Key Performance Indicators. Parmenter David

in the last hour – the CEO has the opportunity to try to persuade the staff member to stay

      ● Late deliveries to key customers

      ● Key position job offers issued to candidates that are more than three days outstanding – the CEO has the opportunity to try to persuade acceptance of offer

      ● List of late projects, by manager, reported weekly to the senior management team

      ● Number of vacant places at an important in-house course – reported daily to the CEO in the last three weeks before the course is due to run

      ● Number of initiatives implemented after the staff-satisfaction survey – monitored weekly for up to three months after survey

      ● List of level one and two managers who do not have mentors, reported weekly to the CEO – this measure would only need to be operational for a short time on a weekly basis

      ● Number of innovations planned for implementation in the next 30, 60, or 90 days – reported weekly to the CEO

      ● Number of abandonments to be actioned in the next 30, 60, or 90 days – reported weekly to the CEO

      ● Major projects awaiting decisions that are now running behind schedule – reported weekly to CEO

      ● Complaints from our key customers that have not been resolved within two hours – report 24/7 to CEO and GMs

      ● Key customer enquiries that have not been responded to by the sales team for over 24 hours – report daily to the GM

      ● Date of next visit to major customers by customer name – report weekly to CEO and GMs

      For government and nonprofit agencies, key performance indicators could also include: