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Smart Work – Performance Management Systems based on KPIs

Unlocking the Secrets of Performance Management Systems: Webinar with Raluca Vendela of the KPI Institute

  • Performance management systems based on KPIs can bring clarity, focus and improvement to organizations
  • The KPI Institute provides free educational materials to enhance knowledge of professionals in 12 practice domains
  • Raluca Vendela is a management consultant with the KPI Institute who has worked on projects such as performance management system architecture design, organizational KPI selection and training courses
  • Today’s webinar will provide insights into how to design and implement a performance management system based on KPIs
  • Participants will learn who should be responsible for governing the system and the architecture that should be captured in such a system.

Gaining Clarity on Performance Management: A Guide to KPI Selection, Activation, and Improvement

  • KPI selection, documentation and activation is an important part of performance measurement
  • Auditing should take place to gain clarity on the current state of performance management in the organization
  • Resources need to be allocated and strategy needs to be defined or reviewed
  • KPI alignment should happen at the employee level
  • Activation requires technical aspects such as data collection and analysis
  • Continuous learning and improvement should occur.

Implementing Performance Management Systems: A Step-by-Step Guide

  • Performance management systems (PMS) implementation can take anywhere from three months to one year, depending on the organization’s size and speed of implementation
  • Creating the prerequisites and designing the system is one part of this process, while implementing performance audits prior to implementation is another
  • A Gantt chart may be used to illustrate this process
  • Once the strategic intention has been established, KPI documentation takes roughly one day
  • In order to make use of the system, each organizational level needs to start cascading their own set of KPIs according to their scope and activities
  • A strategy map and scorecard are needed for this purpose along with a dashboard which consists of graphical representations
  • Workshops and other training programs should also be conducted in order for people to understand the concept of KPIs and performance evaluation
  • Finally, behaviors and competencies need to be addressed on an individual level.

Maximizing Organizational Performance – Utilizing a Comprehensive Strategy

  • Performance management offices should be formed to oversee projects and initiatives relating to organizational performance
  • Target achievement should be emphasized rather than linking it directly to bonus or financial incentives systems
  • Stakeholders, department heads, and other staff should be included in the process with a range of interpersonal and technical skills, as well as data collection and Quality Assurance processes
  • The positive side of the effort must be emphasized in order to engage people, so that they understand why the organization is taking this step and what benefits it has for them
  • It is important to learn from any mistakes made during implementation and use them for further refinements.

Harnessing the Power of Performance Management Systems: Strategies for Success

  • Recalibrating the performance management system is essential after departmental level cascading
  • KPI documentation can be vital when selecting KPIs
  • Performance management systems should not be implemented during organizational restructuring or if the workforce is not prepared yet
  • Invest time and effort in employee learning around the PMS
  • Leaders should believe in the positive aspects of implementing a PMS.

The KPI Institutes Webinar: The Keys to a Successful Performance Management System

  • The KPI Institute’s webinar discussed the importance of implementing a performance management system with properly updated job descriptions and documentation
  • An implementation plan which includes speed, capacity and steps that an organization is willing to take as well as dedicated capabilities around offices should be compiled
  • Stakeholders should be taken into consideration while creating buy-in
  • And certification courses granted by the KPI institute on various performance management disciplines can be explored on their website

