RELATED PUBLICATIONS FROM THE KPI INSTITUTE

The KPI Dictionary - 4,800+ KPI Definitions Vol. 2: IndustriesSelect the right KPIs for your business by understanding their definition and calculation formula!

KPI Dictionary Vol. II focuses on presenting key performance indicators structured on 25 Industries:• Agriculture• Arts and Culture• Construction % Capital Works• Customs• Education & Training• Financial Institutions• Government – Local• Government – State / Federal• Healthcare• Hospitality & Tourism• Infrastructure Operations• Manufacturing• Media

Access The KPI Dictionary - 4,800+ KPI Definitions Vol. 2: Industries at: http://store.kpiinstitute.org/publications.html

The KPI Dictionary - 3,200+ KPI Definitions Vol. 1: Functional AreasStay ahead of your competition by measuring the right KPIs!KPI Dictionary Vol. 1 focuses on presenting performance indicators grouped into 16 functional areas of a business, each having several subcategories. The book covers KPIs from the following areas:• Accounting• Corporate Services• Corporate Social Responsibility• Finance• Governance, Compliance and Risk• Health, Safety, Security and Environment• Human Resources• Information Technology

The KPI Dictionary Vol. 1 can be used in the early stages of implementing a performancemanagement framework, in the process of selecting and documenting KPIs, but also to improvean existing performance measurement system. Start selecting the most suitable KPIs for your business!

Access the The KPI Dictionary - 3,200+ KPI Definitions Vol. 1: Functional Areas at:http://store.kpiinstitute.org/publications.html

The KPI Compendium

Explore the most comprehensive catalogue of documented KPIs examples!

The KPI Compendium is a concise, but comprehensive work that presents over 20,000 Key Performance Indicators that have been identified as being used in practice. It provides practitioners with a powerful tool to weigh together or to compare practical examples of KPIs coming from hundreds of business areas. The main three categories under which KPIs are listed are:Global – containing sub-categories such as Administration, Quality of Life, Environment and Pollution and many others;Organizational – further clustered into sub-categories based on industries and functional areas;Personal – addressing personal productivity and well-being, divided into sub-categories such as Home Economics, Personal Development, Fitness and Work-life balance.The Compendium was designed to facilitate the identification and usage of KPIs in practice. The importance of these indicators in the decision making process turns this Compendium into an indispensable tool for both individuals and organizations.

Explore the greatest guide to identifying the best KPI selection for your organization! Download The KPI Compendium at: www.store.kpiinstitute.org/the-kpi-compendium.html

• Non-profit / Non-governmental• Postal and Courier Services• Professional Services• Publishing• Real Estate / Property• Resources• Retail• Sport Management• Sports• Telecommunications / Call Center• Transportation• Utilities

• Knowledge and Innovation• Management• Marketing & Communications• Online Presence – eCommerce• Portfolio & Project Management• Production & Quality Management• Sales and Customer Service• Supply Chain, Procurement, Distribution

The

KPI

Dic

tion

ary

The KPI Dictionary

The

KPI

Dic

tion

ary

The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organisational strategy. The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 20,000 examples from 15 functional areas and 24 Industries. Over the last 8 years, The Institute assisted over 3,000 organizations in finding solutions to their KPI needs.

Contains the complete list of 20,000 KPI examples in the Compendium, with over 7,000 examples documented at Basic in 18 fields or Premium level, in 38 fields. Specific KPI examples listed in the Compendium can be search by using the sK number. Alternatively, visitors can browse, save and export documented examples

The Top KPIs series of research reports contains a selection of the most visited KPI examples on smartKPIs.com. Each report contains 25 KPI examples, documented in 38 fields, with 24 other fields recommended for documentation with organizational specific data. The reports are available in both electronic and paper format.

More from the Institute

Top 25 KPIs Report Series of 2010

Top 25 KPIs Report Series of 2011-2012

On Performance Management

Performance Management is the field of human knowledge that deals with establishing, monitoring and adjusting the activities related to the achievement of a desired future state.

What is a KPI?

A Key Performance Indicator is a measured value that reflects the achievement of a desired level of results in a specific area relevant for the evaluated entity.

How to use this book

The Compendium is a comprehensive collection of KPI examples used in human activities by organizations from around the world. It provides a proof of concept view of aspects that can be measured in relation to global macroeconomic issues, organizational activities and day-to-day personal management. It can be used to explore what KPI examples and inform performance management initiatives at personal, organizational or global level.

ISBN 978-1483912462

The KPI Dictionary

Volume 2: Industries

The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and operates several research programs dedicated to performance management, strategy, Balanced Scorecard and Key Performance Indicators. It also operates smartKPIs.com, the result of the research program dedicated to documenting and cataloguing how KPIs are used in practice, an online portal containing the largest collection of well documented KPI examples, with over 20,500 examples from 16 Functional Areas and 25 Industries. Over the last 11 years, The KPI Institute has assisted over 28,000 organizations in finding solutions to their KPI needs.

Contains over 20,500 KPIs examples, including the ones covered in the KPI Dictionary. Specific KPI examples listed in the Dictionary can be searched by using the sk number. Alternatively, visitors can browse, save and export documented examples.

