KEY

PERFORMANCE
INDICATORS
KPIs
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
Key Performance Indicators
It’s a term that gets thrown around a lot in management and
leadership, but it can often be used Incorrectly.

To ensure your performance management, your goals, and your

expectations are clearly being communicated to employees,
it is important to understand how KPIs fit into this larger
equation.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

In any organization, you should have a
That is rather static, meaning it doesn’t change much.
From that you would have mission tied to

PRIORITIES
CHANGE OVER TIME
These are typically identified by:

EXECUTIVE LEADERS
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
 STRATEGIES
The Senior Leadership Team will then determine
To work towards their
priorities.
Part of implementing those strategies is
having a

WAY TO MEASURE SUCCESS

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

KEY PERFORMANCE INDICATORS
Essentially Indicating if you are succeeding at your Strategy

So let’s say for example, a priority is to increase Brand Loyalty

Its determined that part of the strategy to increase
brand loyalty is by improving
when contacting the organization

The Organization does

have customer satisfaction
surveys that they gather a
few times a year.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 The organization’s contact center also measures
the quality of different aspects of a contact
including communication. Contact center staff
have been trained and are measured on specific
behaviors that have been determined to lead to a
better contact experience. The KPIs for this strategy
of Improving customer experience could then be:

SATISFACTION SURVEYS
&
QUALITY OF
COMMUNICATION

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

The Contact Center
MEASURES ALL KINDS OF
AREAS OF PERFORMANCE
• QUALITY OF INFORMATION GATHERED
• QUALITY OF INFORMATION DELIVERED
• FOLLOWING PROCEDURES & POLICIES
• PRODUCTIVITY
• CALL WRAP UP TIME
• AVERAGE HANDLE TIME

These are all still important areas of

performance to measure and deliver to
employees but they are not all KPIs

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 If an organization is calling every area of
performance a KPI or only measuring KPIs
and neglecting all other areas of
performance, or if you cant tie a KPI back to a
specified priority and strategy, then most
likely KPIs are not being used correctly and
calling them such is probably cause
confusion for your staff.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

Back to the Example We can use this to benchmark where
we currently are performing and then
We’ve Identified 2 KPIs use these KPIs to measure progress

SATISFACTION SURVEYS
&
QUALITY OF COMMUNICATION

Our plan is to review the identified

communication behaviors with our
staff and hold some practice
sessions to model and role play
these communication behaviors. This
will help staff feel more comfortable
and confident with communication.
Thus creating a better experience
with our constituents

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

We can measure progress using the specified
KPIs. So after some communication review
and practice sessions, we look at how our
staff are performing in quality of
communication and satisfaction surveys and
we see clear progress.

Those KPIs indicate that

our strategy is Successful

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

KPIs are helpful for Strategic leaders to
focus on and measure the success of
Specific Priorities.
They may not mean as much to your
frontline employees as what’s important
for them is to know what is expected of
them overall and how they are
performing to those expectations. You
should have
STANDARD PERFORMANCE
GOALS FOR INDIVIDUAL
EMPLOYEES AND FOR THE
ORGANIZATION
That are relatively CONSTANT &
CONSISTENT
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
 AS PRIORITIES CHANGE YOUR
KEY PERFORMANCE
INDICATORS, OFTEN PULLED
FROM THE LARGER LIST OF
PERFORMANCE EXPECTATIONS
AND MEASUREMENTS, WILL
SHIFT TO MATCH THE
CORRESPONDING STRATEGY

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 THANKS!
Do you have any questions?

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NOTE:
• The Format is used by every Team Member in the organization to formalize his KPIs.
• For more than 3 KPI’s, simply add the KPI columns in the review page and in the
Superior comments box.
• Attachments need to be submitted as a proof of accomplishment of KPI.
• The form is submitted every week along with the weekly execution report.

