A Key Performance Indicator is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success at reaching targets. High-level KPIs may focus on the overall performance of the business, while low-level KPIs may focus on processes in departments such as sales, marketing, HR, support and others.
In terms of developing a strategy for formulating KPIs, your team should start with the basics and understand what your organizational objectives are, how you plan on achieving them, and who can act on this information. This should be an iterative process that involves feedback from analysts, department heads and managers. As this fact-finding mission unfolds, you will gain a better understanding of which business processes need to be measured with a KPI dashboard and with whom that information should be shared.
- What is your desired outcome?
- Why does this outcome matter?
- How are you going to measure progress?
- How can you influence the outcome?
- Who is responsible for the business outcome?
- How will you know you’ve achieved your outcome?
- How often will you review progress towards the outcome?
As an example, let’s say your objective is to increase sales revenue this year. You’re going to call this your Sales Growth KPI.
Here’s how you might define the KPI:
- To increase sales revenue by 20% this year
- Achieving this target will allow the business to become profitable
- Progress will be measured as an increase in revenue measured in dollars spent
- By hiring additional sales staff, by promoting existing customers to buy more product
- The Chief Sales Officer is responsible for this metric
- Revenue will have increased by 20% this year
- Will be reviewed on a monthly basis
- Is your objective Specific?
- Can you Measure progress towards that goal?
- Is the goal realistically Attainable?
- How Relevant is the goal to your organization?
- What is the Timeframe for achieving this goal?
- Write a clear objective for your KPI
Writing a clear objective for your KPI is one of the most important – if not THE most important – part of developing KPIs.
A KPI needs to be intimately connected with a key business objective. Not just a business objective, or something that someone in your organization might happen to think is important. It needs to be integral to the organization’s success.
Otherwise you are aiming for a target that fails to address a business outcome. That means that, at best, you’re working towards a goal that has no impact for your organization. At worst, it will result in your business wasting time, money and other resources that would have best been directed elsewhere.
The key takeaway is this: KPIs need to be more than just arbitrary numbers. They need to express something strategic about what your organization is trying to do. You can (or should be able to) learn a lot about a company’s business model just by looking at their KPIs.
Without writing out a clear objective, all of this will be lost.
- Share your KPI with stakeholders
Your KPI is useless if it doesn’t get communicated properly. How are your employees – the people tasked with carrying out your vision for the organization – supposed to follow through on your goals if they don’t know what they are? Or perhaps worse: Not sharing your KPI risks alienating and frustrating your employees and other stakeholders who are unable to see the direction in which your organization is heading.
But sharing your KPIs with your stakeholders is one thing (though even this is something that too many organizations fail to do). More than that, though, they need to be communicated in the right way.
KPIs need context to be effective. This can only be accomplished if you explain not just what you’re measuring, but why you’re measuring it. Otherwise they are just numbers on a screen that have no meaning to you or your employees.
Explain to your employees why you’re measuring what you’re measuring. Answer questions about why you’ve decided on one KPI over another. And most important of all? Listen. KPIs aren’t infallible. Nor will they necessarily be obvious to all involved. Listening to your employees will help you identify where your organization’s underlying goals aren’t being communicated properly
Say you’re getting lots of questions about why profit isn’t a KPI for your company. It’s a reasonable belief for your employees to have. Making money is, after all, an essential part of what any business does. But maybe revenue isn’t the be all and end all for your organization at a given time. Maybe you’re looking to make major investments into research and development or are on a major acquisition spree. Getting lots of questions like this is a sign you need to do a better job of communicating your KPIs and the strategic goals behind them.
And who knows: Your employees might even give you some ideas on how to improve your KPIs.
- Review the KPI on a weekly or monthly basis
Checking in on your KPIs regularly is essential to their maintenance and development. Obviously tracking your progress against the KPI is important (what else would be the point of setting it in the first place?) But equally essential is tracking your progress so you can assess how successful you were in developing the KPI in the first place.
Not all KPIs are successful. Some have objectives that are unachievable (more on that below). Some fail to track the underlying business goal they were supposed to achieve. Only by checking in regularly can you decide if it’s time to change your KPIs.
- Make sure the KPI is actionable
Making your KPIs actionable is a five-step process:
- Review business objectives
- Analyze your current performance
- Set short and long term KPI targets
- Review targets with your team
- Review progress and readjust
Most of this we’ve already gone over, but it’s worth focusing on the need to develop targets for both the short- and long-term. Once you’ve set a goal with a timeline that’s farther into the future (say the next few quarters, or your fiscal year) you can then work backwards and identify the milestones you’ll need to hit on the way there.
