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Translate to Show Original. The lower this metric, the greater the payroll department’s efficiencies are. Project Management KPI Template Excel . But, incorrect data translates into reduced efficiencies and duplicated work. HR administration is basically a clerical job. Key Performance Indicators (KPIs) •Sometime Known as Key Success Indicators (KSIs) ... –an administrator employed to process sick absence records for the whole company –sometimes known as non-producers. List of HR KPIs. Human Resources key performance indicators (HR KPIs) are metrics that are used to see how HR is contributing to the rest of the organization. Trainings Costs. Ensures ample time for meetings and other projects – Part of the administrative assistant’s role is to manage senior management’s diary efficiently. The chief admin officer objectives are designed to track and measure the officer’s core competencies to sustain and improve on these efficiencies. 4. Monitors the monthly budget status reports to ensure a balanced budget position – This KPI tracks and measures the departmental administrator’s ability to manage the monthly budget via the monthly budget status reporting tools. HR Administration Expense per Firm-Wide Employee – Total HR management-related costs divided by the total number of enterprise-wide FTEs. Requesting all to share the KPI for Administration Department Functions: Purchase, Safety & Hygiene, Accommodation, event management 10th January 2017 From Saudi Arabia, Riyadh. Implementation of change through projects and initiatives measured according to budget, time and scope. Determine KPIs for each of the departments’ managers – Part of the chief admin officer’s role is to determine key performance objectives for each of the departments’ managers. This KPI measures and tracks the extent to which the executive assistant coordinates the director’s or senior management’s schedule and ensures that there is ample time for meetings and other projects. 1. Improve the feedback on outstanding items – Effective feedback is key to the optimal functioning of the payroll department. Administrative work normally forms part of a larger body of work, like a project or event or service delivery task. Making PowerPoint presentations that are client-ready. Cost per person trained in workforce development. 9. Improve budget management and monitoring – The executive assistant must ensure that published budgets are monitored and managed effectively. This discussion thread is closed. Improve the percentage of automated or systemised processes – Automated or systemized processes maximize payroll process efficiencies. key performance indicators for administrative assistant organization can analyze its key performance indicators (KPIs) on-line from a consolidated level down to the transaction level with a few clicks of the mouse. Take for example the network performance KPIs for a telecom operator or the quality indicators for healthcare providers. 0 Vote Up Vote Down. Example KPIs. The primary aim of this function is to ensure that the budget remains balanced throughout the month. 3. Demonstrates a working knowledge of university policies and procedures – A working knowledge of university policies and procedures is essential so that the executive assistant can assist the director with daily duties. Employee evaluation. Schedules meetings, conference calls, and student appointments for the Director. Here is a Human Resources KPI example used … Example KPIs for Public Administration. How is the data tracked and updated? 8. The higher this metric, the more efficient the payroll. Make suggestions for improvement – Part of the chief admin officer’s role is to make suggestions for improvement across all of the departments that they oversee. Latest Questions. Improve the planning deadlines achieved percentage – The planning deadlines achieved percentage KPI measures the ratio of payroll run deadlines achieved in relation to the planned deadline dates as a percentage. These will have to be included in your list of KPIs but will never be found in any generic list, at least not in their industry-specific format. Don’t be … Organizations use KPIs to evaluate their success at reaching targets. Additionally, the administrator serves as the primary contact for the facility. HR admin and payroll positions must have KPIs in place to measure and monitor: Accuracy and proper management of payroll data. Kpi example for administration. Benefits Satisfaction: This allows a company to see how satisfied an employee is with specific … This KPI tracks and measures the departmental administrator’s ability to succeed in this role. Review reports and present findings – The review reports and present findings KPI measures and tracks the chief admin officer’s ability to review a report and present the report’s outcomes to senior management clearly and succinctly. These KPIs are appropriate for the measurement of the performance of every job role in the admin department, including administrative managers, administrative assistants, front-of-house receptionists, and other professionals involved in the day-to-administration of the business organization. The admin and payroll officer objectives are designed to track and measure the admin and payroll officer’s core job role efficiencies. This is a good example of how HR KPIs help HR to realize its strategic goals and contribute to the objectives of the rest of the organization. Software Functionality Revealed in Detail How is it accessed? 2221 South Clark Street Arlington, VA 22202, How To: Import Spreadsheets with (S)FTP & Import Data from Files, Spider Impact How To: Import Data from Google Sheets, Spider Impact How To: Importing Scorecard Items, Administrative and Support; Waste Management and Remediation Services, Agriculture, Forestry, Fishing, and Hunting, Other Services (except public administration), Professional, Scientific, and Technical Services, Average number of business days before reported graffiti is removed, Cost per person trained in workforce development, Cost per youth placed in summer youth employment jobs, Development of county-wide infrastructure, land supply, and affordable housing plan within one year, plan implementation and schedule adherence thereafter, Housing affordability index/percentage of households that can afford a median-priced home, Net loss of agricultural or environmentally sensitive areas, Number of affordable mortgages financed for eligible low and moderate income families, Number of childcare facilities in areas of need, Number of childcare