fields
Access to the Top

10 and Top 20 KPIs
Report series
Access to the Top

10 and Top 20 KPIs
Report series
100 KPI names

Access to the Top
10 KPIs
Access to the Top 10

KPIs Report series
1 Top 25 KPIs
Report at your
choice
Access smartkpis.kpiinstitute.org/pricing and get a glimpse of how your

exported KPIs will look like!
SUBSCRIBE TODAY
Page 89
APPENDIX G: THE KPI INSTITUTE TRAINING PROGRAMS

Certification Courses
Scheduled Courses in 2016
Find out more at kpiinstitute.org/certification
Page 90
VIEW SCHEDULED COURSES
THE KPI INSTITUTE OFFERS A VARIETY OF CUTTING-EDGE TRAINING PROGRAMS TO MEET YOUR NEEDS
Non-certification Courses
Discover practical solutions, expert-vetted content and tools you can immediately use at the workplace.
KPI FRAMEWORK
These courses focus on the mastery of a higher performance by deploying the best KPI measurement techniques
and performance improvement initiatives.
KPI BY INDUSTRIES
Focused on a comprehensive approach to successfully implement a KPI Performance Management Architecture
for certain industries.
KPI BY FUNCTIONAL AREA

Interactive experience to achieve outstanding results through a performance measurement framework adapted
to particular functional areas.
BALANCED SCORECARD
These courses are focused on attaining the desired state of organizational evolution by structuring the Balanced
Scorecard implementation process.
STRATEGY AND PERFORMANCE

Focused on emphasising a roadmap to long-term organizational performance, offering key concepts and clear
foundations for achieving business objectives.
PERFORMANCE THROUGH PEOPLE

Extensive courses that offer strategic solutions for employee engagement, change management, succession
programs and talent management processes.
SYSTEMS THINKING BUSINESS SIMULATIONS

These courses provide key tools and valuable insights on process improvement, reengineering and crossfunctional team performance.
PROCUREMENT AND LOGISTICS

Focused on improving your skills in implementing procurement and logistics based strategies, by expanding your
toolkit of practical procurement tools and techniques.
Fitting the training programs to your needs

All courses can be delivered in-house for groups of people in your organisation. If youd like to speak to one of our
advisors about your in-house training and development requirements, please call +61 3 9028 2223 or email us at
office@kpiinstitute.org.
Browse programs that focus on the subjects you want to master by visiting
store.kpiinstitute.org/training-catalogue
EXPLORE TRAINING
PROGRAMS
Page 91
APPENDIX H: ADVISORY SERVICES

Our data-based advisory services focus on our customers most challenging issues
SEIZE OPPORTUNITIES. ACCELERATE BUSINESS PERFORMANCE. EXPLORE SOLUTIONS
Strategy and Business Planning Maturity

Model
Benchmarking
`` Strategy and Business Planning Workshops
`` Benchmarking Studies Development
`` Strategy Audit
`` Secondary Research Benchmarking Surveys
Performance Measurement
Performance Improvement
`` Performance Measurement System Implementation
`` Organizational Processes Mapping
`` KPIs Advice
`` Performance Improvement Workshops
`` KPIs Selection Facilitation
`` Performance Reporting
`` KPIs Documentation Assistance
`` Projects Performance Improvement
`` Target Setting Workshops
`` Portfolio Scorecard and Portfolio Dashboard

Development
`` Data Gathering Workshops
Balanced Scorecard
Data Visualization
`` Balanced Scorecard Implementation
`` Data Visualization Standards Deployment
`` BSC Workshops
`` Data Visualization Workshops
Should you be interested in benefiting from one of our Advisory Services

email us at office@kpiinstitute.org and our analysts will contact you.
Page 92
CONTACT US TODAY
Employee Performance
Supplier Performance
`` Individual Performance Management System
`` Supplier Performance System Implementation
`` Organizational Culture Assessment
`` Supplier Performance Workshops
`` Employee Engagement Program Implementations
`` Alliance Scorecards Development
`` Reward Systems Implementation
`` Supply Chain Workshop
Data Analysis
Innovation Performance
`` Data Analysis Framework Implementation
`` Internal Innovation Framework Development
`` Data Analysis off-site Support
`` Innovation Research
`` Data Analysis Workshops
`` Research Studies on Innovation Practices
Customer Service Performance