Let’s say, for example, you want to sign up 1,500 newsletter subscribers in the first quarter of the year. You’ll want to set monthly, bi-weekly or even weekly targets to get there. That way you’ll be able to continually reassess and change course as needed on your way to achieving the longer-term goal.
You could divide the targets up equally according to each month. In this case that would be 500 subscriptions in January, 500 in February and 500 in March. However, you may want to get more specific. There are more days in January and March than February, so maybe you want to set a target of 600 for those months. Or maybe you typically get more website traffic in February (perhaps your business has a presence at a major trade show) so you decide to set a target of 800 in that month.
Whatever it is, make sure you break up your KPI targets to set short-term goals.
- Evolve your KPI to fit the changing needs of the business
KPIs that never get updated can quickly become obsolete.
Let’s say, for example, that your organization recently started a new product line or expanded overseas. If you don’t update your KPIs, your team will continue to chase targets that don’t necessarily capture the change in tactical or strategic direction.
You may think, based on your results, that you are continuing to perform at a high level. In reality, though, you may be tracking KPIs that fail to capture the impact your efforts are having on underlying strategic goals.
Reviewing your KPIs on a monthly (or, ideally, weekly) basis will give you a chance to fine tune – or change course entirely.
You might even find new and possibly more efficient ways of getting to the same destination.
- Check to see that the KPI is attainable
Setting achievable targets for your team is essential. A target that’s too high risks your team giving up even before they start. Set a target too low and you’ll quickly find yourself wondering what to do with yourself once you’ve achieved your annual goals two months into the calendar year.
An analysis of your current performance is essential. Without this you’re left to search blindly for numbers that have no root in reality. Your current performance is also a good starting place for deciding on areas upon which you need to improve.
Start rooting around in the data you’ve already collected to set a baseline for what you’ve accomplished in the past. Tools like Google Analytics are great for this, but so are more traditional accounting tools that track revenue and gross margin.
- Update your KPI objectives as needed
KPIs aren’t static. They always need to evolve, update and change as needed. If you’re setting and forgetting your KPIs, you risk chasing objectives that are no longer relevant to your business.
Make a habit of regularly checking in not just to see how you are performing against your KPIs, but on which KPIs need to be changed or scrapped completely.
To someone who’s never developed a KPI before, all of this might sound exhausting.
But here’s the good news: Once you’ve gone through this process a few times, it’ll be that much easier to use it again in the future.
- Bringing it all together
KPIs generally are an essential tool for measuring the success of your business and making the adjustments required to make it successful.
The usefulness of individual KPIs, though, have their limits.
The most important part of any KPI is its utility. Once its outlived its usefulness, you shouldn’t hesitate to toss it and get started on new ones that better align with your underlying business objectives.
According to classic old adage, Goodhart’s Law, “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.”
Charles Goodhart was an economist in 1975 whose research was used in helping criticize government decision making processes, specifically with regards to monetary policy. This concept was then made mainstream by Marilyn Strathern, “when a measure becomes a target, it ceases to be a good measure.”
A performance indicator or key performance indicator is just one type of performance measurement. There are many performance management frameworks that are both similar yet different. Each of these frameworks brings forward elements that can be pulled together to help drive success backed by data. Let’s dig in.
Many will argue that sales are the most important metric when it comes to measuring the success of a business. The challenge with this metric is the measured outcome.
Ask yourself: What is the one metric that would help drive more sales?
One answer to this question could be tracking the number of customers who have integrated your product with 3 other applications. This measure would be indicative of level of engagement, and their probability of churning would likely be reduced.
The reason being that once customers are locked in, they churn less which then creates the right unit economics for the company to grow. So, in this case instead of looking at sales numbers, we would only count a customer if, and only if, they connected with 3 apps.
This is merely an example and doesn’t mean that there is only one metric you should care about! This framework helps with keeping everyone focused on the one thing they should care about most.
With business comes tradeoffs.
You have probably heard the saying, “You can have cheap, good, or fast. But you can only pick 2”.
Let’s start with a classic framework that helps to navigate these tradeoffs. The Balanced Scorecard (BSC) helps you break down the key areas of your business (perspectives) where activities need to be monitored.