Metric – comes from the Greek word Metron which means “to measure”
A system or standard of measurement
A set of figures or statistics that measure results.
A tool to measure something
KPI
Setting KPI – Defining Key areas of business are

Components of KPI
• Metric
• Current Value
• Target Value – minimum or maximum value of the metric
• Title – consists of the metric and the target value

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

There are many definitions;
Everyone talks about KPI,
but what exactly does it
mean?
Generally, Key Performance Indicators (KPI)
are described as financial and non-financial
measures to help define and assess progress
towards organizational goals.

As the name suggests, these are the

Indicators which enable us to quantify and
measure the performance. KPIs are the units of
measurements (used for setting the measurable
goals.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 The Flowchart explains the process of generating KPI’s
Vision

Vision Is there a simpler

Mission explanation of the
It begins with the vision Process?
Objectives A picture of the Future. It is a desired
level of where you want your
company to be
KRA
Mission
KPA
What you have to do to achieve that
KPI Vision

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 Objectives

Once the company has established

its mission and vision, the management team
especially the heads of departments, will
adopt the company objectives and from these,
cascade for their own departments or divisions.

From the Departmental Objectives,

1. The Key Result Areas are identified

2. The departmental KPIs form the
basis of measurement for their own
departments or divisions.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 To Realize these Goals, you must identify your Key Result Areas,
The areas or factors that are critical for success in your organization

“Key Result Areas” or KRAs refer to general areas of outcomes or

outputs for which the department’s role is responsible. A typical role
targets three to five KRAs.
Description of KRAs:

Key result areas (KRAs capture about 80% of the

department’s work role. The remainder of the
role is usually devoted to areas of shared
responsibility (e.g., helping team members,
participating in activities for the good of the
organization).

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

EXAMPLE

PAYROLL
MANAGEMENT
THE MEASUREMENT OF THESE AREAS IS THE KEY PERFORMANCE
INDICATORS (KPIs)
WORKPLACE PERFORMANCE REWARD
MANAGEMENT MANAGEMENT MANAGEMENT
DIVERSITY
MANAGEMENT
BUILDING
CAPABILITIES &
WORKFORCE SAFETY & HEALTH ORGANIZATION
PLANNING WORKPLACE LEARNING

TEAM MEMBER EFFECTIVE HR PERSONNEL SUPPORT TEAM MEMBER

RELATIONS MANAGEMENT SYSTEMS MONITORING
 The Benefits of Measuring Key Performance Indicators

It can be a very quick way of seeing the actual performance of a goal

01 or strategic objective

Decisions can be made much quicker when there are accurate and
02 visible measures to back them up

Can allow management to see the company or department

03 performance in one place

04 A team can work together to a common set of measurable goals

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 KRA and hence KPI is attributed to the department which can
have effect on the business results and is Self measured where
applicable. TO BE MORE
KRAs are managed by CLEAR

1. KPAs (Key Performance Area) 2. KPIs (Key Performance Indicators)

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 Here is an example of HR Department, which you can use
To Manage each to develop KPIs
KRA / KPAs, a set
of KPI are set
STEP 1 STEP 2 STEP 3

Write Corporate Write HR Department’s Break Down KRA, link

Objective/Strategy Objective to KPA and develop
KPIs for them
Improve the Achieve high
Company’s productivity level in
Productivity by all activities of HR
10% Department

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

EXAMPLE
This is, roughly, how HR Departments KRA’s/ KPA’s / KPI’s are set, monitored and evaluated
KPA Recruitment

KRA 1 KPI
Reduce average time taken to fill vacancies from 90 to 70
days
Recruitment
Reduce average cost per recruit from Php. ___ to Php. ___
KPI
KPA SR
Team Member Turnover
KRA 2
KPI Reduce Team Member Turnover from 28 to 16
Workplace
Management
KPI Benchmark Total HR Costs Externally
KRA 3 KPA Workplace Accidents
Safety &
Health KPI Reduce Workplace Accidents from 1 to 0 per month
Workplace
KRA 4 KPA Training
Building
Capabilities & KPI All Operations Team Members should receive a minimum of
4 days of training per quarter
Organization
Learning
This can be applied to all other functional departments like marketing / sales/ production etc.
 EXAMPLES OF KPIs
Human Resources KPI

They include KPI samples about human resources

management such as employee loyalty, labor
relation, compensation, training, and development,
recruitment etc.

