The United Arab Emirates (UAE) is the world leader in public services performance based on The KPI Institute’s Government Services Index 2022. The index is built on six dimensions that were chosen considering key value drivers for high-performing public services and includes 32 indicators. UAE has recorded an overall index score of 0.92 and above 0.80 for all indicators within the index, ranking first in two dimensions: Adaptability and Talent.

The report also shows that UAE ranks first in the Adaptability dimension, which is characteristic of future-oriented nations capable of reacting to unforeseen developments by equipping themselves with innovative technology and benefiting from international and domestic societal support. 

Embedded in the country’s history, with a background of welcoming trade and business that goes back to early Gulf Cooperation Council (GCC) moments, the UAE has one of the most open economies in the world. UAE scored above 0.90 in all indicators of the Adaptability dimensions, from Value System (1.0000) to Legal framework’s adaptability and Digital business models (0.9132).  

With a top score as far as the value system indicator, correlated with a high score of national culture, the UAE demonstrates how the value system of their society, together with a strong sense of national identity, supports long-term welfare and competitiveness.

The UAE has understood the importance of adaptability as a factor of development, and it has taken great measures to enhance it over the years. The country’s initiatives ensure that government entities and the business environment cooperate and align their efforts to boost competitiveness while stimulating innovation and digitization as well as achieving social cohesion through prosperity and well-being for the members of the society. Based on that, the country has efficiently managed to weather the pandemic. The government’s responsiveness to the changes imposed by the COVID-19 crisis has been immediate and promoted further actions to mitigate its effects on the economy. 

Foreign direct investments were already encouraged, but the government’s efforts focused on increasing the liberalization of business activity in the middle of a pandemic. The Federal Law on commercial businesses was amended to remove the constraints that required all businesses to be chaired by UAE citizens and have 51% of shares held by an Emirati national. Now, more than 40 free zones allow 100% foreign business ownership. To stimulate the diversification of the economy, 122 economic activities across 13 sectors are qualified for the new law. 

A Virtual License system was launched in alignment with UAE’s positive attitude towards globalization and the local governmet’s achievements in the field of digital transformation. This system aims to allow foreign investors to virtually obtain permission to do business in the emirate of Abu Dhabi from anywhere in the world and thus enable cross-border digital trade. This openness to international business is not recent. The United Arab Emirates has a long history of encouraging private-sector growth through international trade sustained by numerous Free Trade Agreements with trade-related infrastructure and services.

Furthermore, the flexibility shown by the country’s authorities in addressing the current market challenges is a result of the frameworks that facilitate the adoption of new technology starting from 2001, with the launch of the UAE e-government portal. Since then, the government has implemented important advances in the digital transformation field. Federal Network (FedNet) is an initiative that connects government entities through a safe, ongoing, and private infrastructure. The UAE Pass provides citizens a digital identity that helps them access government services. The UAE Strategy for Artificial Intelligence focuses on transforming the country into an early adopter of emerging artificial intelligenece (AI) technologies in education, economy, government development, and community happiness. Emirates Blockchain Strategy aims to capitalize on blockchain technology to transform 50% of government transactions into the blockchain platform.

The latest initiative is the Digital Economy Strategy. It aims to double the contribution of the digital economy to the UAE’s non-oil gross domestic product (GDP) from 11.7% to over 20% within the next 10 years.

The UAE maintains its performance in the Talent dimension of the GSI, ranking first in the global hierarchy. Traits such as flexibility in policymaking, successful use of international assistance, a knowledge-based economy, and attractiveness for the skilled workforce, define a country excelling in this dimension based on the Index.

Seen as a pillar of stability in the region with high credibility in the international community, the UAE has an outstanding performance, registering scores above 0.90 for all indicators of the dimension, including Effective use of support (1.000), Policy learning (0.9932) and Brain retention (0.9108). The Effective use of international support indicator top score outlines the country’s affinities towards bilateral relations, while the Skilled labor pool and Competent senior managers indicators’ high scores are evidence of a competitive knowledge economy that prioritizes labor market productivity and economic growth.

