I think that it is hard to measure productivity of planning, but actually, good plan is the most important thing. Productivity of action is more measurable thing as there are results that can be measured.

The most interesting is measuring the productivity of some creative job, e.g. thinking about new idea or new product. How to measure productivity of this? The good start is measuring the number of ideas that first were ideas and now were released as a project or test project. It doesn’t matter if the project really shot, because one need to do a lot of mistakes before something will really work out.

First and foremost, there is good supervision when the personnel subordinate to the supervisor are very active in their jobs and in their general involvement in the company. A very low number of employees resigning from the company in a year indicate that it is well supervised. A good supervisor should also be able to lessen work-related hazards. The good supervisor does not deprive subordinates the hope of being a supervisor, too. He should be able to nurture the goals of those under him to be promoted to a higher position. A good supervisor will ensure that there is development in the abilities, talents and competence of his subordinates, and prepare modules and training sessions to improve these.

The supervisor does not make all the decisions for the company by himself. Good supervision means good collaboration with other personnel with authority within the company, too. A company’s development could be best planned out if the supervisor who has direct contact with employees has good rapport with the stockholders and others of managerial positions. Moreover, the supervisor should be able to maintain a free flow of information from his end to other departments in the company. The supervisor should have a propensity to solve problems without causing too much trouble and delays. Good supervision also means being able to gather the general consensus of colleagues in certain decision-making processes.

Another important KPI is the achievement of certain company goals. Every company has short-term and long-term goals. It should be identified how many of these goals are achieved during the term of the supervisor. The checking could be done annually or quarterly, if necessary. For long-term goals, there should be constant monitoring if the supervisor is directing efforts toward the achievement of that goal. There are also processes involved to get the desired result. Supervisors must be able to utilize and maximize these processes. Since, the two KPIs elaborated in this paragraph are very important to company success; it should be closely watched by stockholders to make sure that the supervisor’s performance in this area is very good.

The ability to supervise well is evident in the longevity of the supervisor, not only in the company he is working for but also, in the industry where he belongs. Personal successes that are related to work are very important indicators of a good performance as a supervisor. Companies invest in the management and supervision of their employees. Supervisors play a crucial role in the sense that they serve as the bridge between the employees and the employers. Excellent supervision is non-negotiable otherwise, it would weaken company authority. Thus, supervision KPI are very much needed in any company.
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If you are interested in supervision kpi, check this web-site to learn more about supervision metric.

Having said that, it means that business is not simple. It is a complex term and taking it lightly would mean disaster. Again, when you start your own business, you have to consider every detail, ever aspect. You make sure you do not leave out anything because it could be the very start of your downfall. Little creases here and there start slow, but they do multiply quickly and can spread fast surprisingly, so better take control before this happens. Putting it in simpler terms, it means that if you get too busy selling your pancakes, be sure to check your fire in the kitchen every once in a while, lest you want to end up cooking your entire kitchen as well.

Fires and kitchens, what could these things represent in the serious business setting? In analogy, these could very well mean your employees or the people who work for you. People whom you entrust your investment to, right? If you leave them unmonitored, you are risking the very thing that you are striving to succeed for your business. Whether we like it or not, people need a little push sometimes. In this case, they need to be monitored, especially in terms of performance and productivity. Checking on them does not always suggest that they are not reliable at their own jobs. This could just mean that you do care about what they are doing and that you want to see them work for the growth and success of the business. This, by the way, should be your shared ultimate goal.

So, how do you “check” your employees? Do you need a certain primer to accomplish this? Well, you can start the development of motivation metrics. These are quantifiable aspects that determine just how motivated your employees are. By implementing these, your employees can see for themselves where they currently against corporate goals and objectives. You can list down things that can motivate your employees so that they can maximize their performance. This could be a great start.

And as you go on with your venture you will eventually see loopholes or areas of improvements for your business. These are normally encountered by a growing company. When these things occur, you can always regroup and consult your people so that, together, you can modify the motivation metrics that you set up. Overcoming loopholes would become easier. We can never stress enough how important employee motivation metrics are. These can be the very lifesaver of your business when things get rough along the way.
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If you are interested in employee motivation metrics, check this web-site to learn more about worker motivation metric.

A strategic way of selecting people for newly opened positions for the company expansion is by getting people internally. Meaning, you promote existing employees to fill in the upper positions and hiring new ones for the vacated lower posts. Why is this move strategic? What makes it such? A lot of reasons can be said, but the most compelling one is that by choosing someone who is already working for the company, you are choosing someone who already knows what the company is all about. From there, the advantages can be countless, as compared to hiring someone externally who knows nothing about your company.