The KPI Institute offers a variety of in-depth publications that enable you to keep up to date with industry trends and leaders. Through its publications, it provides an overview of the performance management state of discipline and offers innovative tools, facilitating the implementation of performance management and measurement systems.

Top 25 KPIs Reports by Functional Area Top 25 KPIs Reports by Industry

KPI Dictionary – 4,800+ Key Performance Indicator Definitions, Volume 2: Industries is a novelty in the field and distinguishes itself from the classical structure of a dictionary in that it shows the performance indicators grouped into 25 main industries, each having several subcategories. The dictionary not only defines the indicators, but also contains an explicit presentation of the calculation formula.

The

KPI

Dic

tion

ary

Editorial coordination: Aurel Brudan

3,200+The KPI Dictionary

The

KPI

Dic

tion

ary

definitionsVolume 1: Functional Areas

The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organisational strategy. The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 20,000 examples from 15 functional areas and 24 Industries. Over the last 8 years, The Institute assisted over 3,000 organizations in finding solutions to their KPI needs.

Contains the complete list of 20,000 KPI examples in the Compendium, with over 7,000 examples documented at Basic in 18 fields or Premium level, in 38 fields. Specific KPI examples listed in the Compendium can be search by using the sK number. Alternatively, visitors can browse, save and export documented examples

The Top KPIs series of research reports contains a selection of the most visited KPI examples on smartKPIs.com. Each report contains 25 KPI examples, documented in 38 fields, with 24 other fields recommended for documentation with organizational specific data. The reports are available in both electronic and paper format.

More from the Institute

Top 25 KPIs Report Series of 2010

Top 25 KPIs Report Series of 2011-2012

On Performance Management

Performance Management is the field of human knowledge that deals with establishing, monitoring and adjusting the activities related to the achievement of a desired future state.

What is a KPI?

A Key Performance Indicator is a measured value that reflects the achievement of a desired level of results in a specific area relevant for the evaluated entity.

How to use this book

The Compendium is a comprehensive collection of KPI examples used in human activities by organizations from around the world. It provides a proof of concept view of aspects that can be measured in relation to global macroeconomic issues, organizational activities and day-to-day personal management. It can be used to explore what KPI examples and inform performance management initiatives at personal, organizational or global level.

ISBN 978-1483912462

Key Performance Indicator

The KPI Dictionary

Volume 1: Functional Areas

The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It developed the first KPI Management Framework and operates several research programs dedicated to performance management, strategy, Balanced Scorecard and Key Performance Indicators. It also operates smartKPIs.com, the result of the research program dedicated to documenting and cataloguing how KPIs are used in practice, an online portal containing the largest collection of well documented KPI examples, with over 20,500 examples from 16 Functional Areas and 25 Industries. Over the last 11 years, The KPI Institute has assisted over 28,000 organizations in finding solutions to their KPI needs.

Contains over 20,500 KPIs examples, including the ones covered in the KPI Dictionary. Specific KPI examples listed in the Dictionary can be searched by using the sk number. Alternatively, visitors can browse, save and export documented examples.

The KPI Institute offers a variety of in-depth publications that enable you to keep up to date with industry trends and leaders. Through its publications, it provides an overview of the performance management state of discipline and offers innovative tools, facilitating the implementation of performance management and measurement systems.

Top 25 KPIs Reports by Functional Area Top 25 KPIs Reports by Industry

KPI Dictionary – 4000 + Key Performance Indicator Definitions, Volume 2: Industries is a novelty in the field and distinguishes itself from the classical structure of a dictionary in that it shows the performance indicators grouped into 25 main industries, each having several subcategories. The dictionary not only defines the indicators, but also contains an explicit presentation of the calculation formula.

3,000+The KPI Dictionary

The

KPI

Dic

tion

ary

definitionsVolume 2: Functional Areas

The KPI Institute is the global authority on Key Performance Indicators (KPIs) research and education, providing through its publications and training courses insights on how to measure and learn with KPIs. It runs five main research programs, dedicated to performance management, the Balanced Scorecard, KPIs and organisational strategy. The main program, dedicated to documenting and cataloguing how KPIs are used in practice, resulted in the establishment of www.smartKPIs.com, the largest online database of well documented KPI examples, with over 20,000 examples from 15 functional areas and 24 Industries. Over the last 8 years, The Institute assisted over 3,000 organizations in finding solutions to their KPI needs.

Contains the complete list of 20,000 KPI examples in the Compendium, with over 7,000 examples documented at Basic in 18 fields or Premium level, in 38 fields. Specific KPI examples listed in the Compendium can be search by using the sK number. Alternatively, visitors can browse, save and export documented examples

The Top KPIs series of research reports contains a selection of the most visited KPI examples on smartKPIs.com. Each report contains 25 KPI examples, documented in 38 fields, with 24 other fields recommended for documentation with organizational specific data. The reports are available in both electronic and paper format.

More from the Institute

Top 25 KPIs Report Series of 2010

Top 25 KPIs Report Series of 2011-2012

On Performance Management

Performance Management is the field of human knowledge that deals with establishing, monitoring and adjusting the activities related to the achievement of a desired future state.

What is a KPI?

A Key Performance Indicator is a measured value that reflects the achievement of a desired level of results in a specific area relevant for the evaluated entity.