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hello and welcome to the KPI Institute'sfirst webinar of the year smart workperformance management systems based onKPIs my name is Andre Costa and I willbe a host for today along with ourpresenter Raul Raul Gavin Tila thiswebinar is part of a series of freeeducational materials that aim toenhance the nola knowledge and know-howof those interested while also creatinga bridge between us as a company and youour public the KPI Institute is aresearch organization specialized inbusiness performance it operatesresearch programs in 12 practice domainseach link to a certification courseranging from strategy and KPIs toemployee performance and from customerservice to innovation performance today15 years after the KPI Institute wascreated we can proudly say that ourproducts and services have reachedprofessionals on five continents and theRepublic comprises a worldwide communityof around 84,000 members online and30,000 registered companies on smartKPIs comm in today's webinar we will beproviding insights into how to designand implement a performance managementsystem based on KPIs and will bedelivered by Raluca Vendela managementconsultant with the KPI Institute someof the most significant consultancyprojects rabbuka has been involvedinclude the following performancemanagement system architecture designfor the organizational division andindividual levels an organizational KPIselection for organizations operating inthe oil and gas transportationtelecommunications and educationindustries she has also deliveredtraining courses conferencepresentations business simulations andother webinars related to the generaluse of KPIs this presentation lastsapproximately 30 minutes please feelfree to ask any questions you might haveduring the webinar as they will beanswered at the end of the presentationin our Q&A session enjoy the KPIinstitute's webinar smart workperformance management systems based onKPIsnow I would like to invite Raluca tobegin her presentationthank you very much and a for your niceintroduction hello everyone good morningor good afternoon or good eveningdepending on the time zone you arelocated in it's always a reason of joyto gather around professionalsinterested in performance and today isgonna be my pleasure to be guiding youaround today's agenda which will bestarting by explaining why such a systemand such a smart approach in workingwould be necessary to be addressed inorganizational context afterwards we aregoing to understand the methodology onhow to implement in a step by stepapproach all these best practices andafterwards we're gonna identify whoshould be the one responsible I knowit's most of the times a tricky questionlike who should be doing this who shouldbe governing this because it's a lot ofresponsibility enum on these people'sshoulders but we are gonna identify aswell the architecture and the governancethat the model that should be capturedin such a system and closing up withsome I would prefer to call them tipsand tricks based from also my myprevious experience in being involved intraining and consulting projects alongwith the KPI Institute and I are gonnaconclude with these and as well with thequestions and answers session first weare going to address the overall imageof what a performance management systemwould encompass and afterwards all therest of the topics are going to beaddressed one one by one when it comesto reasons why why such a system such aneffort should be should be operated inin an organization most of the peopleare relating their ass worse towardsthree key key aspects which would beclarity focus and improvement I knowthey they might sound a little genericor vague but when you put it intosomething really practical and maybe adailyto the workplace they tend to become asrealistic as day as they can forinstance because this performancemanagement system is is a system that incharge of collecting a lot of data whichis not accidentally gatheringperformance data like really relevantdata we assume the clarity to beunderstood as having a clear image onwhere you are imagine you would like togo from one city to another and themovement will have to be calculated byfocusing on the destination that youhave that's when the focus appears it'sclear about a city and the data of thecity where you are locatedit's clarity and the clarity as well istransposed on the journey towards thefocus like you will like you would liketo be focused on the next city that youwould like to to reach in between alsoas an organization is a lot of space forimprovement is a lot of space forcorrective actions you might havedifferent options for differentdifferent paths to take in order to getto your desired destination or desiredlevel of performance results and thispart of the of the corrections or thethings you can address in order to getthere we call it improvement so that's asimple way of putting the benefits thatmost of the professionals and thepractitioners we are involved with areclaiming or are justifying the necessityof such a system and the benefits thatare brought inside their organization asa personal example and maybe you canresonate with this at some point when Iwas in charge of the instructionaldesign team within the KPI Institutebecause we had as well a performancemanagement system in place then we arenot just promoting it for others but wealso have our own at that moment I'veseen myself extremely busy I could notsee my head out of all the tasks to bedone a lot of emails to be sent a lot ofphone calls to be made a lot ofdiscussions meetings and talks withwith different stakeholders so it on myway to do the office I was asking myselfI mean do I really need to take coverall these 100 plus the husks and to havethis lack in in yeah lack of visibilityor even capability in focusing on whatmatters the most and I was quitedisappointed at that moment because Ihad no idea what should I start withwhat would be the most important taskout of all that I had to to complete andI brought