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Key Performance Indicators


Hello everyone,
can anyone help.

As a training dept we have been asked to amend our KPI's as they are very much based on facts and figures and need to be changed.
Would anyone be willing to share their own or suggest any ideas regarding areas of improvement.
Thanks in advance
Julie Grundy
Julie Grundy

3 Responses

  1. KPI setting
    I think it would be easier in sales job if KPI is measured.

    We also have training in sales team, we use action after the training. For example: we can observe/measure the performance in call plan (numer of call & make sense call route), time management(how many time spend in unproductive task). In-call check (POSM, stock) and prootion budget……

    In other dept, we can use KPI, too. Example: A/s staff can be measured the accuracy in invoice, task completed time…..

    Marketing team is measured to budget control than before.

    General, all staff can be measured in punctuality after company value training

    Anyway, KPI is not much difficult in linking up measurable and figure. But you had to clearly know what you want.

    We had use KPI in company in each level of staff for our doublepay and bonus since 2002. Everyone is measured in figure and measurable result.

    The final criteria for KPI – SMART. Ie: specific, measurable, achievable, realistic, time bound. If you think in this viewpoint, you would be easily set the standard.


  2. KPIs
    Just a couple of questions:

    What were the KPIs before and what is the reason for changing the KPIs?

    I am in a manufacturing environment where it is easy to measure KPIs because you are looking at hard data. In training you can measure data (such as # of classes held, % of attendance, class evaluations returned etc.) but what do the results give you? If there is no value to the KPI, there is no need to track the numbers.

  3. Training KPI’s
    One of the key fundamentals to measuring training is the transfer of knowledge from theory to practice and retention. I have used Kirkpatricks methodolgy to produce KPI’s. For example:
    1) Measure the level of knowledge pre-course
    2) Measure the level of knowledge post course.

    Deduct 2) from 1) and this will give KPI one. Measure the same knoweldge over 2,6, and 12 months and you have a measure of knowledge transfer.

    Also are you measuring trainer utilisation? Days delivering training = productive days. days spent researching and developing are also productive but not as productive as days spent delivering training. This may be either in front of a group or coaching/mentoring.

    How about measuring the % of total costs spent on training?

    Hope the above gives you some ideas,



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