The UAE has diplomatic relations with most countries of the world. It is a member of international organizations like the United Nations, the World Bank, the International Monetary Fund, and the Organization of the Petroleum Exporting Countries and a founding member of the Gulf Cooperation Council. Over the years, the government has capitalized on international Talent while working to refine and enhance its laws and institutions. As a result, it has become a role model of leadership and cohesion nowadays. Furthermore, the country’s response to the pandemic has demonstrated the sustainability of its development model. 

The stability and adaptability in face of crises have made the UAE a pole of attraction for migrant workers, who account for over 90% of the country’s workforce. Thus, several policies and initiatives aiming to support the labor market amid the ongoing pandemic have been launched.

One of them is the amendment of the Executive Regulation of the Federal Law “concerning Nationality and Passports.” The changes will allow investors, specialized talents, professionals, and their families to acquire Emirati nationality under certain conditions that will facilitate labor market efficiency and flexibility by enlarging the pool of talent.

The National Employment Strategy 2031 also supports the government’s efforts to build a “knowledge-based economy.” It promotes entrepreneurship and lifelong learning, cultivating the skills of the future, and enhancing knowledge and cultural diversity as means to attract skilled labor, especially women, in sectors such as technology, energy, transportation, and advanced science.

By being future-oriented and taking proactive actions, the UAE has successfully developed a governance model that can adapt and innovate in unforeseen conditions. Open to international relations, the UAE has become a thriving hub for global trade and a focal point for foreign investments. In turn, it has created job opportunities that attract within the local labor market’s various cultures and worldwide expertise. These considerations, correlated with the accomplishments in the indicators of the GSI 2022, make the UAE a leader in government services with best practices to learn from.

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This article was first published in the 24th printed edition of PERFORMANCE Magazine. You can get a free digital copy from the TKI Marketplace here or purchase a print copy from Amazon for a nominal fee here.

Explore how governments tackle new trends, models, actions, initiatives, and strategies.

New Zealand’s latest workforce data underscores diversity, fair pay

New Zealand’s “Public Service Workforce Data” for 2022, released by Public Service Commissioner Peter Hughes, gives an overview of employment trends in the public sector. The report covers workforce numbers, ages, genders, ethnicities, occupations, incomes, and gender pay gaps. The data is collected from staff payroll records of all 37 Public Service departments. 

One of the report’s highlights is the increasing diversity in public service. There are now 13.4% of public servants who identify as Asian, up from 9.4% in 2017 and 3.3% in 2000. Another area examined by the report is generational shift. It is estimated that the average age of employees in the public sector is declining. After peaking at 44.8 years in 2015/16, it has dropped to 44.0 years.

Data shows there are now 55.8% of women in senior management roles, up from 53.5% last year and 39.8% in 2010. Meanwhile, the public service gender pay gap decreased to 7.7% from 8.6% in 2021. | Source: https://www.scoop.co.nz

UAE to enhance AI utilization in government services

The UAE government launched the UAE Digital Economy Strategy, with a goal to increase the digital economy’s contribution to the GDP from 9.7% to 19.4%. Over 30 initiatives and programs are included in the strategy, which targets six sectors as well as five new growth areas.

During a meeting in Dubai, Omar Sultan Al Olama, Minister of State for Artificial Intelligence, Digital Economy and Remote Work Applications, said that the UAE Council for AI and Blockchain aims to create opportunities and foster collaboration between different departments. He also said that by adopting new technology and digitization solutions, the country would enhance its competitiveness and global leadership.

The AI Council discussed the implementation of artificial intelligence in critical sectors and ignited competitiveness among government entities. They also support the use of artificial intelligence as a working model and crucial tool in digital transactions in the fields of healthcare, energy, natural resources, blockchain, industry, transportation and logistics, and tourism. | Source: https://www.khaleejtimes.com

Survey reveals what citizens look for in digital public services

In a 2022 survey conducted by Accenture, citizens from North America, Europe, and Asia-Pacific cited “ease of use” and “confidence in data security and privacy” as the top factors when asked what would make them more likely to utilize digital services. The survey also found that those who depended more on public services were the largest segment supporting accelerated digital interactions.