facilities with national accreditation, Number of economic development inquiries received, Number of existing and startup businesses and agencies trained by the city or county per year that remain in business after two years, Number of jobs created in the community from economic and community development projects, Number of loans to low and moderate income persons closed per year, Number of low-income infants, toddlers, and preschoolers participating in early childhood development services (versus waiting list), Number of new assisted living units in public housing, Number of new businesses related to incentives/coordinated efforts to promote growth in targeted industries, Number of new incubated businesses that survive at least two years, Number of successful placements of training program participants in employment within three years, Number of youth participating in after-school / gap-time programming, Number of youths participating in employment and entrepreneurship programs, Percentage annual increase in new dollars generated for economic development programs, Percentage of businesses trained and subsequently receiving funding, Percentage of people with disabilities satisfied or very satisfied with service access, Percentage of residents satisfied with community involvement process with economic development, Percentage of residents with increased access to primary and specialty medical care, Percentage of youth with improved academic performance, Percentage increase in the number of affordable and special needs housing, Percentage of businesses satisfied or very satisfied with the city/county's business processes, Percentage of customers of the health and human services area satisfied or very satisfied with service delivery and customer care, Percentage of participants who report they learned something that will help them start a business, Percentage of survey respondents earning less than $25,000 per year that rate the city/county's health and human services as good or very good, Percentage of survey respondents that agree the city or county government effectively develops low-income/poor areas, Percentage of users of health and human services satisfied or very satisfied with transit access to health care, Reduced percentage rate of uninsured in the city/county, Total infant mortality rate per 1,000 live births, Total mortality rate (all causes) per 100,000, Net loss of agricultural designated lands outside the urban development boundary (UDB) or environmentally sensitive lands, Number of infill development and infill housing units and infill redevelopment projects per year (completed), Percentage of lease payments that will be on time, Percentage of general/nuisance complaints responded to within 48 hours, Percentage of nuisance incidents remediated within predefined timeframes, Percentage of residents and businesses aware of critical knowledge factors of code compliance, Percentage of residents satisfied with information delivery systems, Percentage of roadways and rights-of-way cleaned and well maintained, Percentage of survey respondents that agree the city or county employees that helped them went the extra mile to get their issue heard and resolved, Percentage of survey respondents that rate flooding as a minor or major problem in their neighborhood, Percentage of survey respondents that rate the development and land use/zoning in their neighborhood as good or very good, Percentage of survey respondents that rate the drinking water quality and sewer service as good or very good, Percentage of survey respondents that rate the quality of roadways and road signs in city or county as good or very good, Percentage of survey respondents that were satisfied with their last contact with city or county personnel, Secret shopper rating for employee customer service, Average fire rescue response time from time dispatch receives life-threatening call from 911 and/ or percentage of total fire calls with a response time under eight minutes from call entry to arrival and/or emergency services average response time from public safety answering point (PSAP) to arrival, Cost per park safety enforcement action on park land, Development and implementation of a comprehensive plan for homeland security, Development of a comprehensive plan for homeland security, Number of abandoned vehicles investigated, Number of first responders trained and equipped for an emergency event, Number of pedestrian/bicycle collisions per 100,000 population, Number of requests for special operations support, Number of service call responses annually, Percentage increase in number of volunteers, Percentage increase in use of non-lethal technology, Percentage of citizens that state they feel safe in parks and recreation facilities, Percentage reduction in drug-related incidents, Percentage reduction in juvenile crime rates, Percentage reduction in non-emergency calls into the 911 system, Percentage of survey respondents who generally find police officers and traffic enforcement officers to be friendly and approachable safety services, Percentage of survey respondents that rate crime in their neighborhood as a minor or major problem, Percentage reduction in property loss rate, Police emergency average response time (minutes), Rate of reinstitutionalization of offenders processed through the Juvenile Evaluation Center, Rate of traffic fatalities per 100,000 population, Cost per estimated arts center services participant hour, Cost per estimated museum participant hour, Cost per participant hour in senior services, Increase in the number of collaborative programs and participants with educational institutions, Number of acres of natural areas restored and number of acres maintained, Number of attendees at recreational, cultural, and library facilities, programs and services, Number of cultural, recreational, and libraries collaboration projects per year, Number of cultural, recreational, and library programs available for the elderly and people with disabilities, Number of estimated arts center services participant hours, Number of estimated participant hours in after-school programs, Number of residents satisfied or very satisfied with availability of open or green spaces, Number of residents satisfied or very satisfied with availability of facilities, Percentage of library district residents within four miles (or 25 minutes) of a library, Percentage of organizations and artists satisfied or very satisfied with the city or county gram application process, Percentage of participants satisfied or very satisfied with availability of quality lifelong learning