my answer from our performancemanagement system at that moment I'vesaid to myself like we are doing thiswe're promoting this I should be able tofind my answer on what is the mostimportant to be done and since I was theresponsible for instructional design andin charge of managing the teamconverting the face-to-face trainingcourses into online format I have simplyopened the scorecard and given the factthat there was a KPI related thisconversion rate I knew that what I needto do the first thing in the morningwhen I get to the office is to take overthese aspects and I also allocated theenough time to complete them what whathad to be covered from that project andthat may be it's it's it can be anexample on how you can as well createthe or face the prioritization problembetween between the tasks that you needto complete until the end of the day oruntil the end of of the week going alittle further because I have mentionedwhere the square card and this is theone of the most important tools that weoperate a moment we work with with theKPIsthe scorecard gets populated through theprocess that you see on the bottom ofthe image in green colored in green thescorecard gets populated by selectingthe right kpi'sso KPI selection will be the firstbuilding block out of these frameworkthat we are operating with KPI selectionmeans that based on the strategicobjectives that you have and thesestrategic objectives should be theoutput of the strategic planning processwhich happens prior to the to the KPIworking stage and KPI selection meanspicking up the most relevant KPIs thatmeasure the achievement of the strategicobjective the second building block isthe KPI documentation so all the KPIsthat have been selected will have to bedocumented in order for everyone to havea uniform and aligned and zerointerpretation subjective interpretationof the KPI itself containing thedefinition the calculation formula thesubordinate metrics and this kind ofdetails after the KPI selection anddocumentation it comes the activation ofthe system it's not only necessary todesign the most beautiful system systembut fnf it of having it would be andthat's how you evaluate the benefits ouror for the benefits realization out ofthe performance measurement system is byactivating it collecting the data forthe KPIs previously selected anddisplaying the data in in visual formatsin tools such as the scorecard that Ihave just shared with you about and andthe dashboard for more operationalaspects afterwards it comes themanagerial part if you would like tohave an active journey and activemanagement of your journey that isstarting from one city and goes to theother from the current state to thedesired state you need to take care alsoof the management side upon deactivationand address projects or initiatives orany corrective action that you might beable to take in order to get you thereand this would be the overall image onon of the framework that we that weoperate and to get a little moregranular perspective on all these stepsas per an implementation planto be drafted and sketched we have thefollowing the following approach thefirst in the last column of what a KPIimplementation project plan should betakes over the preparation and thefollow-up in the closing side what comesin the in the middle like in the centralin the central part of of the system isthe part of designing and activating itis replicable from the honeycomb thathas been previously illustrated thesteps are the same but they become alittle more granular granular in herethere is no magic formula in between butwhat I need to mention is the fact thatthis system will will have to be alignedlike one bill does not cure it all butthis bill has to be adapted to theorganizational diagnosis stage to makesure that the things are replicated inthe best possible manner to theorganization to take it from the firststep we usually conduct the audit whyyou know that clarity is necessary toknow to have clarity on where you are atthe moment in with the organization interms of managing performance measuringand management managing performance sothat would be the purpose of of this ofthis part of the auditingit covers five dimensions such asstrategic planning performancemeasurement performance managementperformance culture and employeeperformance management to have anoverview on all the segments that mightbe encompassed and relevant for thepurpose of the projectafterwards it comes a preparation andinitiation here is a moment whenresources would like would be preferableto to be allocated from theorganizational side internal resourcesto be coordinated by us in order todeployed following stages the friend thefort would be defined either defining orreviewing the strategy in case there aresome strategic objectives in kpi's atthe moment for foreigner organization weseereview what exists in order to bring itto the materially level that will ensurea proper KPI selection and documentationprocess step number seven isencompassing I would say one of the mostcomplex steps of performance managementwhich is a KPI cascading or KPIalignment would be a proper way to saybecause you might not go from from a topto bottom approach but rather from abottom-up approach that's why alignmentwould be a proper term to define it andthe employee level given the fact thatthe system when you get to individuallevel it's a little more complex becauseit might get connected to other systemslike with the performance appraisalswhich happen at the individual levelwith rewards and recognition systems andtraining training processes or subprocesses on the side of the activationit's a lot of technical aspects likecollecting data ensuring that the datais meeting the quality criteria in orderto be processed and reported dataanalysis which enables the decisionmaking process to be happening it wouldbe preferable even though I hear thisvery very often when when I work withprofessionals like it would bepreferable for the decision-making to beprocessing based on the data on theperformance