“The best step forward to improve customer experiences is to establish simple and secure processes so people can get what they need on the first try,” said Eyal Darmon, Accenture’s global public sector customer engagement lead. 

In the same context, public servants surveyed said that their cyber-security training was insufficient. Only one-third of them claimed to be receiving regular training on cyber and data security. | Source: https://newsroom.accenture.com

Australia plans to reduce emissions by 81%

According to a report issued by Beyond Zero Emissions (BZE) in 2022, clean technologies that are already in use in Australia, such as wind turbines and solar panels, batteries, heat pumps, electrolyzers, and electric cars with chargers, were determined to have the potential to reduce Australia’s greenhouse gas emissions by 81% by 2030. The plan relies on increasing rollout rates of these six key technologies over the coming years.

“Our research shows Australians that emissions-cutting technologies are here, we’re using them and there’s no reason why they can’t be scaled up to help us cut emissions, create jobs, and lay the economic foundations for modern and competitive export industries,” said BZE chief executive, Heidi Lee. | Source: https://www.energymagazine.com.au

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To learn more about government performance, download The KPI Institute’s The Government Services Index 2022 for free here. For inquiries regarding the Index, contact Marcela Presecan, Head of Research:  marcela.presecan@kpiinstitute.com, or +61 (390) 282 223.

Is your organization prepared to navigate the evolving global landscape?

The KPI Institute will host a webinar titled “2023 Business Pulse: 5 Trends Impacting Strategy and Performance Management” on April 12, 2023, at 22:00 PM GST, live on Webex. The event is tailored for executives and professionals in strategy and performance management seeking to position their organizations for success in the current business landscape.

The participants will gain key insights into the global trends that are influencing strategy and performance management practices. They can also share their on-the-ground experiences and seek advice from the experts. In addition, they will receive a complimentary copy of The KPI Institute’s Annual Global Brief 2023.

The speakers of the webinar are Islam Salahuddin and Cristina Mihailoaie. Islam the data expert at The KPI Institute’s Research Division, bringing together knowledge in data analysis and business research. He possesses valuable experience in conducting market research and business analysis, focusing on the infrastructure sector. His academic and background in mass communication and data-driven journalism further enhances his ability to provide unique insights and perspectives to his work.

As the business unit manager of the Research Division at The KPI Institute, Cristina is responsible for developing the strategy for the research business line and overseeing the development of new educational products. With extensive experience in the field, she has presented at numerous international conferences, such as the Human Resources Shared Services Summit and Expo in Chicago (USA) and the HR Directors Summit in Birmingham (UK). Her presentations offer valuable insights into optimizing performance management systems to provide added value to organizations.

Don’t miss out on this opportunity to learn how to stay ahead of the competition in the ever-changing business environment. You can register now by completing the form: https://buff.ly/414TJpV

For inquiries, contact:

Alaa Safwan

Event Manager

Email: alaa.safwan@kpiinstitute.com

WhatsApp: +961 71 590 467

The KPI Institute, a global research institute specializing in business performance, has announced the winner of the TKI People Awards for Employee of the Year 2022. The TKI People Awards recognize employees and teams who go above and beyond expectations, excel as team players, and create a tremendous impact on the company.

Teodora Gorksi, Managing Director – MENA, is the recipient of the Employee of the Year award. She has not only excelled in her job but also contributed significantly to the growth of the organization. She was praised by Adrian Brudan, Managing Partner at TKI, for her “relentless efforts, support offered to the team, and excellent results achieved.”

Let’s find out what her life and work principles are.

What does receiving the Employee of the Year award mean to you?