Now, the question is who do you promote?  This is a very good question. If you are currently enjoying your success, choosing smartly can keep you up and successful. The key is having the most qualified people for the positions. First, you look at performance records of your employees. You screen each and every one until you come up with a short list of possible candidates.  You need someone vigilant and shares the same goals as you do, someone who can lead and maintain the current momentum of your business. A look into employee involvement could greatly help here, since involved employees would surely be more promising than the ones who are not so involved in the office setting.

Next, you speak with the people that made it to your list personally. It always helps to know these people better since you are going to entrust something precious onto them. Normally, you will be able to come up with a list of people whose competencies are almost alike, people whose performances are all excellent and spotless. This can be a dilemma because you can be confused in the selection. To remedy this dilemma, you might need to formulate something for the tiebreaker. And of course, this tiebreaker should be something reliable.

So, if you are at a standstill in terms of performance, go somewhere else. Look at their personal lives. Check how they behave both inside and outside of your company. About their behavior inside the company, an employee involvement scorecard helps the most. As mentioned above, the involved employee would make a better choice than the uninvolved and aloof one. Being as involved as an employee possibly can, this is a more promising prospect since the employee himself would know the ins and outs of the company already. So why should you promote someone who does not know every nook and cranny if the business as opposed to someone who does, right? Thus, implementing the scorecard can help you determine just that: the person who is worth the promotion.
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If you are interested in employee involvement scorecard, check this web-site to learn more about worker involvement scorecard.

Having said that, it means that business is not simple. It is a complex term and taking it lightly would mean disaster. Again, when you start your own business, you have to consider every detail, ever aspect. You make sure you do not leave out anything because it could be the very start of your downfall. Little creases here and there start slow, but they do multiply quickly and can spread fast surprisingly, so better take control before this happens. Putting it in simpler terms, it means that if you get too busy selling your pancakes, be sure to check your fire in the kitchen every once in a while, lest you want to end up cooking your entire kitchen as well.

Fires and kitchens, what could these things represent in the serious business setting? In analogy, these could very well mean your employees or the people who work for you. People whom you entrust your investment to, right? If you leave them unmonitored, you are risking the very thing that you are striving to succeed for your business. Whether we like it or not, people need a little push sometimes. In this case, they need to be monitored, especially in terms of performance and productivity. Checking on them does not always suggest that they are not reliable at their own jobs. This could just mean that you do care about what they are doing and that you want to see them work for the growth and success of the business. This, by the way, should be your shared ultimate goal.

So, how do you “check” your employees? Do you need a certain primer to accomplish this? Well, you can start the development of motivation metrics. These are quantifiable aspects that determine just how motivated your employees are. By implementing these, your employees can see for themselves where they currently against corporate goals and objectives. You can list down things that can motivate your employees so that they can maximize their performance. This could be a great start.

And as you go on with your venture you will eventually see loopholes or areas of improvements for your business. These are normally encountered by a growing company. When these things occur, you can always regroup and consult your people so that, together, you can modify the motivation metrics that you set up. Overcoming loopholes would become easier. We can never stress enough how important employee motivation metrics are. These can be the very lifesaver of your business when things get rough along the way.
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If you are interested in employee motivation metrics, check this web-site to learn more about worker motivation metric.

The Leadership Capital Assessment is a formal instrument of measurement in this metrics. Leadership Capital refers to the six areas of competency possessed by a person in order for him to lead the company to brighter and more prosperous conditions. These competencies are innate qualities of an individual that are useful for effective leadership. He must have the wisdom, trust, courage, voice, values, and vision. Vision and values are two philosophical frameworks used by a leader in his operations. Wisdom and courage are sterling attributes for a leader to make effective strategies, come up with the right decisions, and solve problems. A leader’s trust and voice could lead others to follow the path a leader is directing them to. These qualities are needed to interrelate with others in the company.

This self-examination metrics basically measure the six competencies on a scale of 1 to 99. An ideal average of 70 is needed after all areas of competency are graded. A score of more than 90 and less than 40 indicates that the individual is displaying tendencies for anti-leadership. Anti-leadership refers to either the lack or excess of leadership capital elements.