`` Performance Management System Implementation
Personal Performance
`` Personal Performance Essentials
`` Customer Service KPIs Selection

`` Customer Service Workshops
`` Customer Service Performance Reporting
`` Mystery Client Services
OUR APPROACH
The KPI Institute has been
researching performance
measurement for more than 10
years and has developed not only
the most comprehensive database
of KPI examples, but also its own
KPI Management Framework.
Should you be interested in benefiting from one of our Advisory Services

email us at office@kpiinstitute.org and our analysts will contact you.
CONTACT US TODAY
Page 93
APPENDIX I: SOFTWARE
Business Intelligence Software
Quickscore is an easy to use, web-based balanced scorecard automation solution that allows an organization to quickly
see results from their balanced scorecard investment.
CHARACTERISTICS
`` Software specialized in organizational
performance measurement
`` Intuitive, robust, fully live and interactive
`` Reliable in any economic environment
`` Offers optimal return on investment
BENEFITS
`` Real time access to data
`` Information and business intelligence
`` Enabled decision-making
`` Visualization, alignment and integration
CONFIGURATION
`` Simple and intuitive data import
`` Data mapping via drag and drop
`` Data automation
`` Real-time monitoring
LIVE DEMO
TEST
BUY
Choose the perfect tool for measuring performance in your organization and get a free 30 days trial. Order the software
package that most suits you, in terms of price and requirements.
For more information visit http://smartkpis.kpiinstitute.org/software
Page 94
Page 95
APPENDIX J: GLOSSARY OF TERMS

The following list provides an explanation of several
popular terms related to KPIs:
Analytics - The process used to discover meaningful
patterns in data. It supports better decision making.
Best practice - A method that proved to achieve superior
results than the ones obtained with other means. Being
that effective, it is generally used as a benchmark.
Customer Perspective - One of the four perspectives
used with the Balanced Scorecard that should bring
visibility into who are the target customers and what is
the value proposition in serving them.
Dashboard - In performance management, a dashboard is
a performance management tool used for monitoring data
on a daily basis. It is characterized by visual representations
of data that enable fast and easy understanding of the
performance status.
Data capture period - Period for which the results of the
performance indicator have been measured.
Data custodian - The person responsible for providing
data in regards to measuring and monitoring KPIs.
Data reporting - The process of compiling and
communicating performance results.
Data visualization - Refers to the visual representation
of data, in order to better illustrate performance results.
Documenting KPIs - The process of structuring the
most relevant information regarding a KPI, to ensure
a standardized approach in working with KPIs and
facilitating their measurement and analysis of results.
Effectiveness - The extent to which objectives are
achieved and targets are met, plans are realized, without
considering the resources involved.
Efficiency - The comparison of what is actually produced
(outputs) with the resources consumed, such as money,
time, labor (inputs). Efficiency takes place when the same
volume of outputs can be produced with less inputs.
Learning and Growth Perspective - One of the four
perspectives used by the Balanced Scorecard that
monitors human capital, information capital and the
organizational climate.
focusses on the key processes the organization must

excel at, in order to provide added value for customers,
and ultimately, shareholders.
Key Performance Indicator (KPI) - A measurable
expression for the achievement of a desired level of results
in an area relevant to the evaluated entitys activity.
KPI documentation form - A template that structures
relevant information regarding a KPI. The most important
fields of a documentation form are the KPI name,
Definition, Calculation formula and Target.
Metric - A generic term referring to everything that
can be measured around us, such as: # Air temperature,
# River depth or # Employees average height. When
metrics reflect the achievement of a desired state they
become KPIs.
Objective - A precise statement of what an organization
wants to achieve.
Scorecard - A performance management tool used to
illustrate performance results and the progress against
established targets. It consists of a collection of KPIs
correlated with the companys strategic objectives.
Standard reporting frequency - A regular frequency of
data reporting for a performance indicator.
Target - Reflects the desired level to be achieved for a key
performance indicator, providing meaning to measurement
results and feedback regarding performance.
Taxonomy - A classification of structures, ordered in a
system, which indicates natural relationships; distribution
into arranged groups or categories.
Traffic Light Colors - Refers to using color signals to
visualize the difference between the current situation
and the desired results. Red means that actual results are
below targets, yellow is used to express an acceptable
deviation from target, while green is used when the
desired results were met.
Trend - A pattern of continuous change in a condition,
process or output, or an average or general tendency of a
series of data points moving in a fixed direction over time,
which is represented by a line or curve on a graph.
Financial Perspective - One of the four perspectives used