How to use this book

The Compendium is a comprehensive collection of KPI examples used in human activities by organizations from around the world. It provides a proof of concept view of aspects that can be measured in relation to global macroeconomic issues, organizational activities and day-to-day personal management. It can be used to explore what KPI examples and inform performance management initiatives at personal, organizational or global level.

ISBN 978-1483912462

Key Performance Indicator

Content. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2013 Statistics. Media Exposure. Educational Programs. Main Events in the field. Job Trends. Salaries. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Argentina. Australia. Brazil. Bulgaria. Canada. Chile. Colombia. Italy. Kuwait. Malaysia. Netherlands. Nigeria. Philippines. Qatar. Saudi Arabia. Thailand. Uganda. USA. | Keywords analyzed. Analytics. Balanced Scorecard. Business Intelligence. Business. Performance Management. Corporate Performance Management. Dashboard. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Plan. Individual Performance Management. Key Performance Indicators. KPI. Metrics. Operational Performance Management. Performance Appraisal. Performance Criteria. Performance Evaluation. Personal Development Plan. Performance Management. Performance Management Plan. Performance Measures. Performance Management System. Performance Review. Scorecard. Strategy Execution. Strategy Implementation Strategy Management. Strategic Performance Management. | Educational Degree Institutions. Aston University. University of Canberra Faculty of Business and Government. University College Dublin. Erasmus University Rotterdam. ESCP Europe. Grenoble Ecole de Management. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano. Monash University. New York University Stern School of Business. The University of Adelaide. University of Liege HEC Management School. University of Pennsylvania Wharton Business School. University of Palermo. University of Sydney. European University Cyprus. Maastricht School of Management. Bocconi University. University of Palermo. University of Bradford - Bradford University School of Management. Cardiff University. University of Cambridge. University of Oxford. University of Ottawa - Telfer School of Management. Baruch College. Boston College University - Carroll School of Management. Davenport University. Georgetown University. Centrum – Catolica. The University of Melbourne. The Chinese University of Hong Kong. The Hong Kong University of Science and Technology. Nanyang Business School. National University of Singapore. University of Cape Town Graduate School of Business. University of Johannesburg. | Performance Management Events. 2013. Vancouver, British Columbia, Canada. New York, USA. Penrith, Cumbria, UK. Al Bustan Rotana - Dubai, United Arab Emirates. Sao Paulo, Brazil. San-Francisco, USA. Washington DC, USA. Nairobi, Kenya. Istanbul, Turkey. New Delhi, India. Barcelona, Spain. Lucca, Italy. Nishi Waseda, Shinjuku, Tokyo, Japan. Atlanta, Georgia. Loch Lomond, Scotland, UK. London, UK. Rydges Lakeland Resort, Queenstown, New Zealand. Dallas, Texas. Riyadh, Saudi Arabia. San Francisco, California. Brussels, Belgium. | Job trends analyzed. Performance Manager. Strategy Manager. Performance Management. | Industry salaries analyzed. Automobile and Transport. Banking. Beverages. Business Services Charitable Organizations. Chemicals. Computer Services. Computer Software. Construction. Consumer Products. Consumer Services. Education. Food. Manufacturers. Electronics. Energy & Utilities. Financial Services. Insurance. Government. Health Care. Leisure. Media. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 15. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Corporate Performance Management. Overall Satisfaction versus Average Implementation Size. Solution Cost Comparisons. Business Intelligence Software. Magic Quadrant for BI 2013. Employee Performance Management. Magic Quadrant for Talent Management Suites. | 203 countries reviewed. 66 with performance management legislation in place. Afghanistan. Albania. Algeria. American Samoa. Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan. Bahamas. Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina. Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia. Cameroon. Canada. Cape Verde. Cayman Islands. Central African Republic. Chad. Chile. China. Christmas Island. Colombia. Comoros. Congo. Cook Islands. Democratic Republic of the. Costa Rica. Croatia. Cuba. Cyprus. Czech Republic. Denmark. Djibouti. Dominica. Dominican Republic. Ecuador. Egypt. El Salvador. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Fiji. Finland. France. Gabon. Gambia. Georgia. Germany. Ghana. Ghana. Greece. Grenada. Guernsey. Guyana. Honduras. Hong Kong. Hungary. Iceland. India. Indonesia. Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey. Jordan. Kazakhstan. Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos. Latvia. Lebanon. Lesotho. Liberia. Libya. Lithuania. Macau. Macedonia. Madagascar. Malawi. Malaysia. Maldives. Mali. Malta. Marshall. Islands. Mauritania. Mauritius. Mexico. Micronesia, Federated States of Micronesia. Moldova. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Island. Norway. Oman. Pakistan. Palau. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal. Qatar. Romania. Russia. Rwanda. Saint Helena. Saint Kitts and Nevis. Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe. Saudi Arabia. Senegal. Serbia and Montenegro. Seychelles. Sierra Leone. Singapore. Saint Maarten. Slovakia. Slovenia. Solomon Islands. South Africa. South Africa. Spain. Sri Lanka. Sudan (South). Swaziland. Sweden. Switzerland. Taiwan. Tanzania. Thailand. Timor-Leste. Togo. Tokelau Tonga. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Tuvalu. Uganda. Uganda. Ukraine. United Arab Emirates. United Arab Emirates. United Kingdom. United States. Uruguay. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. West Bank. Zambia. Zimbabwe.

