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KPI implementation guidelines If possible, transport bosses should provide incentives, and managers should involve personnel in setting targets.
Page 65
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Review dates should be established, and current performance compared with earlier figures.
This is a vital opportunity to take stock and see how the KPI process is going. When problems are discovered, managers should check their respective department and sort things out.
Staff should be kept in the picture. If they are furnished with statistics, they will be more likely to match or even exceed their KPIs.
Communication should be passed on to employees in a formal, structured way. MeetIngs, the company intranet and internal newsletters are three methods by which a workforce can be kept in the picture.
If a number of KPIs are implemented at the same time they might clash with each other, so care must be taken that the programmes are introduced sensibly.
KPIs should be sharply defined. A large fleet operator might schedule an initiative to increase sales. But he should state if this is to be generated by total tonnes handled or the rates won by specific work. Some consignments attract higher rates but a desire to see volumes rise could involve taking on new trucks.