Teodora: I always like to tell a story about myself. Starting with my childhood, I was always trying to be one step ahead. It began with a story about finding Neverland, winning first prize in school, going to the math Olympics, and being captain of the volleyball team. Growing older made me realize that it is more than that. Being ahead means creating something great, trusting people, putting passion in what you do, keeping your family and friends near, learning from many, teaching more, encouraging everyone, and finally, never forgetting that when you were a child, you thought everything was possible. Well, it still is. This has always inspired me to bring motivation, passion for what I do, knowledge and an open heart and mind to what I do. I am a proactive learner, and I always feel the motivation and commitment towards personal and professional development while leaving my personal contribution and legacy in the things I get involved.

What’s your favorite accomplishment so far at TKI?

Teodora: I would include among them, opening operations in a new region and fostering positive work and personal relationships with my colleagues, a lot of which I can call my friends, and some are even part of my family. Together, we established a strong foothold in the region and created a collaborative work environment that led to remarkable results.

When you’re faced with a challenge at work, how do you find a solution?

Teodora: “Have a break, have a KitKat.” 😊

Or, if you want something more serious:

‘”Believe you can, and you’re halfway there.” – Theodore Roosevelt

What would be the three main career lessons that you have learnt thus far?

Teodora: I’d like to mention four based on Luthans’ four positive attributes:

Hope – Embrace hope as a driving force to set goals, create a roadmap, and stay self-motivated with willpower and waypower to reach your destination.
Efficacy – Develop efficacy by cultivating the conviction to execute tasks with excellence in any given situation. Believe in yourself, and let your confidence shine through.
Resilience – Cultivate resilience as an indispensable trait that enables you to bounce back and overcome any setback, disappointment, or success.
Optimism – Harness the power of optimism to propel you forward toward success. Optimism creates a positive outlook and a belief in the possibilities of achieving your goals. Let this positive energy fuel your happiness, perseverance, and success.

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Join The KPI Institute’s growing team! Visit TKI’s official LinkedIn page to see job openings, career opportunities, and more.

The OKR certification offered by The KPI Institute reflects its commitment to guide organizations in improving their performance and nurturing a culture that values growth and innovation. But how does OKR make this happen? What is its actual role in decision-making and employee empowerment?

Here’s what Human Hardy, a business research analyst at The KPI Institute, wrote in his article “How does OKR transform organizations into a high-performance culture?”

Objectives and key results or OKR is a goal-setting tool used for measuring organizational/departmental/individual objectives through challenging and ambitious key results. Extracted from the organization’s visions and missions and aligned with the department’s goals, OKR involves activities such as planning, activating, managing, and adjusting.

With OKRs, teams can cascade and align goals to the different levels of an organization, defining outcome-based key results that help verify the success of the objective. OKRs act as a guide for daily work and connect all employees to a larger purpose, which is what the organization intends to achieve.

If OKRs are perceived as more than just a goal-setting tool and instead as a communication one, it shows why the OKRs are brilliant at building a high-performance culture. The effort of achieving daily goals at the individual and team levels eventually leads to the achievement of the overall objectives at the organization level in the long run.

As a result, when implemented correctly, OKRs can help a company enable a high-performance culture and achieve far more than their team thought possible. OKRs help the organization adopts performance culture in the following ways:

OKRs provide organizations with a clear direction, coordination, control, and orientation.

Direction, coordination, control, and external collaboration play a vital role in helping organizations jump from their current state to the state they want to achieve. To guide the organization in achieving what they desire, it’s important that the organization ensures that its vision and strategic clarity are understood by the stakeholders in every layer, and while doing so, the organization must also facilitate the involvement of its employees.

OKR helps organizations align priorities and make sure everyone at every level in the organization moves towards the same goals. Employees must be given the opportunity to provide their insights when the organization decides in the next 12 months. It is recommended to start with an OKR workshop where all key stakeholders responsible for company strategy ask for and gather input from employees on what they think the top priorities should be.