PERFORM

ANCE MAN

AGEMENT

IN 2013PERFORMANCE

MANAGEMENT

in 2012State of the disipline annual magazine

PERSPECTIVES12 interviews . 9 countries . Academics . Practitioners . Consultants

AROUND THE WORLDPerformance Management legislation and public sector implementations in 182 countries reviewed

KEYWORD TRENDSMost popular Performance Management keywords in Google Trends

EDUCATIONDegrees . Subjects . Conferences

CAREERJob trends by region . Salaries by industry

Organizations use principles, tools and techniques of Performance Management to ensure that the purpose of their existence is fulfilled.

Performance Management... has to do with how to monitor, control and manage the strategic and operational direction of an organization...

RESOURCESBest selling books . Latest published books and articles . Portals . Communities

SOFTWARECorporate Performance Management . Business Intelligence . Employee Performance Management

9 781478 181019Jobs

Legislation Interviews

Content. Methodology. Visual Summary. Introduction. Global Perspectives. Practitioners’. Perspectives. Academics’ Perspectives. Consultants’ Perspectives. Map Snapshot. Country Profiles. Country Legislations. Trends in Search. 2013 Statistics. Media Exposure. Educational Programs. Main Events in the field. Job Trends. Salaries. Bestselling Books. Latest Published Books. Journal Articles. Portals. Communities. Corporate Performance Management Software. Business Intelligence Software. Employee Performance Management Software. | Interviews. Argentina. Australia. Brazil. Bulgaria. Canada. Chile. Colombia. Italy. Kuwait. Malaysia. Netherlands. Nigeria. Philippines. Qatar. Saudi Arabia. Thailand. Uganda. USA. | Keywords analyzed. Analytics. Balanced Scorecard. Business Intelligence. Business. Performance Management. Corporate Performance Management. Dashboard. Employee Performance. Employee Performance Management. Enterprise Performance Management. Individual Performance Plan. Individual Performance Management. Key Performance Indicators. KPI. Metrics. Operational Performance Management. Performance Appraisal. Performance Criteria. Performance Evaluation. Personal Development Plan. Performance Management. Performance Management Plan. Performance Measures. Performance Management System. Performance Review. Scorecard. Strategy Execution. Strategy Implementation Strategy Management. Strategic Performance Management. | Educational Degree Institutions. Aston University. University of Canberra Faculty of Business and Government. University College Dublin. Erasmus University Rotterdam. ESCP Europe. Grenoble Ecole de Management. HEC Paris. Heriot-Watt University Edinburgh Business School. University of Leicester. London School of Economics and Political Science. MIP Politecnico di Milano. Monash University. New York University Stern School of Business. The University of Adelaide. University of Liege HEC Management School. University of Pennsylvania Wharton Business School. University of Palermo. University of Sydney. European University Cyprus. Maastricht School of Management. Bocconi University. University of Palermo. University of Bradford - Bradford University School of Management. Cardiff University. University of Cambridge. University of Oxford. University of Ottawa - Telfer School of Management. Baruch College. Boston College University - Carroll School of Management. Davenport University. Georgetown University. Centrum – Catolica. The University of Melbourne. The Chinese University of Hong Kong. The Hong Kong University of Science and Technology. Nanyang Business School. National University of Singapore. University of Cape Town Graduate School of Business. University of Johannesburg. | Performance Management Events. 2013. Vancouver, British Columbia, Canada. New York, USA. Penrith, Cumbria, UK. Al Bustan Rotana - Dubai, United Arab Emirates. Sao Paulo, Brazil. San-Francisco, USA. Washington DC, USA. Nairobi, Kenya. Istanbul, Turkey. New Delhi, India. Barcelona, Spain. Lucca, Italy. Nishi Waseda, Shinjuku, Tokyo, Japan. Atlanta, Georgia. Loch Lomond, Scotland, UK. London, UK. Rydges Lakeland Resort, Queenstown, New Zealand. Dallas, Texas. Riyadh, Saudi Arabia. San Francisco, California. Brussels, Belgium. | Job trends analyzed. Performance Manager. Strategy Manager. Performance Management. | Industry salaries analyzed. Automobile and Transport. Banking. Beverages. Business Services Charitable Organizations. Chemicals. Computer Services. Computer Software. Construction. Consumer Products. Consumer Services. Education. Food. Manufacturers. Electronics. Energy & Utilities. Financial Services. Insurance. Government. Health Care. Leisure. Media. | Book Categories. Business Performance Management. Corporate Performance Management. Employee Performance Management. Enterprise Performance Management. Individual Performance Management. Operational Performance Management. Performance Management. Strategic Management. Strategy Execution. | Peer Reviewed Journals. Top 15. | Portals. Top 10 Most Visited. | Communities Analyzed. Balanced Scorecard. Business Intelligence. Corporate Performance Management. Employee Performance Management. Key Performance Indicators. | Software. Corporate Performance Management. Overall Satisfaction versus Average Implementation Size. Solution Cost Comparisons. Business Intelligence Software. Magic Quadrant for BI 2013. Employee Performance Management. Magic Quadrant for Talent Management Suites. | 203 countries reviewed. 66 with performance management legislation in place. Afghanistan. Albania. Algeria. American Samoa. Angola. Anguilla. Antarctica. Antigua and Barbuda. Argentina. Armenia. Aruba. Australia. Austria. Azerbaijan. Bahamas. Bahrain. Bangladesh. Barbados. Belarus. Belgium. Belize. Benin. Bermuda. Bhutan. Bolivia. Bosnia and Herzegovina. Botswana. Brazil. British Virgin Islands. Brunei. Bulgaria. Burkina Faso. Burma. Burundi. Cambodia. Cameroon. Canada. Cape Verde. Cayman Islands. Central African Republic. Chad. Chile. China. Christmas Island. Colombia. Comoros. Congo. Cook Islands. Democratic Republic of the. Costa Rica. Croatia. Cuba. Cyprus. Czech Republic. Denmark. Djibouti. Dominica. Dominican Republic. Ecuador. Egypt. El Salvador. Equatorial Guinea. Estonia. Ethiopia. Falkland Islands (Islas Malvinas). Fiji. Finland. France. Gabon. Gambia. Georgia. Germany. Ghana. Ghana. Greece. Grenada. Guernsey. Guyana. Honduras. Hong Kong. Hungary. Iceland. India. Indonesia. Iran. Iraq. Ireland. Isle of Man. Israel. Italy. Jamaica. Japan. Jersey. Jordan. Kazakhstan. Kenya. Kiribati. Korea, North. Korea, South. Kosovo. Kuwait. Kyrgyzstan. Laos. Latvia. Lebanon. Lesotho. Liberia. Libya. Lithuania. Macau. Macedonia. Madagascar. Malawi. Malaysia. Maldives. Mali. Malta. Marshall. Islands. Mauritania. Mauritius. Mexico. Micronesia, Federated States of Micronesia. Moldova. Mongolia. Montserrat. Montenegro. Morocco. Mozambique. Mozambique. Namibia. Nauru. Nepal. Netherlands. New Zealand. Nicaragua. Niger. Nigeria. Niue. Norfolk Island. Norway. Oman. Pakistan. Palau. Panama. Papua New Guinea. Paraguay. Peru. Philippines. Pitcairn Islands. Poland. Portugal. Qatar. Romania. Russia. Rwanda. Saint Helena. Saint Kitts and Nevis. Saint Lucia. Saint Vincent and the Grenadines. Samoa. Sao Tome and Principe. Saudi Arabia. Senegal. Serbia and Montenegro. Seychelles. Sierra Leone. Singapore. Saint Maarten. Slovakia. Slovenia. Solomon Islands. South Africa. South Africa. Spain. Sri Lanka. Sudan (South). Swaziland. Sweden. Switzerland. Taiwan. Tanzania. Thailand. Timor-Leste. Togo. Tokelau Tonga. Trinidad and Tobago. Tunisia. Turkey. Turkmenistan. Tuvalu. Uganda. Uganda. Ukraine. United Arab Emirates. United Arab Emirates. United Kingdom. United States. Uruguay. Uzbekistan. Vanuatu. Vietnam. Virgin Islands. West Bank. Zambia. Zimbabwe.