data not by the direction ofthe wind if you know what I mean this atthis moment like most of the times theemployees in execution positions arecomplaining about not having enoughtransparency on on the data on thereports on the actual state which willjustify the decisions that the leadersand the management of the organizationis taking in order to address thecorrective actions and afterwards is thelearning and improvement which is likean ongoing process you stop and stare onwhat you've been doing and you adjust itfor for the future to get into even moredetails I will simply show you the imageon the subthe subprocesses that happen into eachof these these stagesI will not emphasize this too muchbecause you will anyway you get thechance to to receive these thesematerials but what I would like topinpoint at the moment is the timeperspective I mean if you look at thisit's 14 stages with a minimum of 5 or anaverage of 5 or 6 steps to be taken andit's a lot of effort to put to put init's a lot of human effort like in termsof human resources also when it comes tofinancial resources even when youdiscuss about engaging internal orexternal stakeholders into this processor creating systems to collect the KPIas you have selected in case there areno systems at all or even embeddingtechnology into into the solution soit's a lot of effort to to be taken inthis when it comes to time effort youmight wonder like how long would it taketo do with wide well I know it soundslike a cliche but it really it reallydepends most of the times it depends onthe organizational structure and thespeed that usually the management teamwould like to do to drive with themoment in the moment of theimplementation what I would like toshare with you there are some twoexamples of Gantt charts that relate tothe previous steps and framework that Ihave just shared about you know they arenot just stories they are not just somebeautiful dreams on implementingperformance and some theoretical textsthey become reality through theseactions the same principles arereplicated in here for for these levelsand in this example we have animplementation based on four modulesthat goes across the threeorganizational levels so the first isthe corporate level and it goes downlike cascaded to operatelevel and the third part goes toemployee level individual performanceand the follow-up is like a separatemodule that is supporting like anenabler for for the three aboveabove-mentioned it gets up to the threemonths but to be honest that's there'sthe moment of designing the systemthat's the moment of creating theprerequisites for such a system to be tobe working it can be three months it canbe six months it can be one yearsactually it also depends on theorganizational size on ourorganization's intentions in terms ofspeeding speeding up the process in herewhat we have is is the same or the samemodel but including the time frame for aperformance audit to be conducted priorto to the project implementation in casethere is something already alreadyimplemented it has to be only reviewedto be even more specific I would like topresent to you a case study that we'vebeen that we've been all working on thatcorresponds to these five modules thatI've been just sharing about forinstance if you wonder like at least forone level on effective days of work howlong it would take well it covers moreor less five days when the strategic thestrategic intention of an organizationget to be defined and the organizationalperformance architecture gets to becrystallized at least to this to thisledge stage the KPI documentation inhere is not so significant because youwill most probably end up with aroundtwenty kpi's more or less 25 which canbe easily documented in just one day andas well you will you will need topopulate the KPIs for the main toolsbecause I've been just sharing with youand just mentioning verbally mentioningabout the tools up to this momentwell that's housedthe GMAT would look like containing thestrategic objectives this is like onefrom from practice that we've been we'vebeen working onthat's how score a strategy map lookslike and the objectives that have beendefined in here represent theconclusions of strategic planningworkshop they get to be translated intointo the scorecard here is a previewbecause it only has two perspectivesadditional perspectives financial costand customers the second and the secondpart is internal processes and peoplelearning and growth which are notdisplayed in here so this would be thesecond most important tool to beoperated with that's the moment when theKPIs appear for the objectives that havebeen outputted in the strategy in theprevious strategy map and the dashboardcompared to the scorecard has a graph[Music]the performance a line in here isdisplayed in in in shape of graphs ingraph representations graphicalrepresentations in comparison to thescorecard which has more like a tableview in here we have more context aboutthe data KPI yet clustered around eitherprocesses or interest aspects for for 40organization it goes hand-in-hand like asupport tool for 40 scorecards being tobe operated this would be the firststage that what gets that what getsdeveloped as part of the the first stagewell in the second stage is thecascading part which I told you I find Ipersonally find it being the mostcomplex because you need to really enterthe departmental world the operationalworld and have a discussions around noLegion performance on KPIs and as wellon the industry specific the industryspecific organizations your organizationscope and main main activities that getoperated by the teams by the departmentin order to find the mosteleven KPIs that will encompass theimage of their performance at the end ofthe day so it's a component of thetraining then it comes to the workshopswhen it's a face-to-face interactionwith each department or each team and aKPI documentation again which nowrepresents a higher effort since sincethe structure gets multiplied in this inthis moment in this case the first