The four perspectives that need to be in balance are:
- Financial Perspective
- Customer Perspective
- Internal Business Process Perspective
- Learning and Growth Perspective
These four key areas of your business are intertwined, and all must be aligned. When one is impacted, there is impact on another, in other words, there will be a tradeoff.
OKRs are used as a performance tool that sets, communicates, and monitors goals in an organization so that all employees are focused in the same direction. The system encourages employee success through clear work objectives and desired key results. The beauty of the system is that it provides a simple, practical, and straightforward framework for defining, tracking, and measuring goals, both as something to aspire to and as something that can be measured.
Common terms found in these frameworks that are worth understanding include:
- Key risk indicator (KRI): a measure used in management to indicate how risky an activity is. Key risk indicators are metrics monitored by organizations to provide an early warning of increasing risk exposures in various areas of the business.
- Critical success factor (CSF): is a management term for an element that is necessary for an organization to achieve its mission. Critical success factors should not be confused with success criteria. Success criteria is most commonly used in project management to determine if the project was a success or not. Success criteria are defined with the objectives and can be quantified by using KPIs.
- Performance metrics: measure an organization’s behavior, activities, and performance at the individual level and not organizational level. For example, an individual who works in a call centre may have performance metrics such as Number of Calls Answered, Average Wait Time, Number of Successful Calls Processed, and Average Length of Call.
- Creating good KPIs for your organization is an iterative process.
10 criterions to consider when designing key performance measures
Consider this list of criteria when building out your key business performance measurement systems:
- Be based on quantities that can be influenced, or controlled, by the user alone or in cooperation with others
- Be objective and not based on opinion
- Be derived from strategy and focus on improvement
- Be clearly defined and simple to understand
- Be relevant with an explicit purpose
- Be consistent (in that they maintain their significance as time goes by)
- Be specific and relate to specific goals/targets
- Be precise – be exact about what is being measured
- Provide timely and accurate feedback
- Reflect the “business process” – i.e. both the supplier and customer should be involved in the definition of the measure
The reality couldn’t be further from the truth.
KPIs, the principle metrics that define strategic success and act as a yardstick for areas that might need improvement, are an essential tool for developing your team and achieving high-quality organization-wide results.
They might even offer an innovative solution to the intractable problem of employee engagement.
- The problem with employee engagement
Employee engagement is something with which many organizations are struggling. Just 33 per cent of workers in the United States (and a measly 15 per cent worldwide) define themselves as being “involved in, enthusiastic about and committed to their job and workplace” at work, according to Gallup.
This is profoundly impacting many businesses’ bottom lines. To cite just one statistic: Organizations with a highly-engaged workforce see an average 20 per cent increase in sales, Gallup says.
Many executives are struggling to cope in a world where employee expectations seem to soar by the day. Workers are more mobile than ever before, moving between jobs at a pace that would have seemed impossible only decades ago. In a world where the other side of the fence is as close as a search on Glassdoor.com and articles about what workplace culture should be proliferate on LinkedIn, it’s also more informed than ever.
Catered lunches or a foosball table in the break room might be enough to cut it in some workplaces, but these are at best temporary fixes.
So how, then, can managers breathe life into a disengaged workforce?
There is, of course, no one solution. But one area that should be a bigger focus is informing employees about, and getting them involved in developing, your organization’s purpose.
- Connecting employees to your organization’s purpose
There’s a story (which may or may not be true, but we’ll leave that aside for the time being) that frequently makes the rounds on blog posts about employee engagement. It relates to a visit John F. Kennedy made to NASA during the 1960s. The president approached a man working at the facility to ask what he did for a living.
“Mr. President,” the janitor replied, “I’m helping to put a man on the moon.”
This response is frequently held up as the pinnacle of employee engagement. What business owner, manager or director wouldn’t want each and every one of their employees to feel this level of connectedness with their organization’s purpose?
Part of this, of course, comes with defining your organization’s mission. “Making money” isn’t enough. If you want an employee who is truly engaged, you need to find the unique quality that should make your employees want to get out of bed in the morning. (And no, “getting a paycheque” isn’t going to cut it).
Once you’ve decided on it, you need to find a way to show your employees how they connect to it.
That’s where KPIs come in.
- Connecting employees to your organization’s purpose
Ask any employee why they don’t feel engaged at work and you’ll probably get some variation on the same theme.
- They feel disconnected from the organization’s larger purpose.
- They fail to see any impact their daily efforts – the activities which occupy most of their time – have on larger organizational goals.
- They don’t understand the strategic direction of the organization.