PERF

ORM

ANCE

MAN

AGEM

ENT I

N 20

13PERFORMANCEMANAGEMENT

in 2012State of the disipline annual magazine

PERSPECTIVES12 interviews . 9 countries . Academics . Practitioners . Consultants

AROUND THE WORLDPerformance Management legislation and public sector implementations in 182 countries reviewed

KEYWORD TRENDSMost popular Performance Management keywords in Google Trends

EDUCATIONDegrees . Subjects . Conferences

CAREERJob trends by region . Salaries by industry

Organizations use principles, tools and techniques of Performance Management to ensure that the

purpose of their existence is fulfilled.

Performance Management... has to do with how to monitor, control and

manage the strategic and operational direction of an organization...

RESOURCESBest selling books . Latest published books and articles . Portals . Communities

SOFTWARECorporate Performance Management . Business Intelligence . Employee Performance Management

9 781478 181019Jobs

Legislation Interviews

4,800+KeyPerformanceIndicatordefinitions

1

INTRODUCTION

PERFORMANCE MANAGEMENT IN 2014: GCC SPECIAL EDITION

© 2014 The KPI Institute Ltd. All Rights Reserved.ID Number: TKI0141001ISBN: 978-1512222524

An appropriate citation for this report is:The KPI Institute, 2014, Performance Management in 2014: GCC Special Edition, Melbourne, Australia

Indemnity statementThe KPI Institute has taken due care in preparing the analysis contained in this publication. However, noting that some of the data used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy, reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

Published by:The KPI Institute

Editorial coordinationAurel Brudan

Editorial teamDiana ZarnescuAdelina ChelniciucDenisa CalinMarcela Presecan

Design Daniela Fajardo GarnicaJavier Rocha Robles

HeadquartersMelbourne Office Life.lab Building198 Harbour Esplanade, Suite 606Melbourne Docklands, VIC 3008, AustraliaT: +61 3 9028 2223 M: +61 4 2456 8088www.kpiinstitute.org

Executive summary

Performance Management in 2014: GCC Special Editionwas a relentless year in terms of Performance Management advancements, and it has brought forth what we now consider to be the next age in this

domain: an age of maturity, of thoughtful decisions, of respect gained and earned, of hard work and commitment.