stageis the software configuration which issomething that can be accessed or can'tbe accessed at the moment at like in themoment of designing the system therecommendation and my personalrecommendation for the beginning wouldbe to simply work in in the format thatmost of the employees currently operatewith from my previous experience it wasthe Excel but in case there is already abi software a bi your solutionimplemented I would recommend becausepeople are used to to eat to integrateit in in the same in the same approachrather than opting for somethingsomething different you know change hasto be managed in this moment people hadno idea before what a KPI is what aperformance evaluation may be fordepartmental and even when performancereview happens at the organizationallevel what what this is encompassing soit takes time for people to get used tothisin this context the third the fourthmodule for this project was related toeducating people on performance andstrategy and having having communicationcampaigns to sustain the transparencythat such a system such a PMS employsand operates and creates afterwards ittakes time when it comes to the lastlevel here is the individual theindividual side in here we eitheroperate individual positions or jobfamilies in case in case yourorganization is is extremely large theapproach is similar to to thedepartmental level what what what likeselecting the KPI is in individualscorecards documenting these KPIseducating people on how to use thesetools what is different is a part ofbehaviors and competitions that gets tobe addressed in here of course we cannottalk about the behaviors andcompetencies at a department level butthey have to be replicating eachindividual as per the job requirementsof each employee this is the mostextensive part of of the project giventhe fact that the effort if it has beenmultiplied by the number of departmentsof team teams now it gets to the mostgranular side of the business to have anoverall image on what has resulted as anoutput of such a project this would bethe image this would be the image interms of corporate you can consider thateach of these small tables represents ascorecard and dashboard and a strategymap so in total they have been you caneven see here how they've been dividedand dragged down to to the lower unitsof of an organization both scorecardsand performance dashboards it's not aneasy job now you can really understandthe time they mentioned that such aproject would contain what matters themost is to is to go back to the firstthe first topic addressed in thiswebinar is like why does this work whatand and go into the benefits of why thisshould be implemented when it comes tocreating clarity around the organizationtransparency and minimizing thesubjectivity that might arise in innerorganizational processes well I thinkthat's when it's really where it's wildnow when it comes to who should have onon the shoulders these responsibilitiesof making this work well it comes theperformance management office or atleast that's what we recommend to be tobe it to be formed a moment such as sucha project gets into into an organizationor maybe I mean usually whenwe arrived we are there because eitherthe HR or the financial team has alreadyhad some preoccupations aroundperformance and how should be manageddue to either individual performanceappraisal I get will complain on howthey are currently evaluated and theyneed to get the full image of anorganization to know to have a referencepoint on evaluating a person whether ithas but whether a person has beenperforming or underperforming so in thismoment the need comes from their sidebut our recommendation is to have adedicated capability around performancemanagement since you have seen it's it'sit's a lot to be done around talking todepartment heads designing the toolsQuality Assurance around the performancedata that has been collected maintainingthe system making sure that that theperformance meeting reviews arehappening take place decisions are beingare taken around around performance datapeople are driven by by the KPI targetsthat have been previously defined andall these the first would be preferableto be governed by such such an office itis like in terms of the skills and thecompetence is it such such a team shouldhave its lot to be covered ranging frominterpersonal skills up to technicalskills of software operating software'sor since the data has to be introducedeither in a bi or other other softwaresolution so ranging to from this part ofinterpersonal skills all the way up totechnical skills they would need to toengage the stakeholders the leaders themanagement of the organization indiscussions that will ultimately supportthe existence of such a project and suchsuch a system within them within thecompany so it's a lot to be done and itwould be preferable to have a dedicatedteam around this rather thangetting the responsibility on somecurrently existing positions such as theHR coordination or maybe something inbetween HR and the finance and financialteam it would be preferable to bededicated so that there is nooverlapping in the roles and thesepeople are being paid to make this workand to make the magic happen within theorganization when it comes toperformance and reaching the desiredstate and executing and implementing thestrategies that we always work workaround at some point I've been attendingchaplains workshop in in a conferenceand there is something that I reallyresonate and on one what he said he saidat that moment that we are the best inmaking plans we are the best in creatingdeveloping the most beautiful and tastystrategies but where most of theorganizations fail in is in theirimplementation and I think that thisperformance management office within anorganization should make sure that thestrategy gets implemented through thetools and the sub processes let's takeover this when it comes to bestpractices in working working with KPIsthere are a lot to be to be mentionedbut I will only focus on some on some