Sales KPI

Sales KPI include KPI samples of sales rep, sales

contact by telephone, shops and supermarkets
management, customer loyalty, customer care etc.

Marketing KPI

Marketing KPI include KPIs such as public relations

KPI, promotion KPI, advertisement KPI, e-marketing
KPI etc.
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
 EXAMPLES OF KPIs
Manufacturing KPI

Manufacturing KPI include KPI examples such as

material management KPI, order management KPI,
productivity KPI, quality KPI, maintenance KPI

Purchasing KPI

Purchasing KPI include KPI examples such as delivery

on time, delivery is not enough quantity / quality,
quantity bought over required, purchasing cost, cost
of purchasing units, transaction cost unit of
purchasing, suppliers rating.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 KPIs POSSESS 10 DISTINCT CHARACTERISTICS
Good KPIs Possess all of them

1. KPIs Reflect Strategic Value Drivers

Manufacturing KPIs reflect and measure key drivers

of business value. KPIs are not financial metrics.
Rather, KPIs reflect how well the organization is
doing in areas that most impact financial measures
valued by shareholders, such as profitability and
revenues. KPI is always connected with the
corporate goals.

As such KPIs are “leading” not “lagging” indicators

of financial performance. In contrast, most financial
metrics (especially those found in monthly or
annual reports) are lagging indicators of
performance.
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
 KPIs POSSESS 10 DISTINCT CHARACTERISTICS

2. KPIs are Defined by “Executives”

Manufacturing Executives define value drivers in
planning sessions which determine the short- and
long-term strategic direction of the organization. To
get the most from these value drivers, executives
need to define how they want to measure their
organizations’ performance against these drivers. A
KPI is decided by the middle or top management.

3. KPIs Cascade throughout an Organization

Manufacturing Top-level KPIs cascade throughout

an organization, and the data captured by lower-
level KPIs roll up to corporate wide KPIs.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

KPIs POSSESS 10 DISTINCT CHARACTERISTICS

4. KPIs are Based on Corporate Standard

The only way cascading KPIs work is if an

organization has established standard
measurements.

5. KPIs are Based on Valid Data

The Knowing what to measure and actually

measuring it are two different things. Before
executives finalize a KPI, they need to ask a
technical analyst if the data exists to calculate the
metric and whether it’s accurate enough to deliver
valid results. Users can gauge their progress
overtime.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

KPIs POSSESS 10 DISTINCT CHARACTERISTICS
6. KPIs Must be Easy to Comprehend

The One problem with most KPIs is that there are too many of
them. As a result, they lose their power to grab the attention of
employees and modify behavior. According to TDWI (The Data
Warehouse Institute) research, the median number of KPIs that
organizations deploy per user is seven. More KPIs than this
makes it difficult for employees to peruse them all and take
requisite action. KPI’s are Few in number and Easy to
understand.

7. KPIs Are Always Relevant

The To ensure that KPIs continually boost performance, you

need to periodically audit the KPIs to determine usage and
relevance. If a KPI isn’t being looked at, it should probably be
discarded or rewritten. In most cases, KPIs have a natural
lifecycle. KPI’s loses its value overtime so they must be
periodically reviewed and refreshed.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 KPIs POSSESS 10 DISTINCT CHARACTERISTICS