programs, Percentage of survey respondents that rate the city or county's library services as good or very good, Percentage of survey respondents that rate the city or county's recreational and cultural activities as good or very good, Quality rating of residents and visitors for cultural, recreational, and library facilities and places, Recreation and culture dollars available through all sources of funding, including existing and new sources, Resident ratings of the appearance of recreational, cultural, and library facilities, Resident ratings of the range of parks and recreation activities, Total audience served through public events, Achievement of all major milestones timelines in the city or county's transportation plan, Annual percentage change of parking operations expense, Average dollar value per central purchasing office purchase order, Average number of days between invoice date and date of check disbursement, Calendar days from requisition to purchase order, Cost of government - Dollars per capita and per capita by category, Dollar amount of purchases made that meet sustainability guidelines, Dollar cost per accounts payable transaction, Enabling strategies - Budgets and finance, Implementation of 24-hour rail and bus operations, National customer satisfaction ranking for the airport, Compliance percentage with local tax collection, Number of visitors to county transit websites, Customer satisfaction ranking for the seaport, Negotiated contract savings (dollars saved), Number (and percentage) of facilities meeting regulatory requirements, Number of audits and special projects completed, Number of payment transactions processed for departments, Number of purchases made city/countywide by central purchasing office, Number of residents satisfied or very satisfied with the implementation of the city/county's transportation plan, Percentage of audit recommendations "concurred with" by management, Percentage of strategic plans outcomes supported by business plans, Percentage of traffic signals synchronized and optimized, Percentage of vendor solicitations successfully awarded without delay due to rebids or protests, Percentage of community satisfied with value of city or county's services for tax dollars paid, Percentage of employees rating the city or county or state as a good place to work, Percentage of internal users satisfied with procurement timeliness quality, and overall service, Percentage of survey respondents that rate the cleanliness of buses and train cars as good or very good, Percentage of survey respondents that rate the congestion on the roadways in their neighborhood as a minor or major problem, Percentage of survey respondents that rate the convenience of the city or county bus routes as good or very good, Percentage of survey respondents that rate the ease of transportation to and from the airport and seaport as good or very good, Planned frequency of transit service during peak and non-peak hours, Rate of schedule adherence for bus and rail service, Receiving Government Finance Officers Association (GFOA) distinguished budget award, Cost per page view on the city or county website, Electronic access to services and information, and percentage of survey respondents that agree that it is easy to find what they need or want on the city or county website, Fleet costs (acquisition, operating, resale value) within prescribed industry standards and percentage of department users satisfied with quality and timeliness of fleet management services, Increase number of employees rating the city or county as a good place to work, Number of page views on the city or county website per capita, Number of planned media events (includes news conferences), One hundred percent of financial reports filed timely and accurately in compliance with the law, Percentage of city or county employees aware of their component of performance targets, Percentage of city or county employees aware of their importance to city or county’s values and priorities, Percentage of IT projects completed on time, within budget, Percentage of IT routine problems solved within 24 hours, Percentage of (facility) projects completed within budget and on time, Percentage of accuracy between votes cast and votes reported, Percentage of customers familiar with city or county sources of information, Percentage of internal customers and residents satisfied with aesthetics of city or county facilities, Percentage of residents with a positive image of city or county government, Percentage of users (residents, visitors, employees, etc.) Formal management of staff performance and responsibilities. The assistant must also confirm all appointments and meeting requests via email. 18 Key Performance Indicator (KPI) Examples Defined Key performance indicators can help your organization or department succeed. Prepare budgets – The prepare budgets KPI tracks and measures the chief administrative officer’s ability to manage organization finances, from resource allocation to cost management. You can also discuss any weaknesses or problems, and identify solutions together. Sample kpi for administrative assistant. READ MORE on checkykey.com Kpi template for administration Administrative assistant kpi examples. The fundamental aim of this process is to make sure that the company’s overarching business goals are foremost in all employees as well as management’s minds. These objectives include the accurate and timeous preparation of the payroll and its associated tasks, such as payroll reporting, payroll accounting, and payroll system and administration. Performance management starts with figuring out what to measure. Responds to all inquiries and correspondence for the director – Part of the executive assistant’s role is to respond to all inquiries and correspondence on behalf of senior management or the director. Improve the accuracy and proper management of payroll data – The accuracy and proper management of payroll data KPI is designed to track and monitor the payroll officer’s ability to manage the payroll data accurately. 9. To make things a little easier, we have put together a resource that has KPI examples for all the departments in your organization, and even KPI examples by different industries. This KPI measures and tracks the extent to which the assistant meets all deadlines as indicated by the supervisor. Must be flexible and display initiative in working on new tasks – This KPI measures and tracks the executive assistant’s ability to maintain daily timetables and to ensure that all deadlines are met. 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