Those inputs can then be aligned with the existing company strategy and broken down into three to five OKRs. The process can be done using collaborative notes and documents or even a whiteboard to ensure that collaboration and ideas are well-captured. The goal of the process is to reach an agreement on what priorities should be achieved in the following year.

The process is then followed by aligning the company OKRs with team and individual OKRs. OKRs provide teams and individuals with a clear set of directions and achievements. OKRs are also a reason to remove things that are unrelated to the scope of the objective they wanted to achieve, keeping their focus and avoiding unnecessary activities or resources.

If every team gets the opportunity to create their own OKRs that they will be working on in a particular quarter, for example, it can assure a successful OKR program while helping the organization realize its strategy and maintain its focus.

OKRs increase employees’ motivation, innovation, capabilities, and accountability.

OKRs can be used to develop a set of productive behaviors that establish an essential motivating culture. Through the process of building OKRs, employees set the outcomes they’ll achieve. These outcomes are in line with the organization’s setup that supports autonomy and motivation.

In addition, OKRs focus on outcomes over outputs. It is a way to resolve organizational problems and gives employees the flexibility to experiment, innovate, and think outside the box. It also allows a humanistic approach, rather than a systemic approach. OKRs promote positive behavior by providing continuous reflection and iteration about the organization’s goals, sharing progress updates, and keeping goals collaborative, all while observing freedom and trust.

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To learn more about OKR implementation and how it impacts an organization’s performance, check out The KPI Institute’s Certified OKR Professional course.

Government performance looks different today due to the changes that took place in the world in the past two years. The 24th edition of Performance Magazine offers deep dives and practical insights into new developments, strategies, trends, and transformations in the public sector.

The issue highlights findings from The KPI Institute’s Government Service Index Report 2022, a pragmatic review of public service performance in the post-pandemic era that covers seven world regions, 66 countries, five dimensions, and 32 indicators.  The data were analyzed according to five dimensions: adaptability, talent, digitalization, governance, and impact.

In the cover story, “The future of public service: key trends in strategy and performance management,” Dr. Hisham Ahmad Kayali, a strategic and performance management specialist in the UAE, wrote about what the future of public services should look like. The other articles readers can find are:

• “How the COVID-19 pandemic shaped political governance”
• “Strategic approaches on the use of digital tools and data to improve the delivery of public value”
• “Web 3.0: the next frontier for e-government services”
• “The United Arab Emirates: the world’s leader in government services”
• “Making an impact: how the Netherlands promotes the general welfare”

The latest Performance Magazine also addresses today’s most pressing questions related to government performance: How can a motivational culture impact the performance of public servants? What is important in measuring the performance of public services? How can public entities better communicate strategies to citizens?

By drawing on The KPI Institute’s 19 years of experience in performance management, Performance Magazine provides its readers with prime resources, industry updates, interviews, case studies, expert recommendations, and global perspectives on strategy and performance management. The magazine covers strategy planning, strategy execution, employee performance, benchmarking, data analysis, and data visualization.

Readers can access industry updates and exclusive insights into becoming state-of-the-art professionals and high-performance organizations from subject matter experts, seasoned consultants, practitioners, business leaders, academicians, and research analysts.

To learn more about government performance, download the latest Performance Magazine for free via TKI Marketplace or order the print version from Amazon.

The United States ranks first worldwide in embracing digitalization to improve the growth and well-being of society, according to The KPI Institute’s Government Services Index 2022.

With a pillar score of 0.9059, the US emerged as the top performer in four out of five indicators:  government procurement of advanced technology products, availability of latest technologies, cost of redundancy dismissal, online e-participation, and e-government development.

Norway topped the list in terms of fixed broadband subscriptions and came second overall in the digitalization dimension. The other three frontrunners in digitalization are the Netherlands, the United Arab Emirates, and the United Kingdom.