Although a leader may possess innate qualities that are very useful for him to lead the company, it is also important to consider the environment he works on and the prevailing conditions. These conditions are important elements that would provide the individual a good opportunity to lead. Ideally, the person must be at the right place and at the right time. He must also do the right things that would move the company forward. Most importantly, he must be working with the right people. These conditions are very vital since these would foster the leadership capital possessed by an individual.

The metrics rate these conditions from the range of very poor to very good. An individual must be presented with good to very good conditions in the four areas. Otherwise, their environment is not good for them and they will have less than ample opportunity to lead.

An ideal leader is someone who exhibits the right balance in all six competencies. Deficiency and excess in these competencies could result to disastrous leadership. Metrics are very important here since these could identify problems in leadership and could save a company from the perils of disastrous leadership. More importantly, the leadership metrics used are better than a mishmash of opinions and judgments where certain elements of leadership might be left unexamined or over-baked in scrutiny.
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If you are interested in leadership metrics, check this web-site to learn more about leadership dashboard.

This type of scorecard is not your ordinary scorecard at all. It zeroes in on certain areas that would measure your performance. And everything is done step by step. It is important that you observe closely your ability to affect changes. You have to start with small scale changes then go up to large-scale improvement in your organization. Rate yourself from a scale of 1 to 10 for this.

First, observe how effective you are in convincing a certain subordinate to do new things that would improve the organization. Second, try influencing a colleague to act or think differently. You can do experimentation with at least three subordinates and another three colleagues. Then, rate your success and make notes. Then, you can proceed to the next step, albeit a bigger one.

Now, try experimenting with someone who holds a higher position than you. Your boss would make a good choice here. You can try selling a new idea to him perhaps. Observe how he reacts and try to convince him that your idea is beneficial to your company or organization. Then, score your success and take note of how fast you are at convincing your boss.

After experimenting with your subordinates, colleagues, and your boss, it is time to see how well you are with convincing your whole department to affect changes. This time, you will be convincing a considerably larger number of people. Initiate a change in one small but significant procedure in the department. And if they agree, see if you can convince them to do some changes in a larger scale. Again, make notes and rate yourself.

Now, for the ultimate test in your scorecard, convince the whole organization to undergo a major shift in direction. But first, you have to do a lot of consulting and brainstorming before you propose such change. If you can get through this test in a breeze, then you are a very effective leader. Evaluate the whole process you went through and browse over your notes. It is time to identify your weak points and decide on how you could improve your leadership. Remember, the scorecard is not merely intended for checking your performance, but for improving it as well. And besides, your bosses could be creating their own scorecard and evaluating you, too.

There has been enough evidence to show that people tend to change easily if they measure their own success. This is one of the most important purposes of the leader scorecard: changing the leader so he could lead the organization towards a better direction over a period of time.
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If you are interested in leader scorecard, check this web-site to learn more about leader dashboard.

How can you evaluate the leadership efforts of managers and supervisors? Before setting up the scorecard, you need to categorize the leadership attempts from small to large scale:

* Convincing leaders to do something new;

* Influencing peers to act or think differently;

* Selling news idea to your superior;

* Getting the HR department to modify small but important processes;

* Convincing the HR department to accept larger scale changes;

* Influencing the entire organization to change direction; and

* Convincing the organization to implement this major change.

You can also think of other categories. Monitor how often in each week the managers and supervisors show leadership at each level. The above list will encourage you to start small. If they have successfully shown leadership many times at the first levels, then you might be certain enough to elevate your game to much higher levels.

Specifically, you can also answer the following questions to evaluate managers and supervisors: Are the leaders promoted from within really demonstrating leadership competence, or were they chosen because they were the only ones “left standing”? Do they exhibit maturity and reliability? Are they capable of establishing healthy working relationships with other people? Do they learn when receiving supervision? Are they passionate about their jobs? Have their inferiors developed extra skills? Are there “results” from the processes they manage or supervise? Can they delegate effectively? Do they possess the skills in motivating their staff? Do they exhibit can-do, positive attitudes?

In addition, do the managers and supervisors take on complicated tasks? Is there regular individual supervision? Do they hang out with their subordinates outside the office hours? Do they get what they need from such departments as finance, HR, communication, and facilities? Do they recognize the dedication, hard work, and good work of their subordinates? Do they make written “goals” to pursue? Are their work aligned with organizational goals?