This new age in Performance Management is what we celebrate through Performance Management in 2014: GCC Special Edition. This year, the success of the previous reports developed by The KPI Institute has highlighted the need for a more introspective look into this specific field, on certain areas across the globe. Thus, the two special editions of Performance Management in 2014, namely the GCC and the ASEAN ones accompany the Global edition.

The time has come for us to migrate, from viewing the whole picture of this discipline, to studying details found in different regions of the same picture. This special edition of the Performance Management report series is the material representation of the discipline across one region, comprised of six countries: United Arab Emirates, Saudi Arabia, Qatar, Oman, Bahrain and Kuwait.

What draws interest in performance management within the Gulf Cooperation Council region is the successful incorporation of elements specific to the area. The region is a leader in terms of innovative business solutions, transplanting and executing plans from paper to reality with high levels of efficiency and effectiveness. A preview of performance management in the GCC is represented by the Adaa 2.0, which prevails as the updated version of the first Arabian performance management software. The UAE continues to transpose its National Vision into reality, by relentlessly improving itself based on performance monitoring systems and Kuwait rose its petroleum industry to new peaks grace to better business management.

Performance Management in 2014: GCC Special Edition is part of the annual series with the same name, developed by The KPI Institute with the purpose of revealing the methodical, non-pertaining and truthful state of performance management, as it is implemented today by organizations, governments and nations across the globe.The content which ensues aims to bring forth the specificity of Performance Management within the GCC, among others. The two paths followed are defined by what sets GCC practices apart, but also what aligns them with the rest of the world.

Extensive and exhaustive analysis has stood at the base of each section of the report, from insights into each of the six country’s specific Performance Management system, to the interviews given by experts in this discipline, to the complete range to educational programs which incorporate Performance related courses within their curriculum.Work has begun on launching additional publications as part of this series. Feedback regarding this edition and inputs for future editions are highly appreciated by our team and should be directed at editor@kpiinstitute.org.

Editorial coordination:Aurel Brudan

2014

Introduction

Around the GCC

Trends

Perspectives

1

4

5

6

8

9

11

11

11

12

30

31

32

35

44

50

52

Executive Summary

Visual Summary

About the Report

Map Overview

Country Profiles

Country Legislation

GCC Insights

Trends in Search

Media Exposure

2014 Statistics

Map Overview

Introduction

GCC Perspectives

Practitioners’ Perspectives

Academics’ Perspectives

Consultants’ Perspectives

Interviews

Perspectives Around the GCC6 30

About the Report

Trends

5

44

Education58

77

Educational Programs

Main Events

Career

Resources

Software

80

82

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91

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GCC Overview

United Arab Emirates

Saudi Arabia

Kuwait

Qatar

Bahrain

Oman

Best-selling Books

Latest Published Books

Journal Articles

Communities

Portals

Gartner’s Magic Quadrants

The G2 Crowd Scores

58

80

104

86

Education

Resources

Software

Career

15

PERSPECTIVES

PERFORMANCE MANAGEMENT IN 2014: GCC SPECIAL EDITION

1. What does the term Performance Management mean to you?To me, Performance management is an ongoing process by which an organization can identify, measure, and develop the efficiency and effectiveness of its employees, teams and various other work structures, in alignment with the strategic goals of the organization.2. What drives interest in Performance Management?Similar to a coin which has two sides, interest in Performance Management also has two aspects which are closely integrated.

The first aspect is the organizational perspective on value creation. Organizations believe that, in order to ensure long term sustainability and competitiveness, it is imperative to have an established performance management. It has received even more attention in the recent times of globalization, high competition and economic turmoil across the globe, due to which organizations are becoming more and more vigilant about the effective resource utilization and retaining high performing employees for greater revenue generation. All

Practitioners

Interviewee name: Neeti Adish Chauhan

Title: Compensation, Benefits and HRIS

Organization: New York University Abu Dhabi

Country: United Arab Emirates

of this drives the interest of organizations in Performance Management.

The other aspect is focused around employees’ perspective. In line with Dan Pink’s study, employees need purpose in their jobs. Through performance management systems, employees are able to see their contribution in the organization, which makes them realize how they fit into the bigger organization picture.

Thus, keeping a systemic approach, the interest in Performance Management is driven by the fulfillment of the above two factors, both leading to enhanced organizational performance and its longer term sustainability. The organizations have begun to understand that having an effective, strategically aligned, and well executed Performance Management system is an inimitable competitive advantage.3. What are your thoughts on the relationship between Performance Management at organizational, departmental and individual level?Performance Management acts like a binding glue which brings alignment,

coherency, and synergy across levels in an organization, both horizontally and vertically. It ensures that every employee contributes towards organizational success and provides visibility to their contribution. Cascading organizational strategy down to departmental and individual level through specific objectives, and KPIs, ensures all organizational entities work in tandem towards organizational success. It’s like different parts and components start working together, while reinforcing and supporting each other, to make this large machine called organization function successfully for the achievement of its purpose and goals.4. What are the 2014 key trends in Performance Management from your point of view?I think one of the most significant trends is that organizations are beginning to realize the significance of Performance Management. Now, they see it as an essential element for ensuring employee motivation and organizational success. Although some are still contemplating implementation of performance management system, others have already gone ahead with doing it. However, I feel that there is still a long way to go as, in most of the performance management systems, organizations are still struggling with achieving internal and external alignment. Additionally, predominantly it is still seen as a measurement mechanism, rather than a tool for continuous monitoring and enhancement of performance. This paradigm shift, along with ongoing engagement of leaders and employee community, is still work in progress,