ofthe aspects that I have as wellpersonally found from from practice andfrom the projects that I've beeninvolved involved with well when itcomes to the context of like theorganizational context of implementingsuch a system I I really think it's it'simportant to to make people understandwhy the organization has decided to dothis and what's in it for each and everyperson around like if you will only comewith a system that will ask for moreeffort from my side and I will see nobenefitout of this and I will be simply forcedto do this most probably I will betotally disengaged and I will rejectsuch a system so it's important to gofor the positive side and the benefitsthat this would bring and this wouldbring into making everyone not workingharder but working smarter even the worditself like the name itself keyperformance indicator it's making usthing bad it's the key it's notreporting anything that we have aroundany data that might be easy to reportbut we focus on what is the key foreveryone from organizational levelcascaded down to individual level soit's the key of the most important andthe most intelligent part of what wecould be doing besides this from from mypoint of view when such a system getsimplemented given the benefits thatshould be outlined in the preparationstage I think that some errors that thatmight be made in in organizationalcontext relate to target achievement andthe connection of target achievement tosystems to bonus systems the rewards andrecognition systems that already exist Ido not recommend to immediately connectthe two of like the target achievementwith the reward itself it's becausesince it's maybe the beginning of of thejourney perform of the performancejourney the system might be not matureenough as to link it to the bonus andreward system and because it is notmature enough remember the therecalibration and the review and thelearning and improvement side since youare doing this for the first time itmight not be in them in its perfect orin its best solution at the firstroll-up of of the rollout of the systemso let it get mature enough that peopleget used to this instead of thatconnecting it to monitor incentives tofinancial incentives because thingsmight go to to a negative side and theywill just see the money out of this butthey will not feel the benefits into thedaily life into their activities in theway they operate in the processes in thetasks and everything that they are thatthey are doing when it comes to themethodology itself so this was about thecontext the organizational context andthe organizational message when it comesto methodology I think that therecalibration of the performancemanagement system would would be thebest thing that could happen when I'mwhen I'm saying recalibration I refer tothe fact and this is something that I'vebeen personally advocating for in in thelast years is after the cascading hashappened from your organizational levelto departmental level you get the chanceto collect relevant insights from theemployees generally when you look afterlike generic frameworks of implementingthis the recommendation would be afterdepartmental level to go immediately toindividual level well personally I wouldlike to recommend and I've seen thatthis makes a lot of sense in practiceafter the departmental level so afterthe cascading Stage two fromorganization to departmental level go upbecause you have collected in size fromthe employees you have collected in sizefrom the most relevant people that couldoffer their insights and things mightneed to be slightly adjusted at the topinstead of going and spreading thedepartmental architecture to theindividual level in a format that is notin its best format it will get a lot ofrework or rework afterwards so take thetime after a departmental level andrecalibrated to from from from abottom-up approach to organizationallevel and feel free and don't hesitateto take the benefits of recalibration atwithin within the implementation anotheraspect related to to methodology wouldbe the KPI documentation I mean I knowit's nothing very very small to be donewhen when you put it an extra strategydefinition objective definition KPIselection or KPI cascading keep yourdocumentation seems to be like thesmallest brother in in this family but Ithink that its role can be vital whenimplementing this imagine you'reselecting KPIs for the organization theyare like in in their perfect format inthe organizational scorecard but at thetime you go to the department and youget a chance to see not only 10 leadersof the organization but you get a chanceto see 20 or more more of your start ofyour work force you get to see thatpeople don't understand theorganizational KPIs the same way thatthe management has has has got the pointon them so I find it really importantand critical to document the kpi's aftereach selection stage it has beenconducted to make sure that people getthe clear image and the clearunderstanding and a uniformunderstanding the moment you go to thelower levels well at some point I'vebeen involved in in a project in inBotswana with the communicationregulator of the countryand because we they had already ascorecard in place since we've beeninvolved in the training process I wasreally curious about some of the KPIsthey they were reporting on and a kPawas was names such as age age I index orsomething like this and because I was infront of the the leaders of theorganizationI took the freedom to ask what is thisall about like I thought I knew it allabout a kpi's but this one I don'treally get itand it was a funny moment because theywere not able to clearly a swear on whatis that index that they are trackingthey have said that the performancemanager finds it really relevant which Idon't find it enough as an answer to beaddressed this this question but youknow things happen so you might forgetwhat a gay bi was all about the momentyou decided to select it and how itshould be calculated KPI documentationis eliminated eliminating this kind ofpitfalls around around the