“The pandemic has prompted a quantum leap into online and digital environments that governments worldwide need to adapt to. A ‘digital access for all landscape’ has become the new normal in the post-pandemic world. As part of this landscape digitally empowered governments need to secure broader access to digital connectivity, apply human centric design approaches in both digital and physical environments, develop robust digital data infrastructures to ensure smoother operations,” the report states.

The Government Services Index 2022, a pragmatic review of public service performance in the post-pandemic era, covers seven world regions, 66 countries, five dimensions, and 32 indicators. Apart from digitalization, the four other dimensions in which countries are assessed are adaptability, talent, governance, and impact.

Adaptability refers to “the ability to adapt to changes to develop a flexible public service apparatus” while governance “reflects on the public services as an enabler of the government to implement its policies and provide key services for the population.” Talent examines “how learning and knowledge are built inside the public services environment, as well as to the quality of talent available on the national labor market.” Governance examines “the public services as an enabler of the government to implement its policies and provide key services for the population.”

“With the advent of smart devices, sensors and drones the number of ‘machines,’ or otherwise ‘computers’ has exploded. It thus becomes a mission of the highly digitized government to increasingly look into encouraging human interactions with such physical technology so as to reduce redundancy and foster new labor opportunities. The latter would have to be tied into growing IT talent, moving towards having human resources managing code environments and systems, technological robots and devices, setting standards, providing security and supporting implementation.”

Download The Government Services Index 2022 for free here. For inquiries regarding the Index, contact Marcela Presecan, Head of Research:  marcela.presecan@kpiinstitute.com, or +61 (390) 282 223.

In 1992, Robert S. Kaplan and David P. Norton introduced the balanced scorecard (BSC) to the private sector as a method for measuring performance beyond financial outcomes. This tool reflects the four major dimensions of an organization: financial, customer, internal processes, learning, and growth.

According to Kaplan and Norton, BSC translates a company’s strategic objectives into coherent performance measures using a comprehensive framework. Moreover, they believe that BSCs can lead to “breakthrough improvements” in the areas of product, process, customer, and market development.

In her article titled “The Balanced Scorecard: Outsmarting design and implementation traps,” Marcela Presecan, head of research, explained the 10 areas that must be examined before using BSC in an organization: strategy drafting, management identity, bureaucracy, employee perception, communication without understanding, lack of common vocabulary, getting over the experimental scorecard, standardizing balanced scorecard design, adapting to the business environment, and commitment of the organization. “When implemented with its full potential in mind, the balanced scorecard is one of the best reflections of an organization’s contribution to the real operating environment,” she wrote.

Meanwhile, Manoj Dubey, a consultant at TKI, argued in an article that the concept of BSC must be revisited. “The perspectives of BSC, especially internal processes and learning and growth, should evaluate the quality aspects of an organization in Industry 4.0. It should ensure that strategy formulation, strategy execution, and performance measurement system are aligned to new technologies,” he wrote. “A traditional approach of BSC leads to fixed or orthodox KPIs which are not relevant in today’s technological scenario. The concept should revolve around improving processes using the latest IT; this includes having new KPIs.”

To get more perspectives and information on BSC, check out this specially curated resources.

Articles

• How Apple uses the balanced scorecard
• The balanced scorecard of Philips
• How to use a balanced scorecard in a board’s performance evaluation
• The balanced scorecard: review and criticism
• Insights on developing a bank’s balanced scorecard

Webinar

Understanding the components of the Balanced Scorecard System – Following a performance management process, the final step regarding a company’s key performance indicators (KPIs) after data gathering is reporting and decision-making. It is crucial that this step is done correctly, as it has an important impact on how organizations utilize KPIs to inform decisions. The focus will be on understanding proper reporting guidelines, along with using business analysis techniques for better decision-making and improved initiatives for performance enhancement.

Certification

The KPI Institute’s Certified Balanced Scorecard Management System Professional provides participants with relevant knowledge on how to develop and implement a balanced scorecard system. It also offers a comprehensive overview on the many benefits any organization can extract from the BSC system implementation. Sign up here.