Why should you bother in evaluating the leadership of managers and supervisors? The major motivation for it is that their confidence could be boosted and it might cheer them up to demonstrate even more leadership. They probably show their leadership competence in many ways daily without even noticing it. They can easily fail to notice the seemingly little things they perform each day, not aware that they have affected people around them. They may discount things that seem easy or obvious for them. Often, many leaders do not consider such things as major concerns; however, they might be very difficult and new for others. Therefore, if you do not use the scorecard, then the managers and supervisors may think they are not actually showing anything at all; when in fact, they are showing leadership competence.

There is an old adage: What gets quantified, gets done. This also applies to leadership. A leadership scorecard measures leadership potentials and can provide justification to your leadership development programs.

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If you are interested in Leadership Scorecard, check this web-site to learn more about leadership roi.

One of the most important factors under Growth and Development is training. A company should always come up with training programs at least once a year to teach new skills and improve the existing ones. Job Stability measures the average time period an employee spends in the company. The third factor under Growth and Development is Promotion. The certainty of being promoted to a higher position motivates employees to perform their jobs to the best of their abilities. The last factor under Growth and Development is Growth Path. It is always important for employees with serious career ambitions to know that they will grow while working in the company. All of these factors pertain to company initiatives to provide learning and growth to the employees.

Monetary Compensation is comprised of benefits in form of money that the company provides its employees. This, of course, is the prime motivation for getting a job. One of these benefits is the ESOP or the Employee Stock Option Plans. Many companies give their employees option to buy shares after a certain length of tenure in the company. Another benefit is the Salary. Insurance Benefits are very important as well, and so are Bonuses and Incentives. A bonus is usually a percentage of the salary provided by the company.

There are also KPIs that are non-monetary in nature, and they refer to the factors that are not in form of cash, but can still encourage employees to be motivated to do their jobs well. Hygiene Factors are not necessarily very effective key performance indicators, but the absence of Hygiene Factors or a clean working environment can drastically affect employee’s motivation. Family Welfare Programs that are offered by companies are, of course, very important to employees. Recreational Engagements could provide fun and relaxation to employees, therefore a good motivation for them to stay in the company. And, of course, Supervision. A well-supervised company is always a joy to work in.

The last category here is composed of the Intrinsic Factors. These are factors that can be used to judge the motivation of company employees. The number of projects assigned to an employee, recognitions received, how well the employee handles competition, and how he handles his subordinates are good ways to measure the motivation of the employee.

Identifying motivation KPI is beneficial for a company since it would reduce the number of personnel who would quit their jobs and seek greener pastures in another company. And in doing so, provides the company with good, solid image.
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If you are interested in motivation kpi, check this web-site to learn more about motivation scorecard.

Imagine how motive can go a long way in a company. When the company gives even just a single employee enough motive to do his job well, that employee becomes happy and content. The employee’s attitude towards work can influence others to do the same. This results to a happy working atmosphere.   A happy working atmosphere builds happy working relationships and good teamwork. This will lead to   outstanding products and services, which will increase client patronage. In time, client loyalty will become established. In short, increase in employee’s productivity leads to increase in sales.

Many companies would go the distance to give employees the motive to do their jobs well. They invest in programs that increase the motivating factors of their employees. The most effective KPI for motives are the giving of incentives. These could be in form of cash, tour packages, gift checks, or bonuses. The main motive of those who tend to perform well is to get these incentives. But companies must have a definite goal of what they want to get out of their employees before they design an incentive system.

Cash and gifts are not the only incentives that would increase employee motive. Recognition for a job well done is also very important. One must not discount the fact that for some, the acknowledgment for a job well done is greater than all the other incentives combined.

It is also important that companies should make the jobs of their employees interesting, exciting, and challenging. It gives them a reason to look forward to every day at work. Company HRs should conduct a survey, or better yet, talk to each employee about what challenges them in their work and what they like best about their jobs. Recognize that there is always a diversity of talents and interests among employees within a company. Then give them tasks that are in line with their interests and would highlight their talents. It always boosts the self-esteem of every employee.

Employees should be involved in some, if not all, of the decision-making process. Involvement in the work process gives employees the added responsibility to follow the process or system he or she has taken part in setting up. This would also give them an idea how to accomplish the desired result in a faster and cost effective way.

Motive KPI are mostly based on incentive-driven and happy working environment principle. This is because employees must be taken cared of well if companies want them to develop enough motive to excel. Employees are company assets, human resources, that are invaluable.

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If you are interested in motive kpi, check this web-site to learn more about motive scorecard.