I work as a salesman and I aspire to get into Business or Data Analysis. I'm creating a project to view the performance of us as employees throughout the week. Any suggestions on what metrics I could focus on to show this to my store manager?
I’m not an expert in KPIs, but I’ll throw in a few suggestions I hope would make some sense. Whatever you develop would need to factor the kind of role each employee is playing, so the performance indicators should be a reflection of the realities of the role.
Indicators of performance could include:
Use of time (what specific work did each employee achieve within pre-determined time blocks?). You’ll need to have measurement and verification protocols in place.
If there's a quality assessment mechanism in place, on a scale of 1 to 10 (or some other custom scale), how did each employee perform on their tasks? So it's not just about quantity but quality of work.
Where supervisors have to return incomplete or unsatisfactorily done work to employees, there could be a system to log this two-way (or more) feedback loop. The more it's done, the more it reflects poor quality of work. The less it's done, the more it reflects high quality work done by employees. This would be more ideal in settings where reports or proposals are generated for higher management to review, or in design related roles. Less loop cycles means higher productivity, as the department can move on to other things. The more single loop cycles for an employee would imply that that employee is a high performer.
If moving physical goods is involved (like from a store to sales outlets), you could try logging the difference between time of orders and time of actual dispatches (for each separate order made). Time of delivery should also be logged and the differences determined. Establish time thresholds as basis for evaluation of what's poor, average, and high performance. This still falls under use of time (Time Management). However, you’ll need to factor circumstances beyond the control of employees so as not to wrongly evaluate them for events that they couldn't control. Such should fall under exceptions.
Last but not of least importance, overtime should be an indicator of employee performance - amount of work done and the quality thereof. Of course, rewards should come with that as well.
I hope these few suggestions help with your thoughts.
I work as a salesman and I aspire to get into Business or Data Analysis. I'm creating a project to view the performance of us as employees throughout the week. Any suggestions on what metrics I could focus on to show this to my store manager?
I’m not an expert in KPIs, but I’ll throw in a few suggestions I hope would make some sense. Whatever you develop would need to factor the kind of role each employee is playing, so the performance indicators should be a reflection of the realities of the role.
Indicators of performance could include:
Use of time (what specific work did each employee achieve within pre-determined time blocks?). You’ll need to have measurement and verification protocols in place.
If there's a quality assessment mechanism in place, on a scale of 1 to 10 (or some other custom scale), how did each employee perform on their tasks? So it's not just about quantity but quality of work.
Where supervisors have to return incomplete or unsatisfactorily done work to employees, there could be a system to log this two-way (or more) feedback loop. The more it's done, the more it reflects poor quality of work. The less it's done, the more it reflects high quality work done by employees. This would be more ideal in settings where reports or proposals are generated for higher management to review, or in design related roles. Less loop cycles means higher productivity, as the department can move on to other things. The more single loop cycles for an employee would imply that that employee is a high performer.
If moving physical goods is involved (like from a store to sales outlets), you could try logging the difference between time of orders and time of actual dispatches (for each separate order made). Time of delivery should also be logged and the differences determined. Establish time thresholds as basis for evaluation of what's poor, average, and high performance. This still falls under use of time (Time Management). However, you’ll need to factor circumstances beyond the control of employees so as not to wrongly evaluate them for events that they couldn't control. Such should fall under exceptions.
Last but not of least importance, overtime should be an indicator of employee performance - amount of work done and the quality thereof. Of course, rewards should come with that as well.
I hope these few suggestions help with your thoughts.