Advisory Services

Through The KPI Institute’s advisory team, organizations and professionals have access to a diverse range of services from KPI advisory calls to complex performance management systems implementation spread over 12 different practice areas, including BSC. If you want to improve your current level of performance using a clear and concise toolset, the BSC is the answer. TKI’s experts and consultants are here to support you in this performance management journey by developing and implementing the BSC system down to the employee level. Learn more here.

Reports featuring the most popular KPIs of 2022 are now all available at The KPI Institute’s Marketplace platform. This series covers different contexts in which KPIs can be used by professionals and offers up-to-date information and resources on selecting and using KPIs.

The most popular KPIs were processed based on the data from smartKPIs.com, the world’s largest database of documented KPIs. In every report, users will find a KPI profile, analysis, notes on KPI reporting, and other details pertaining to performance measurement.

Explore the most popular KPIs in their respective industries or areas through the KPI of the Month poster collection, which can be downloaded for free:

KPI of January: # Days on market – measures the number of days a property stays on the market on average, between the listing for sale and the contract signing

KPI of February: # Berry ratio – measures the ratio of an organization’s gross profits to operating expenses

KPI of March: % Production First Time Yield (FTY) – measures the percentage of good units produced as per specifications from the first run of the process, out of the units going into the process

KPI of April: % Hospital bed occupancy rate – measures the percentage of beds in the hospital that are occupied by patients on a daily basis, out of the overall number of hospital beds

KPI of May: # Pick-to-ship cycle time for customer orders – measures the average time (in hours or days) from the moment of picking the order to the moment of shipping the product to the client

KPI of June: # Liquidity ratio – measures the available cash or other assets easily convertible into cash that could cover short term payables

KPI of July: % On time departures – measures the percentage of flights that are departing within 15 minutes from the initially scheduled take-off time out of the total number of flights scheduled for departing

KPI of August: % Project schedule variance – measures the variance in terms of schedule, revealing the alteration between the planned project timeframe and the actual project phase

KPI of September: % Production uptime – measures the percentage of the utilized operation time, from the planned available production time

KPI of October: % Employee turnover – measures the rate at which employees leave the organization in a given period

KPI of November: # Lost Time Injury Frequency Rate (LTIFR) – measures the number of work-related incidents generating time loss that are occurring per one million hours worked

KPI of December: $ Revenue Per Available Seat Hour (RevPASH) – measures the restaurant’s revenue on a per available seat hour basis.

Learning how to achieve organizational excellence is now easier with the accessibility of performance trends software, digital content, research reports, and learning opportunities today.

The KPI Institute’s Publishing Team curated the following resources related to trends, best practices, and solutions in strategy and performance management.

Software

Peopleforce

PeopleForce (peopleforce.io) is a cloud-based management system  that incorporates tools, functions, and software solutions for a company to automate  all HR & Recruitment related processes.

Sisense Fusion Platform

Sisense Fusion Platform (sisense.com/product) is a  Business Intelligence solution allowing to  transform data into insightful interactive dashboards. It facilitates the decision-making process through key features and user-friendly interfaces that make analytics and visualization tools easy to work with. 

Tableau Software

Tableau (tableau.com) is an intuitive platform that enables a robust Business Intelligence infrastructure and data-driven decision making. Its characteristics make it easy to integrate with legacy systems and to do a deep dive in any data dimension. 

Cascade 

Cascade (cascade.app) is a strategy execution platform that provides solutions to effectively manage the complex nature of multiple strategic plans. The user-friendly and easy to customize interface enables a real-time tracking of key initiatives and milestones of a project. 

SAP Analytics Cloud

SAP Analytics Cloud is a cloud-based system that integrates BI, augmented and predictive analytics, and planning capabilities. It offers advanced analytics across businesses as the analytics layer of SAP Business Technology Platform. SAP Analytics Cloud has unique connectivity to SAP applications and seamless access to heterogeneous data sources. This enables users to combine analytics and planning.