These are in some way’s distinct problems. But in other ways they all stem from the same issue: Poor communication, about strategy, between management and lower-level employees.
KPIs help solve this problem.
KPIs are, by their very nature, strategic. Because they differ from metrics, they help companies to really focus in on what’s important. Not everything can be a KPI. KPIs force you to focus in on those metrics that really underscore the end goals of your organization.
KPIs force an organization not just to measure how their strategy is performing, but to decide what their strategy is in the first place. They show employees a lot about what actually matters to management in the first place.
For example: Profit for a charity would be unlikely to qualify as a KPI. Why? Because a charity is a charity – it exists to achieve some sort of larger impact beyond simply turning a quick buck. An organization like that would be far more concerned with the amount they’re investing in scientific research, maybe, or perhaps the number of laws they were able to change.
Wouldn’t it be nice if your employees could see the end goals towards which they are working?
- They get everyone pulling in the same direction
One problem with which team-builders perpetually struggle is bringing together the disparate elements of an organization to focus on key goals. Sales is worried about the minutiae of drawing in new clients and converting them into customers. Your product development team is focused in on the latest technology and trying to get it to market. Your human resources team is concerned with filling any openings and keeping your workplace engaged.
Adopting some KPIs can help bring it all together.
By focusing in on the key metrics that really underscore business success, you’ll be able to show your employees the role their work plays beyond just what they do on behalf of their particular departments.
- They help connect employees’ work to organization-wide goals
KPIs are a great way to communicate strategy to your employees. They help wade through the at-times messy, cryptic and ambiguous world of tactics and connect them to the end goals of your organization.
Many of us have experienced this. We get so caught up in our own little work bubbles, trying as hard as possible to ensure we stay on top of our own specific set of tasks, that we frequently fail to see why we’re doing it in the first place.
Is it any wonder that frustration and, eventually, disengagement sets in?
KPIs help cut through this muddle. They take a step back from the chaotic world of tactics to identify the end goals towards which everyone is working.
- More effectively reach key goals
Micromanagement creates a lot of problems for employee morale. But one of the worst is the brake it puts on employees’ creativity.
Say you’re a manager who’s in charge of the launch of a major new product. That you want to make the product launch a success should be self-evident. But there’s a big difference between telling your team about the sales numbers you’d like to achieve and diving right into the nitty gritty of what you want the website to look like, which marketing channels you’d like to use and even when to send out social media posts.
Some managers might think they are just doing their job or even being helpful with employees by offering their “suggestions”. In reality what they’re doing is choking off their workforce’s creativity and likely frustrating them to no end.
No one expects managers to stay completely hands off with what their employees are doing. But the line between setting an end goal and telling your employees how to get there is a fine one.
The advantage with setting KPIs is that they allow you to set an expectation for what you want accomplished, while leaving the specifics up to the creativity and ingenuity of your team.
- It starts a debate about strategic direction: You’d be surprised about how few organizations actually articulate their strategic direction in a clear, codified manner. Instead employees – including some fairly senior managers – are left to read between the lines to discern their organization’s strategy. Make money? Sell widgets? “Make a difference”? Establishing KPIs helps start a discussion about strategy. It forces you (and your employees) to ask the question: “OK, what is it we’re ACTUALLY trying to do here?”
- It helps to establish how KPIs connect to strategic goals: Setting out a bunch of KPIs for your employees and saying “here, achieve these” isn’t good enough. Without context, KPIs are just a meaningless jumble of digits. Engaging in an exercise like this one will allow employees to not only know what the KPIs are, but to see how they connect to an organization’s end goals.
- It engages employees directly: People like to be listened to! If nothing else, taking the time to hear about what your employees to say will have inherent engagement benefits.
The truth is that KPIs are only as valuable as you make them. Key performance indicators require time, effort and employee buy-in to live up to their high expectations. Bernard Marr, best-selling author and enterprise performance expert, sparked an interesting conversation on this subject in his article, “What the heck is a KPI?” The comments make it clear that while key performance indicators may have fallen out favor (depending who you ask), their potential value remains in the hands of those that use them.
- So then why are key performance indicators so important?
Setting key performance indicators for an organization usually happens during the strategic planning phase, whether you do that yearly, quarterly or even more frequently, the goal is to ensure the entire organization is aligned towards the same objectives. Imagine a large rowboat with ten people, if 3 people think the boat is heading left, 5 people think the boat is supposed to be heading right and 2 people think the boat is supposed to turn around. What happens to the boat?