8. KPIs Provide Context 9. KPIs Empower Users

Manufacturing A KPI evaluates the be effective, KPIs must be reinforced with

performance according to expectations. incentives. Almost 40 percent of organizations
The context is provided using 1) thresholds surveyed by TDWI (The Data Warehouse Institute)
(i.e. upper and lower ranges of acceptable say they restructured incentives systems when
performance), or 2) targets (i.e. predefined implementing KPIs. It belongs to an individual
gains, such as 10% new customers per who is accountable for its outcome.
quarter), or 3) benchmarks, which can be
based on industry wide measures or various
methodologies, such as Six Sigma. In
addition, most KPIs indicate the direction of
the performance, either “up,” “down,” or
“static.” They are leading indicators of
performance desired by the organization.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 KPIs POSSESS 10 DISTINCT CHARACTERISTICS

10. KPIs Lead to Positive Action

Manufacturing Finally, KPIs should generate the

intended action—improved performance. A KPI
leads to action.

Another problem is human nature. People will always try to circumvent KPIs and
find loopholes to minimize their effort and maximize their performance and rewards. Good
KPIs are vetted before deployed and closely monitored to ensure they engender the intended
consequences. KPI’s should be balanced not undermine each other.

While an organization may have hundreds or thousands of metrics, it should only

have a few dozen KPIs that focus employees on the key activities that deliver the most value
to the organization.
 Many things are measurable. That
does not make them key to the organization's
success. In selecting Key Performance
Indicators, it is critical to limit them to those
factors that are essential to the organization
reaching its goals. It is also important to keep the
number of Key Performance Indicators small just
to keep everyone's attention focused on
achieving the same KPIs.
That is not to say, for instance, that a
company will have only three or four total KPIs in
total. Rather there will be three or four Key
Performance Indicators for the company and all
the units within it will have three, four, or five KPIs
that support the overall company goals and can
be "rolled up" into them.
 In Essence, KPIs are Communication Vehicles

They enable top executives to

communicate the mission and focus of the
organization and grab the attention of employees.

The When KPIs cascade throughout

an organization, they ensure everyone at
every level is marching together in the right
direction to deliver the most value to the
organization as a whole.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 How to Develop Effective
KPIs
INSTRUCTIONS FOR YR GLOBAL

STEP 1

Every department should formally

form a committee of Minimum 3 Team Members
led by the Department Head (In case at
corporate level of YR Global President will lead
the same committee with 2 key resources with
experience / research capabilities of forming,
reviewing the KPI’s for the entire group) and
maximum as much as quality professionals, who
are contributors/ visionary professionals
available in the team.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 How to Develop Effective KPIs
STEP 2 Every The committee will reserve one day for a comprehensive
yet deep workshop. They will identify the Department (Group) Vision,
followed by Department (Group) Mission.

Then the committee will brainstorm to search for what’s the output which is expected
from the department (or the company) to
* Stay on Top Position in the Market * Continuous Development of Foundation
* Be Extremely Efficient Fundamentals (People, Knowledge and
Systems)
* Availability of Know-how and Data
* Make Teams more competent to execute
* Guarantee Continued long-term
and reach the projection plans
Growth
* Efficiency and Effectiveness of * Make the functions smooth in operations
business model Execution * Provide stability to Department
(corporate) Structure
This will empower the committee to Define/ formulate Goals and then develop strategic
objectives for the department (Company). This is the most important base for building
efficient and practical By
KPI’s.
Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
 How to Develop Effective
KPIs
STEP 3
Define and calculate the total
number of positions working for the Department
( Group) for Example:- Operations department
have 9 levels viz. Barista, Lead Barista,
Supervisor, Shift Leader, Asst Store Manager,
Store Manager, MUM, Area Manager and
Operations Manager. Trainee Barista is not
considered as the position is under training.

STEP 4
Form KPI’s for the entire department.
The committee would now be squeezing and
extracting whatever they wrote from the
company Vision, Mission, Strategic Objectives
and Projection plans to make a list of
Department KPI’s and Department Vision,
Mission, Strategic Objectives , Current Market
Trend and Projection plan.
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
The KPIs should:

1. Not More than 1 Sentence and Max of 10 Words (excluding modifiers like it, and, if, etc.)
2. KPIs should be Unique and not Duplicated.
3. Should Possess SMART Qualities

A well defined goal that is clearly understood by

everyone.