ADP Workforce Now

ADP Workforce Now is the only cloud-based, all-in-one HR solution that adapts to your work style. Human Resource Management, Payroll, Benefits, Talent Management, Time & Labor Management, Learning and Analytics, and Return to Office capabilities are all available through ADP Workforce Now.

Qlik Sense

People can make better data-driven decisions and take action with Qlik Sense. This system provides enhanced analytics for every business need, from visualization and dashboards to natural language analytics, customized and embedded analytics, reporting, and alerting. The innovative associative technology combines human intuition with AI-powered insights to provide unrivaled data combining and exploration capabilities. 

Books

OKRs, From Mission to Metrics: How Objectives and Key Results can help your organization achieve great things

By Francisco S. Homem de Mello

Implemented and promoted successfully by some of the most significant brands in the world, like Google, Accenture, Twitter, and many others, OKRs is a goal setting tool that has become the modern alternative to performance management systems. Through meaningful research and by combining  theory with best practices, the author provides an insightful approach on how to better understand and implement OKRs in your organization. Available on Amazon

Performance Measurement for Local Government Management

By David N. Ammons

“Performance Measurement for Local Government Management”’ is packed with valuable insights to gain an overview of critical management practices. This book guides readers towards a  practical framework and provides examples of techniques for successfully executing a performance measurement system that can guide local governments to achieve  meaningful outcomes for their communities. Available on Amazon

See Sooner, Act Faster: How Vigilant Leaders Thrive in an Era of Digital Turbulence (Management on the Cutting Edge)

By George S. Day and Paul J. H. Schoemaker

In the middle of digital turbulence, the ability of an organization’s leadership to predict risks, detect opportunities, and respond promptly is critical to its survival. Strategy experts George Day and Paul Schoemaker’s book provides tools and an action plan with suggestions for leaders to encourage vigilance and adaptability in the workplace. The authors believe that acting wisely is essential in the era of digital instability, so in See Sooner, Act Faster, they recommend methods for constructing dynamic option portfolios. 

Stop Overthinking: 23 Techniques to Relieve Stress, Stop Negative Spirals, Declutter Your Mind, and Focus on the Present (Mental and Emotional Abundance)

By Nick Trenton

Thinking too much or too long about something is known as overthinking. This book understands your experiences, the difficult circumstances you have put yourself in, and the consequences of your mind getting drowned in anxiety and tension. This book will guide you through the challenges of overthinking, using thorough and ways based on scientific approaches. These steps aim to help you untangle spirals of unhealthy thoughts, build a habit of mind decluttering, and break the negative patterns you feel and think. 

Build: An Unorthodox Guide to Making Things Worth Making

By Tony Fadell and Roger Wayne (Published by HarperAudio)

This book is an advice encyclopedia compiled with personal anecdotes, practical guidance, and unique insights into some of the 20th century’s most influential items and people. Fadell and Wayne treat this book as “a mentor in a box” catering to young graduates and professionals, and CEOs who wish to advance in their careers. 

Podcasts

Performance Management and KPIs – Past, Present & Future

By Aurel Brudan 

Organizations can gain a competitive advantage through enhancing Performance Management practices. Aurel Brudan, CEO of The KPI Institute, highlighted concepts related to Performance Management and its dynamics over time in this podcast. He also delves into interesting trends in Performance Management. Available at kpiinstitute.org/education/podcasts/

How I Built This with Guy Raz

By Guy Raz

Guy Raz is the founder of Built-it Productions and described by The New York Times as “one of the most popular podcasters in history’.” This podcast is all about the ideas and stories of innovators and entrepreneurs. If you want to begin an entrepreneurship journey or want to know how others work, this podcast is a must in your playlist. Available on Apple Podcasts

Thinking Like An Economist

By Betsey Stevenson & Justin Wolfers

This podcast empowers you to make better economic decisions. Leading economists Betsey and Justin introduce you to big ideas in economics and show you how they are implemented in real life. Available on Spotify

Research

State of Strategy Management Practice Report – 2022