The boat will start spinning around. Therefore, ensuring alignment from top of the organization all the way to the front-line employees is the difference between a boat moving forward in unison vs getting nowhere.
For example, if we track Monthly Recurring Revenue (MRR) we know that # of quality leads, # of trials started, # of successful onboards and many other measures will impact the success of MRR. So, we track a daily number of new leads created with an email report every morning at 8am. We have a dashboard to track several key activities to ensure the product trial starts are going smoothly in real-time and we track monthly the number of onboards completed successfully by the customer success team.
One of the most common uses cases of KPI dashboard tools are in startups who share their core organizational performance measures to get alignment from all the employees. When you walk around their offices, TV’s will be placed near specific teams highlighting the results in real-time such as number of support tickets resolved today or number of new wins.
Therefore, business performance measures can be viewed as a way to quantifying (i.e. measure) the effectiveness and efficiency of an action or outcome that can align or impact your key performance indicators.
KPI stands for key performance indicator.
A KPI is a measurable value that demonstrates how effectively a company is achieving key business objectives.
KPIs are used by individuals and organizations to evaluate their success at reaching critical targets. High-level KPIs may focus on the overall performance of the enterprise, while low-level KPIs may focus on processes within departments.
We recommend the SMARTER approach. SMARTER stands for Specific, Measurable, Attainable, Relevant, Time-bound, Evaluate and Reevaluate.
As you create an initial list of values that best demonstrate progress toward key business objectives, ask yourself and/or your team the following questions about them:
• Is your objective Specific?
• Can you Measure progress towards that goal?
• Is the goal realistically Attainable?
• How Relevant is the goal to your organization?
• What is the Timeframe for achieving this goal?
• How and when will you Evaluate short-term progress?
• How and when will you Reevaluate longer-term progress
There is no such thing as a “best KPI.” There is only the best KPI for your particular goals. Determine which goals are most important to you, your team and/or your company, and run it through the SMARTER questions in Question #4 above
Use a KPI when you need to track progress toward a goal over time.
Goals may change over time, and performance and progress toward those goals certainly will. As such, a KPI from three months ago may not be quite as relevant. This is why it’s important not to set and forget your KPIs.
KPIs should be reviewed at points relevant to the final time you’ve set for achieving the goal.
Reviews, then, could be monthly if that’s enough time to measure progress.
A KPI report is a presentation that summarizes your current performance compared to your objectives. It can be presented in a variety of ways, from spreadsheets and slide decks to formal written reports and, as we prefer, dashboards.
Traditionally, KPI reports are developed on a quarterly basis. But, depending on how in-depth these reports are, you may want to create a KPI report each time you conduct a KPI review.
In our experience, the fewer the better. It can be easy to load up on too many KPIs, or to measure KPIs that aren’t quite right for the particular stage of your company. Research suggests that teams of 3-5 people are most efficient; I personally think this range is also a good maximum # of KPIs.
The pursuit of goals depends on the focused, consistent delivery of results. KPIs are important because they serve as the guideposts to get you where you want to be.
All organizations, regardless of size and sector, that have a goal in mind and that believe creating a strategy to reach those goals is important.
A KPI dashboard creates a real-time visualization (on mobile, desktop or to a wall-mounted TV in your office) of the KPIs you’ve selected. The best KPI dashboards are customizable, allowing you to, among other things, change colors, organize your KPIs, and see your progress in a single glance.
- Inputs measure attributes (amount, type, quality) of resources consumed in processes that produce outputs
- Process or activity measures focus on how the efficiency, quality, or consistency of specific processes used to produce a specific output; they can also measure controls on that process, such as the tools/equipment used or process training
- Outputs are result measures that indicate how much work is done and define what is produced
- Outcomes focus on accomplishments or impacts, and are classified as Intermediate Outcomes, such as customer brand awareness (a direct result of, say, marketing or communications outputs), or End Outcomes, such as customer retention or sales (that are driven by the increased brand awareness)
- Project measures answer questions about the status of deliverables and milestone progress related to important projects or initiatives
- Strategic Measures track progress toward strategic goals, focusing on intended/desired results of the End Outcome or Intermediate Outcome. When using a balanced scorecard, these strategic measures are used to evaluate the organization’s progress in achieving its Strategic Objectives depicted in each of the following four balanced scorecard perspectives:
- Internal Processes
- Organizational Capacity
- Operational Measures, which are focused on operations and tactics, and designed to inform better decisions around day-to-day product / service delivery or other operational functions
- Project Measures, which are focused on project progress and effectiveness
- Risk Measures, which are focused on the risk factors that can threaten our success
- Quantitative indicators that can be presented with a number.