system andit's a simple step that we can takeafter each yearit's a KPI KPI selection stage that isbeing conducted when it comes to thenegative side on when not to implementsuch a system because because there areinstances when I would not recommendthis to be done I would recommend it tobe done after the moment of thishappening it would be the following ifyour organizational structure is not inplace I mean if there are thingschanging and moving and relegating andyour organization is in involved in aprocess of restructuring I think thatinserting a PMS a performance managementsystem to the to the context to to thecurrent context would not be favorablebecause you will only waste your timewith recalibration and we work afterwork and I would prefer to to settledown like and recommend to to settledown and after everything has beenrestructured to start implementing thePMS otherwise it's it's a waste ofvaluable time that could be invested indifferent in different directions umwhen it comes to the workforcepreparation here is mentioned like whenthe workforce is not prepared yet wellit relates to to the learning processlike when you and down to the individuallevel with a KPI selection imagine thereis a companywith 10,000 employees of course you didnot have the chance to enroll them intraining programs internal or externalaround performance management you didnot get a chance to involve them all butyou reach the individual stage of theperf of the PMS they might be notprepared for this if you got to theselection workshop for individual leveland they have no idea what a KPI is wellI think is the moment to take the timeand invest in in their in their learningif they don't understand what this isall about why it has appeared theirlevel and why do they need to dosomething different well I think it'sthey are not there yet to to to operatewith with this so take time to invest ininvest the time and efforts in inbuilding up their knowledge base so thatthe PMS can be operated afterwards andthe last idea when which I have found isnot favorable to a PMS implementationone moment is when when the leaders ofthe organization don't believe in thePMS it gets connected to the purpose andthe reasons why you can implement aperformance system throughout myexperience I have also faced momentswhen managers have just said we wouldlike to measure performance to highlightthe red area so that we can rid of thesepeople from the organization get rid ofthem and I think that's not the rightway of doing this so when the leadersdon't believe in the positive aspectsthat searches system would bring such ashaving clarity around performance gapswhich should be covered to thecorrective actions to the initiativesaddressed in order to create developmentthe necessary development that will getthe individual the team and yourorganization in the desire state well Ithink it's it's not yeah it would be notfavorable a favourable moment to to workaround the performanother favorable context for these tobe to be deployed imagine you get intointo the workshop room with with withthe team with the department and thehead of the department is simply sayinglook now if you are looking at our jobdescriptions they are not updated we aresimply working on anything that has tobe done within your organization becauseit comes as an emergency and we need totake over this but what we are doing isnot what we should be supposed to bedoing at this moment well I think it's alot of disengagement and lack ofcommitment into bringing up a PMS thatis recommended and it's favorable to beaddressed in a moment of stability andhaving updated maybe job descriptionsand documentation that can that canrepresent the inputs in into such asystem there it doesn't make sense toselect some KPIs for a JD that theemployee doesn't operate according to tothe task that should should be doingotherwise it would be just creating asystem that is reflecting somethinghappening around your organization butnot the expected thing to be to be doneacross the organization yeah and I wouldjust wanted to emphasize on this theseare real situations that that appear andis recommended to to avoid avoid thesethese moments in this context what Iwould like to do to finally suggest youis to compile an implementation planthat illustrates the speed the capacityand the steps that an organization isready to be to be taking a properorganizational environment when it comesto the learning component around theemployees and the leaders of theorganization that don't feel forced justto implement something because the CEOwanted to implement that butto encompass the time perspective aswell in creating the buy-in from all thestakeholders either internal or externalstakeholders and the third suggestionwill be to go for dedicated capabilitiesaround offices that should overseearound the pms implementation and thatwould be the image of of our today'swebinar I'm looking forward to receivingyour your curiosities and questions nowyoualright there seemed to be no questionsat the moment so that brings us to theend of our first webinar of the year Ilook up do you have any final words forour listeners well I'm looking forwardin meeting different learning scenarioseither the webinars or the trainingcourses that take place in either inhouse or on on open format I'm reallyglad that we had a chance to discussaround your interests on on performanceand I wish you of course the best ofperformance thank you very much onceagain for your presentation the KPIInstitute appreciates your interest inthe webinar smart work performancemanagement systems based on KPIs followour websites and our social mediachannels to find out more details aboutour next webinars whenever they getposted also if you are interested ingetting a certification granted by theKPI Institute on vital areas within theperformance management discipline youcan explore our scheduled courses onMarketplace dot KPI institute.org thankyou once again for your participation wewish you the best of performance andhave a nice day