BSC-KPAs Updated

1、The Balanced Scorecard The Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals. The Balanced Scorecard Actual contents of each perspective need to be tailored to the spec

2、ific organizational / unit realities, needs and challenges. FINANCIAL/REGULATORY To satisfy our constituents, what financial & regulatory objectives must we accomplish? CUSTOMER To achieve our vision, what customer needs must we serve? INTERNAL To satisfy our customers and stakeholders, in which bus

3、iness processes must we excel? LEARNING & GROWTH To achieve our goals, how must we learn, communicate and grow? KEY RESULT AREA JOB PROFILE: SALES MANAGER KRA S. No. KRA Priority / Importance in PercentageTime Devoted 1 Total Revenue fulfillment of North India regional Sales by 200 CR for FinanciAl

4、Yr 2013-14 25 2 25% Revenue contributed by new revenue streams as a % of overall enterprise revenue of North India for Fin Yr 2013-14 20 3 Enterprise Business development by Retail Penetration Of 25% Across The Dealerships Handled in North-east India15 4 Implementation / Execution / Achievement of t

5、he central schemes and promotions. Subvented : Non- Subvented (40:60)10 5 MIS management & timely reporting of business activities as per pre defined SLA10 6 Training of Dealer / Dealer Staff with regards to Policy / Products / Schemes launched / amended from time to time as per Business Requirments

6、.5 7 Document collection & file completion Within the assigned TaT as per SLA5 8 Dealer satisfaction score as surveyed by external agency 10 KEY PERFORMANCE AREA JOB PROFILE: SALES MANAGER KPA 1 Leadership Example in motivating others Degree of care, concern and consideration for the needs of subord

7、inates Welfare of Subordinates ScaleDescription 5Motivates the Gp & gets best possible results Displays very good skills to make others follow him instinctively Mostly sensitive and considerate to the needs of Juniors Goes out of way to cater for the welfare of subordinates 4-4.99Mostly inspires con

8、fidence and enthusiasm in his subordinates with his zeal, personality & example More often than not works energetically & successfully for the good of his subordinates Care to provide all facilities within the available resources on most occasions 3-3.99Manages to keep the Gp functioning at satisfac

9、tory level Feels difficulty in keeping the morale at a high level Feels satisfied in providing minimum facilities to subordinates 2-2.99Sometimes subordinates feel demoralized and de-motivated when working under him Allots low priority to welfare of subordinates and is insensitive to the needs of ju

10、niors 1-1.99Subordinates mostly feel demoralized and de-motivated when working under him Always allots low priority to welfare of subordinates and is insensitive to the needs of juniors KPA 2 Inter-Personal Relations Ability to exercise tact when dealing with others in work and social situations Abi

11、lity to empathise with the needs and view point of others Capability to maintain harmonious and cordial relations KPA 3 Stress Withstanding Capacity Degree of mental endurance Capacity to face unforeseen situations with composure Adequacy in coping with pressure situations ScaleDescription 5Displays

12、 unusual gift in putting people at ease Sensitive to others feelings and views Shows confidence & fellow feelings with others Maintains harmonious relations with all 4-4.99Shows fair amount of consideration to others views & feelings Does not find difficulty in getting along with others and maintain

13、s cordial relations in work situations 3-3.99Bare essential consideration with others in job situation May lack spontaneity of warmth in his dealing with others At times may cause friction with colleagues and seniors 2-2.99Does not feel confident or at ease in the company of others on most occasions

14、 Mixes only to serve his own ends Always ignores the feelings & views of others 1-1.99Does not feel confident or at ease in the company of others Generally mixes only to serve his own ends Ignores the feelings & views of others ScaleDescription 5Remains absolutely calm and composed under stress Disp

15、lays high mental endurance 4-4.99Remains fairly calm and composed under stress Can meet difficult situations / emergencies with composure 3-3.99At times may get perturbed under stress Mental endurance satisfactory 2-2.99Apt to loose balance under stress Mental endurance barely adequate 1-1.99Gets pe

16、rturbed under stress Mental stamina poor KPA 4 Forecasting Abilities Degree of Analytical skills to predict accurately Quality and Certainty of forecasts ScaleDescription 5Possesses excellent analytical skills & uses them fully to come out with accurate predictions Presents high quality and realisti

17、c forecasts 4-4.99Possesses high analytical skills & uses them gainfully & brings out fairly accurate predictions Quality of forecast good 3-3.99Possesses adequate analytical skills & brings out satisfactory predictions Quality of forecast average 2-2.99Bare limited analytical skills and predictions

18、 tend to be inaccurate at times Quality of forecast leaves much to be desired 1-1.99Lacks analytical skills and gives inaccurate predictions Quality of forecast below standard and unrealistic KPA 5 Budgetary Control and Cost Consciousness Degree of monitoring funds and optimum utilisation keeping co

19、st in view Economy in Expenditure and Savings ScaleDescription 5Shows intelligent discretion and accuracy in forecasting budget estimates Judicious control of budgetary allocations Highly conscious of cost Substantial savings and economy of expenditure 4-4.99Shows good foresight and anticipation in

20、preparation of budget estimates & demands Good control of budgetary allocations Conscious of cost Shown good savings 3-3.99More than adequate foresight and anticipation in preparation of budget estimates & demands Adequate control of budgetary allocations Generally aware of cost and strives to contr

21、ol cost 2-2.99Barely shows the needed anticipation in preparation of budget estimates & demands Seldom shows control of budgetary allocations Often ignores cost 1-1.99Prepares inadequate budget estimates and demands Lapses in budgetary allocations No attention to cost Nil savings ParameterWeightage

22、Details Expansion Direct Coverage 20 Develop Action plan :New store addition and activation: Urban R/L to go up to _ by Q32014 Driving Active accounts in urban and Active accounts goal of _ ( monthly average)_ Activity / New Launch / Relaunch Execution 20 Driving Instore execution: -Execution and tr

23、acking of OCC -Category Dressing implementation and maintenance in key RSS stores Key Customer engagement 15 -Develop an engagement matrix across key RSS customers -Quarterly newsletter for Key RSS customers KPI 1 RSS workshop for key customers by region every six month RSS growth goal_25%_ Driving

24、Efficiency 20 -Drive and monitor Van Subsidies and implement plans for efficient utilization of subsidy. Optimize Van subsidy spend from estimated spend of 4.6% to 4.2% - Develop State wise subsidy benchmarks for new Vans -Ensure implementation of right processes for rural expansion by enabling righ

25、t execution of census code mapping & RE classification Team Recruitment & Development 25 Own recruitment & training calendar for rural. -Roll out of SSM, STL/PSR training & Selling aids to drive effective coverage and Productivity Manager Key task/Projects Coverage expansion Mobilisation & tracking

26、of Resources for Expansion Budgets People/Interns Tracking town wise achievement on RL & Infra Efficiency ( Salesmen, Delivery unit ) Track utilisation of New store scheme by geo and identify ways to improve the effectiveness of the same Lead Projects to drive RL Expansions Key Tasks/Projects In store Execution Identify the Ideal list of stores Track