- Qualitative indicators that can’t be presented as a number.
- Leading indicators that can predict the outcome of a process
- Lagging indicators that present the success or failure post hoc
- Input indicators that measure the amount of resources consumed during the generation of the outcome
- Process indicators that represent the efficiency or the productivity of the process
- Output indicators that reflect the outcome or results of the process activities
- Practical indicators that interface with existing company processes.
- Directional indicators specifying whether or not an organization is getting better.
- Actionable indicators are sufficiently in an organization’s control to effect change.
- Financial indicators used in performance measurement and when looking at an operating index.
KPIs can be used within a company or department to track its goals and determine how best to fine tune its core practices to achieve the best results. They can also be used when working with outside clients. When companies begin a contract with one of their clients, the two organizations can agree on specific KPIs to track how successful the contract has been.
Although each department may track its own KPIs, those key indicators can also be valuable to other departments within the organization. Using specialized KPI tracking software, these results can be sent to a single dashboard with a real-time KPI reporting tool.
- Revenue improvement
- Cost reduction
- Process cycle-time improvement
- Increased customer satisfaction
To expand upon this, the following are KPI examples from real-life scenarios. Using these KPIs will benefit in reducing overheads, errors, delays and costs.
Business Process – Key Performance Indicators
The following are key metrics for gauging business process performance:
- Percentage of processes where completion falls within +/- 5% of the estimated completion
- Average process overdue time
- Percentage of overdue processes
- Average process age
- Percentage of processes where the actual number assigned resources is less than planned number of assigned resources
- Sum of costs of “killed” / stopped active processes
- Average time to complete task
- Sum of deviation of time (e.g. in days) against planned schedule of all active projects
Service Level Agreement (SLA) – Key Performance Indicators
The following are key metrics of SLA performance:
- Percentage of service requests resolved within an agreed-upon/acceptable period of time
- Cost of service delivery as defined in Service Level Agreement (SLA) based on a set period such as month or quarter
- Percentage of outage (unavailability) due to implementation of planned changes, relative to the service hours
- Average time (e.g. in hours) between the occurrence of an incident and its resolution
- Downtime – the percentage of the time service is available
- Availability – the total service time = the mean time between failure (MTBF) and the mean time to repair (MTTR)
- Number of outstanding actions against last SLA review
- The deviation of the planned budget (cost) is the difference in costs between the planned baseline against the actual budget of the Service Level Agreement (SLA)
- Percentage of correspondence replied to on time
- Percentage of incoming service requests of customers have to be completely answered within x amount of time
- Number of complaints received within the measurement period
- Percentage of customer issues that were solved by the first phone call
- Number of operator activities per call – maximum possible, minimum possible, and average. (E.g. take call, log call, attempt dispatch, retry dispatch, escalate dispatch, reassign dispatch, etc.)
- The number of answered phone call per hour
- Total Calling Time per Day or week.
- Average queue time of incoming phone calls
- Cost per minute of handle time
- Number of un-responded emails
- Average after call work time (work done after call has been concluded)
- Costs of operating a call centre / service desk, usually for a specific period such as month or quarter
- Average number of calls / service requests per employee of call center / service desk within measurement period
- Number of complaints received within the measurement period
Service Quality – Key Performance Indicators
The following are KPI reporting examples for gauging Service Quality performance:
- Cycle time from request to delivery
- Call length – the time to answer a call
- Volume of calls handled – per call centre staff
- Number of escalations how many bad
- Number of reminders – how many at risk
- Number of alerts – overall summary
- Customer ratings of service – customer satisfaction
- Trend of customer complaints – problems
- Number of late tasks – late
Efficiency – Key Performance Indicators
The following are KPI reporting examples indicating Efficiency performance:
- Cycle time from request to delivery
- Average cycle time from request to delivery
- Call length
- Volume of tasks per staff
- Number of staff involved
- Number of reminders
- Number of alerts
- Customer ratings of service
- Number of customer complaints
- Number of process errors
- Number of human errors
- Time allocated for administration, management, training
Compliance – Key Performance Indicators
The following are KPI examples for Compliance performance:
- Average time lag between identification of external compliance issues and resolution
- Frequency (in days) of compliance reviews
Budget – Key Performance Indicators
- Sum of deviation in money of planned budget of projects