Identifying Performance Measures for Administrative Functions, Personnel, and Budgeting clearimpact
Identifying Performance Measures for Administrative Functions, Personnel, and Budgeting
For administrative units or functions, it is generally easy to identify performance measures in the upper two quadrants.
How much service did we provide?: Administrative units can easily list the activities they perform, convert each one into a measure. (Upper left – quantity of effort)
How well did we provide service?: Many standard upper right quadrant measures apply to administrative units just as other units (like unit cost, workload ratios etc.). And for most administrative activities, it is pretty easy to identify timeliness and accuracy measures that are meaningful.
For each administrative activity, identify the measures (in the upper right quadrant) that describe how well that activity is performed. These usually have to do with timeliness (e.g. % of invoices paid in less than 30 days, average time to fill a vacancy), accuracy (% of paychecks requiring correction/adjustment) or compliance with standards (e.g. % of repeat audit findings).
But administrative units or functions are the hardest when it comes to identifying performance measures in the lower right, most important, quadrant. The principle reason is that it is harder to figure out who the customers are and how you would know if they are better off?
When you think about it, it becomes clear that the primary customers of administrative units are the employees and supervisors of the organization. It turns out that the most important lower quadrant measures for administrative units are customer satisfaction measures. “Did we help you do your job?” is the focus of such questions.
Administrative functions usually help their clients by making it easier for them to do their jobs. Look for measures like % of customers who report that the unit was “very helpful” in meeting the staffing needs of the agency, or % of customers who report that the contracting unit helped them get their work done well and on time.
In addition to gathering data, there are other good reasons for administrative units to conduct customer satisfaction surveys (and/or interviews). The simple act of asking customers (and taking their responses seriously) can create goodwill with organization managers, a commodity that is often in short supply. And the users of administrative services can often identify ways to improve services.
Some common examples include:
Workload staff ratio
Staff turnover rate (This can be measured by % of vacant positions – or more interestingly – % of employees with the organization 1 year or less.)
Staff morale (usually from surveys)
Percent of staff fully trained
Percent of satisfied customers (with courtesy and timeliness of service) by function
Percent of bilingual staff
Worker safety (usually accident or injury claim rate)
The following section provides examples (not an exhaustive list) of some of the most important performance measures for each administrative function. In most cases, the lay definition, but not the technical definition, is given.
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