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which would require an extensive amount of effort and communication. 5. What aspects of Performance Management should be explored more through research?I have witnessed that one of the greatest challenges in any Performance Management System is setting the right objectives and KPIs. There is often a debate around subjective versus objective KPIs. I believe this field requires some more work through research and industry practices. Additionally, performance management is still seen as being relevant for profit-making organizations only. More research and case studies demonstrating the ROI of performance management for non-profit organizations is required. This will facilitate seeking buy-in, and being more confident about putting organizational efforts and resources in this direction.

Finally, the linkage between performance and rewards should also be explored further through research in order to develop best practices around it, as currently some studies confirm it is essential to have tangible rewards, but others suggest intangible rewards are more effective.6. Which companies would you recommend to be looked at, due to their particular approach to Performance Management and subsequent results?I would be highly keen to look at the performance management process for several fast growing, highly reputed, and top employer rated organizations across sectors like Google, Apple, Microsoft, FedEx, Harvard University, UAE Government, etc. I would be curious to see the common themes in these different organizations, industries and sectors. For me, these themes would be the best practices for the body of performance management. In addition to this, I would also be keen to know the ‘worst practices’ as a way to learn from the mistakes of others and to be a step ahead by knowing where NOT to put efforts.

Finally, I am highly interested in knowing how The KPIs Institute, an authority in the field of performance management, manages this process internally, within the organization. That would be a great learning opportunity for performance management practices.7. Which are the main challenges in today’s Performance Management practice?As I mentioned before, the most fundamental challenge in today’s performance management practice is to see it as an essential organizational practice. Most of the organizations do not see it as crucial as it is in reality. They focus more

on routine operations which, to them, are bread and butter for the organization. So, the first obstacle to cross is to achieve focus and commitment (of time, resources, people, etc.) for Performance Management systems. Once this is achieved, half the battle is won.

Other challenges include setting effective objectives and KPIs, lack of sufficient best practices and knowledge sharing across organizations and sectors, and keeping the rigor and engagement as a continuous and never-ending process. 8. What do you think should be improved in the use of Performance Management tools and processes?I think the first thing that needs to be improved in the use of Performance Management tools and processes is the paradigm shift in organizational culture. This requires enhanced focus on performance management in every single pocket of the organization through extensive leadership support and a seasoned change leader.

Further still, the system will produce results only if the objective and KPIs are cascaded down from organizational strategy and are mutually reinforcing, not conflicting. Also, the KPIs must be well-communicated to employees so they understand and embrace them well. This will require enormous amount of efforts around communication, not just to the leaders and managers, but also down to the front-line employees.

In a nutshell, after designing effective tools and processes, the key prerequisite, which needs to be improved for the success of a performance management system, is - Communication, Communication and Communication!!! - which is open, free and multi-directional.9. What would you consider best practices in Performance Management?As I mentioned before, I feel there is still great amount of work needed to develop best practices in Performance Management. However, based on my learning and experience, I would consider the following as some of the existing best practices which can be adopted universally:

Internal Alignment: Vertical alignment with organizational strategy and horizontal alignment with other processes, departments, units and peers.

External Alignment: Alignment with the changes happening in external environments e.g. changes in customer preferences, labor market, economic conditions etc.

Effective Communication: Well communicated processes ensure understanding and buy-in. There must be sufficient caution applied to ensure that the communication is transparent, free, open and multi-directional so all employees can freely share their thoughts, doubts and feedback.

Dynamic Process with On-going Focus: Once designed, the process should not be considered as carved in stone. There must be on-going follow-up, monitoring, feedback seeking and flexibility to modify the KPIs and process based on any of these valid reasons. This ensures the organization is always in sync with its internal and external environment, as loosing this alignment would be detrimental for its growth and sustainability.10. Which aspects of Performance Management should be emphasized during educational programs?I think one of the key components that must be emphasized during educational programs is its significance for organizational success, and alignment with other components of the organization. Performance management does play a pivotal role in providing inputs to other areas like learning and development, promotions, career development, recruitment, rewards management etc. It is essential for young professionals to understand this linkage and leverage on it. Also, I have noticed that most of the educational programs focus on designing an effective performance management system. I believe this is just half the story. In order to be successful, performance management professionals must know the other half as well, i.e. system mechanics comprising of the real challenge of execution, which needs extensive change management efforts. A recent literature study by Payyazhi Jayashree and Syed Jamal Hussain (2011) suggested that 70% of Change management efforts fail. Hence, it is essential for professionals to understand the practical aspects of challenges encountered, and commitment needed to execute successful performance management.11. Which are the limits in order to achieve higher levels of proficiency in Performance Management among practitioners?There are several factors that act as

[…]the key prerequisite, which needs to be improved for the success of a performance management system is: Communication, Communication and Communication! ”

“

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PERFORMANCE MANAGEMENT IN 2014: GCC SPECIAL EDITION

limitations to achieve higher levels of proficiency in Performance Management among practitioners.

