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Performance Indicators
 
1. Financial measures of the Unit's performance.

Self-sustainability and loss account items such as sales, gross margins and net profit.
Balance sheet items such as total assets, working capital.
Cash flow items such as operating cash flow, capital expenditure and cash flow financing.
Other relevant indications such as value-added, return on net assets and return on equity.
Budget management and control
Audited accounts such as income and expenditure items (including grants obtained and any income generated)
Year-on-year efficiencies and surplus allocation
Discounts and trading terms with suppliers
Competitive marginal rates for service.

(Several of these can be expressed in absolute terms or as ratios per unit of capital or person employed).
 
   
2. Additional measures of the Unit's performance.

Areas to address could include efficiency and effectiveness measures vital to the Unit's continuing success. Many of the measures will be related to the key processes mentioned before. Areas to address could include measures of performance related to:

Information:
- relevance
- accessibility
- timeliness
- integrity
Performance
- market share
Cycle times
- course processing time
- course delivery time
- time to resolve complaints
- batch processing time
- time to bring new courses and services
Suppliers
- supplier performance
- variability and process capability
- waste and non-value adding activities
Assets:
- depreciation
- maintenance costs
- utilization
Technology:
- innovation rate
- patents
- royalties.
   
  Business results are a vital indicator to achieving the satisfaction of the Unit’s external customers. A Customer is defined as the immediate customer of the Unit and all other customers in the complete chain of delivering of our training activities and training services.

The management can demonstrate its success in satisfying the needs and expectations of its external customers. This is usually understood by means of trends of achieved results, compared with targets, competitors or best in class Units. The relevance of the customer satisfaction measurements used should also be understood in Training Unit.
 



 
3. The customers' perception of the Unit's services and customer relationships. Areas to address could include customers' perceptions (from customer surveys, focus groups, vendor ratings, consumer associations, etc) of:

Overall relationship:
- general satisfaction
- responsiveness
- flexibility
- service quality
- reliability
- consistency
- delivery performance
- price, and after-service performance
Capabilities of employees:
- response time
- complaints handling
- accuracy of documentation
- services and technical support
- service training
- accessibility of key staff
- development of new quality services
Loyalty:
- intention to re-get the training service
- willingness to recommend.
 
   
4. There are additional measures relating to the satisfaction of the Unit's customers. Areas to address could include measurements used by the Unit in order to understand, predict and improve the satisfaction and loyalty of customers:

Overall relationship:
- market share among private training agencies
- awards and accolades received
Services quality:
- defect, error and rejection rates
- guarantee provisions made and used
- warranty payments
- complaints profiling and handling
- corrective action resulting from complaints
Services and after service performance:
- time to market
- delivery performance
- advertising effectiveness
- response rate
- media publicity level
Loyalty:
- repeat business
- new and/or lost business
- duration of relationship
- effective recommendations
- life-time value/life cycle satisfaction
- frequency/ value of orders.
 

 

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