by the Balanced Scorecard, that informs an organization
whether strategy implementation is leading to improved
financial results.
Internal Process Perspective - One of the four
perspectives used with the Balanced Scorecard that
Page 96
The KPI Institute is a research institute specialized in business performance. It operates research programs in
12 practice domains ranging from strategy and KPIs to employee performance and from customer service to
innovation performance. Insights are disseminated through a variety of publications, subscriptions services and
through a knowledge platform available to registered members. Support in deploying these insights in practice is
offered globally through training and advisory services. It manages smartKPIs.com, the result of a research program
dedicated to documenting and cataloguing how KPIs are used in practice. It is an online portal containing the
largest collection of well documented KPI examples, with over 20,600 examples from 16 Functional Areas and 25
Industries. Over the last 12 years, the KPI Institute has assisted over 48,000 organizations in finding solutions to
their KPI needs.
First published in 2011, the Top KPI Reports have now reached their third and improved edition. The novelty in the
new Top KPI reports is an unprecedented design of the KPI Documentation form, as well as, an enriched content
of KPIs which can invaluably assist the measurement process of organizations worldwide.
Is an on-line platform dedicated to performance measurement. It contains more than 20,600 KPI examples, with over
7,000 being either published or premium documented.
The smartKPIs.com platform joins together examples of KPIs which are specific to the business environment whether
at industry or functional area level. A wide range of KPIs found on the platform are of interest at global level, such as
macroeconomic indicators, social and health indicators or environment and sustainability related KPIs. Other examples
of KPIs can be used by individuals to track productivity, time management, life-work balance, health and budget
management.
HUNDREDS OF RESOURCES,
ONLY ONE CLICK AWAY
The KPI Institutes Research library is the meeting platform
of all professionals interested in accessing first-hand
performance related research, from 12 practice domains!
This section highlights the most notable Performance
Measurement resources available in our Research library.
Research studies
Dictionaries
Books
Reports
The Top KPIs series of research reports contains a selection

of the most visited KPI examples on smartKPIs.com. Each
report contains KPI examples, inclusive of 26 fields that
are fully documented with organizational specific data. The
reports are available in both electronic and paper format.

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TOP 20 KPIS

2016 EXTENDED EDITION

% Brand awareness $ Customer acquisition cost

Publication date: March 2016

% Brand awareness $ Customer acquisition cost

Publication date: March 2016

of performance no longer driven by competition, but

How to Use This Report

About The KPI Institute

smartKPIs.com Community Profile

2016 smartKPIs.com Functional Areas Taxonomy

2016 smartKPIs.com Industries Taxonomy

About Key Performance Indicators (KPIs)

Advice on KPI Selection

KPI Documentation Guidelines

Target Setting: From Theory to Practice

Data Gathering Dimensions

Enhancing Performance Data Through Visualization

Top 20 Countdown Analysis

KPI Documentation Form Template

% Hospital bed occupancy rate

% Production schedule attainment

% Call setup success rate (CSSR)

# Employee engagement index

# Time to fill a vacant position

% Net promoter score

# Units per man-hour

$ Customer acquisition cost

# Inventory to sales ratio (ISR)

% Slow moving stock

% All commodity volume (ACV) distribution

% Product cannibalization rate

% Employee utilization rate

$ Telecom subscriber acquisition cost

Appendix A: Related Reports

Appendix B: The KPI Dictionary

Appendix D: Performance Magazine

Appendix G: Training Courses

Appendix H: Advisory Services

Appendix J: Glossary of Terms

Top 20 KPIs - 2016 Edition

HOW TO USE THIS REPORT

Purpose of the report

Trend is good when

Measures the net difference between

% Customer satisfaction with new

To monitor the level of customer

Customer satisfaction surveys

Being based on customer surveys,

Objective measured Increase customer advocacy

The novelty in the KPI Documentation Form template

SmartKPIs.com Standard Previous

% Net promoter score

Target setting notes

Yellow: 50-70% Green: 70%

Benchmarking is promoted by Satmetrix, a co-developer

Analysis and Resources

managers to make the appropriate adjustments to increase

% Net promoter score

The KPI Documentation Form template

% Net promoter score

Functional Areas Marketing & Communications

for practitioners, academics and consultants who

Top 20 KPIs - 2016 Edition