Practitioners are provided a mandate by the senior management to implement, or manage a performance management system. However, the required top-down support is often missing. Due to their busy schedule, leaders fail to commit sufficient ongoing time and focus required to achieve higher proficiency in performance management. Unless there is perceived leadership support through regular communication, rewarding desired results and behaviors etc., desired outcomes are not achieved.

Another factor which does contribute to insufficient success of performance management is an out-of-sync system whereby the KPIs and objectives are not linked with the organization’s strategic goals and are not balanced from various qualitative and quantitative perspectives. This becomes even more challenging in current times of instability and constant flux which requires constant changes in the strategic direction. Sometimes, obsolete objectives and KPIs may also start acting counter-productively to organizational success. Performance management professionals should choose to partner with employee community to establish more relevant and realistic KPIs.

Another key challenge is the lack of employee engagement in driving performance management. However, this can be achieved by fulfilling the above mentioned factors.

12. If you are to name, in a few words, the main aspects governing Performance Management today, what would they be?The main aspects governing Performance Management these days are Strategic Alignment and Balanced Performance.

Organizations are looking for a system which generates positive results. When we say positive results, we mean value generation which is in line with the strategic and operational goals of the organization. Thus, having a system which drives the achievement of organizational goals is the key governing principle of Performance Management.

Secondly, in today’s highly competitive environment, achieving only the bottom-line results is not sufficient. Organizations are compelled to adopt a more balanced approach towards organizational growth. Balanced Scorecard is a perfect example for this, whereby organizations explore several dimensions like revenue generation, customer service, people development and process improvement, for evaluating

overall success.In a nutshell, contemporary practices

around performance management are focused on value creation and contribution, rather than just a measurement tool.

13. What is your opinion on the emerging trend of measuring performance outside working hours?Again, as I mentioned before, to be able to achieve maximum benefit from any performance management system, it must be seen from a balanced perspective. In terms of best practice i.e. Balanced scorecard, various factors are considered, like setting objectives and KPIs e.g. Customers, Revenue, People Development and Internal Process improvement. If we, and we should, extend the definition of balanced performance, we do realize that the employee’s life beyond working hours, including physical and mental well-being, family life, social life and community work, does contribute to his/her productivity and, ultimately, affects the overall organizational performance. This aspect of an employee’s performance has been ignored so far. However, with the diminishing boundaries between personal and professional life, and the need for retaining and developing employees with the right attitudes and personal attributes, this aspect does require more focus and must be kept in consideration while evaluating one’s performance.

Having said this, we are yet to understand the practical implications of this. It would require great amount of judgment and caution to determine where to draw the boundaries. It should be enough just to help employees in keeping their personal goals. The downside is that it could get too invading, and impact their privacy. It might appear as a burden to them, and it might also backfire and start acting counter-productive to employees’ well-being and overall performance. Still, a long way to go in this area!

14. Are you using any kind of personal performance measurement tools? If yes, please describe how this has influenced your life.I think I have been doing this since my childhood. I have always had a set of personal goals for myself, earlier as a student, daughter and sister; and now also as a working professional, mother and wife. I understand that each of these areas has been equally important to me, and I never had any option to put one over the other. Thus, personally, keeping a set of goals for each area helps me set the right priority

and be successful in every area of my life. Keeping various goals on my radar facilitates regular monitoring and modification in my approach, or action plan, if needed.In addition to meeting my goals, it has also helped in maintaining my mental and physical health by reducing stress, enhancing personal fulfillment, enriching social life, enhancing self-esteem and personal development. Overall, a more accomplished and happier me!

15. Do you have any tips for successfully managing one’s work-life balance? What are your thoughts?From my personal experience, the key to manage work-life balance is, firstly, to see them both as holding equal priority in your life. It is extremely essential to draw boundaries and not allow them to get intermingled, unless sometimes, when it becomes critical to do so. I believe mixing them both results in not being able to focus and commit fully to any of these.

My recommendation is to dedicate yourself fully to every significant part of your life. For example, when you are at work, commit 100% to it and when you are with your family and friends, give them your 100% time and attention – they have the right to get that. I believe that if you manage your time and set priorities well, you are able to achieve this. Someone once said to me, “you have time for everything which is of priority to you.” It has stayed with me since then. Set your priorities right and you would focus better, commit better and contribute more.

16. Which are the recent achievements in generating value as result of Performance Management put in practice in your organization?Performance Management has been instrumental in bringing clarity and direction to employees, through effective objective setting, measurement, and feedback. We have reviewed its effectiveness in more detail, and a great amount of work is being done to strengthen the link between organizational strategy and employee contribution.

The aim is to achieve greater harmony, coherency, and synergy across various organizational components. The intention is to adopt performance management system as a management tool which would feed into Talent Management, Resource Allocation and Management, Budget and Finance management, Employee Engagement etc., all of which would contribute towards long term success and sustainability of the organization.