Can you track your progress towards the goal?

Or Agreed/Achievable, Both employer and

employee must agree on what the goals are
Or Realistic/Result Oriented. Can you Achieve
the goal with the resources provided?

Will there be enough time to complete the task?

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

The KPIs should:

4. In case of percentages (%) achievements define from___(unit of measurement) to

____(unit of measurement). Example, “Reduce Joining time by 20%” should be written as
“Reduce joining time from 90 days to 75 days.”
NOTE: Any Position/ Departments KPIs which do not have or are not linked to any
automated data / system should convert Percentages (%) to Numbers.
5. Total KPI’s for the department should be in the prescribed minimum – Maximum limit
Where:
Minimum Limit = No. of Position in the Department / Group x 3
Maximum Limit = No. of Position in the Department / Group x 5
In case a department is not able to define minimum number of KPIs then additional KPIs
would be generated (from the existing list created) for the lower positions of the
department. This will be done with a view to enhance the goal/KPI of a different position in
the same department for the same KPI

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 For example, Suppose that Finance Department has 7 Positions.

Therefore the minimum list of KPI to be generate = 7 x 3 = 21 KPIs for the Finance department
Now, if the Finance Department Committee is able to generate only 15 KPIs. Then there arise a
situation of a short fall of the minimum limit.

21 KPIs (Minimum) – 15 KPIs Generated = 6 KPIs short fall for Finance Department.

In this case the Finance Department Committee should search 6 KPIs from the list of these 15
KPIs which if repeated and added to different position would enhance the value of the
position or enhance the mission of the department.
To clarify: Lets say that 1 KPI listed in this list of 15 KPIs is for a Payable Accountant.
The KPI States “To enter 500 transactions per day in Microsoft Dynamics A/x”
The Same KPI can also be repeated for Senior Accountant since repeating this critical KPI
would double the speed of the Finance Department reach their Mission of transacting daily
business using ERP system.

NOTE Repeating of KPI will be done only in case when the Department ( or Company) fails
to reach the minimum required KPI.
The repeated KPI’s will only be of very critical nature.
The repetition would enhance the value or the Mission of the department.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

STEP 5 Cross check all KPIs generated with the checklist (will be shown
later) to make sure that the department/ position KPI is matching the
company values and strategic foundation fundamentals.
Now distribute the above generated KPIs to the positions
STEP 6
identified in the department/ group. Ensure that the lowest level has more
than 3 KPIs.
NOTE: Use the KPI review format attached in the Appendix-1, to formalize all
the KPIs

STEP 7 Ensure that a mechanism is developed, in place and well

communicated to all that the KPIs will be reviewed every week with the
Team Member Superior
Every 6 months review the written KPIs with the committee an make
STEP 8
appropriate changes following the above steps.
There can be a situation that a Team Member is doing
NOTE
Multi Tasking
Or handling a position as an incharge
For Example:
A Team Member is a Barista but also doing a Store Manager Role
since the store is small and has to be run by 1 resource only or

A Team Member is Operations Manager but also acting as GM and

designated as in-charge GM
There in these cases the

Team Member KPIs will be = Current Position KPIs + InCharge Position KPIs

To clarify, Let’s say a Barista has 5 KPIs and Store Manager has 5 KPIs
Then if a Team member as doing multi tasking being a Barista handling store as a Store
Manager he will be accountable for 5 + 5 = 10 KPIs
Remember the following guide to generate KPIs for each for each position.

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

There may also be KPI types that are not listed but critical to the position. However, try to
incorporate as much as possible the following types of KPIs:

1. Revenue Improvement Responsibility

For Example: Increasing sales revenue by generating new catering business of
SR 50,000 /week

2. Profit Improvement Responsibility

For Example: Improve operating profit margin from 18% to 20% within the year
Note: It is assumed that the profit data is completely automated and hence KPI
is shown in %

3. Systems & Processes Development Responsibility

For Example: Develop new systems to improve control of inventory to reduce
wastage losses from 10% to 5%
Note: It is assumed that the profit data is completely automated and hence KPI
is shown in %

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

4. Customer Database Responsibility

For Example: Double the number of DC Card Customers in the company

database for the year 2010

5. People Development & Retention

For Example: Search, hire, and train a deputy manager in 3 months time frame
starting 1st February 2010

The first 3 KPI’s assigned for a Team Member should be their fixed KPI,
meaning, it is a KPI that is continuously executed and the last 2 KPI’s are

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

Cross Check all the Listed KPIs for each Department and/or Position
with the Following Master list
Included in the KPIs developed
S No. KPI Areas/ Category / Description
YES NO
1 Business Model
2 Projection Plan
3 Mission
4 Integrity
5 Financial Planning
6 Transactions
7 Sales
8 Average Check
9 Communications
10 Data Entering
11 Marketing
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
Cross Check all the Listed KPIs for each Department and/or Position
with the Following Master list
Included in the KPIs developed
S No. KPI Areas/ Category / Description
YES NO
12 Branding
13 Assets Control
14 Authority Matrix
15 Quality Controls
16 Value, Principles and Ethics
17 Standards
18 Core Task Execution
19 Speed of Execution
20 Information system
21 Accountability for action
22 Revenue generation
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
Cross Check all the Listed KPIs for each Department and/or Position
with the Following Master list
Included in the KPIs developed
S No. KPI Areas/ Category / Description
YES NO
23 Expenses control
24 Development work
25 Key people retention
26 Database development
27 ERP Updating
28 Recruitment of TM
29 Training of TM
30 Customer Service
31 Cleanliness
32 Advertising
33 Reporting
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
Cross Check all the Listed KPIs for each Department and/or Position
with the Following Master list
Included in the KPIs developed
S No. KPI Areas/ Category / Description
YES NO
34 Growth Rate
35 Self Learning
36 Public Relations
37 Customer database
38 Customer retention
39 Remuneration
40 Turnover rate
41 Maintenance
42 Renovation
43 Motivation Levels/Tools
44 New Technology usage
By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
Cross Check all the Listed KPIs for each Department and/or Position
with the Following Master list

Included in the KPIs developed

S No. KPI Areas/ Category / Description
YES NO
45 Audit Frequency
46 Debt Collection
47 Wastage Control
48 Manpower Planning
49 Performance Levels
50 Credit Control

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 APPENDIX 1 – KPI REVIEW FORMAT

Team Member Name :

Department :

KPI-1
1.

Measuring Methods:
 Nos./UOM :

 Time Frame :  Daily  Weekly  Monthly

Period: From ____________ to _____________
Achievement :  Yes  No

If yes:
Attachment: Related documents
•

If No:
Activity Deviation
Reason Description
(if any)

KPI-2
1. By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO
 KPI-2
1.

Measuring Methods:
 Nos./UOM :

 Time Frame :  Daily  Weekly  Monthly

Period: From ____________ to _____________
Achievement :  Yes  No

If yes:
Attachment: Related documents
•

If No:
Activity Deviation
Reason Description
(if any)

KPI-3
1.
Measuring Methods:
 Nos./UOM :

 Time Frame :  Daily  Weekly  Monthly

Period: From ____________ to _____________
Achievement :  Yes  No

If yes:
Attachment: Related documents
•

If No:
Activity Deviation
Reason Description
(if any)

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO

 Reason Description
(if any)

Executed by: Reviewed by: Approved by:

(Department Head
(Direct Superior Or FM)
or Next line of Manager)

Name : Name : Name :

Signature : Signature : Signature :

Date : Date : Date :

Superior Comments (if any)*

KPI-1

KPI-2

KPI-3

*PUT THE NUMBER OF KPI REFERENCE TO THE APPROVED

By Juan M. Cruz III MBA, CHRP, CGSP, FBSE, PCO