This KPI measures the executive assistant’s ability to develop effective training programs. So very … READ MORE on checkykey.com Smart goals for executive assistant Sample kpi for administrative assistant. It sounds obvious, but a key element of any KPI is its measurability, and this raises questions like: 1. sample kpi for administrative assistant erp manufacturing,erp smb,smb erp,erp software,what is erp software,erp manufacturing software,erp software definition,open source erp software,erp software comparison,small business erp software,erp softwares,manufacturing erp software,erp software list,best erp software,top erp software Read More. Administration KPIs are a remarkably useful mechanism that are designed for use to measure administration department efficiencies. Improve the percentage of automated or systemised processes – Automated or systemized processes maximize payroll process efficiencies. Cost per sheltered animal. Monitor inventory of office supplies and the purchasing of new material with attention to budgetary constraints. Recruit and train personnel and allocate responsibilities and office space. The more effective this process, the sooner managers can take on their full role. Requesting all to share the KPI for Administration Department Functions: Purchase, Safety & Hygiene, Accommodation, event management 10th January 2017 From Saudi Arabia, Riyadh. While a certain number of ad-hoc payments must be expected, they reduce the payroll team’s efficiencies: the lower this metric, the more efficient the payroll department. Administration KPIs apply to various administrative professionals like administrative managers, administrative assistants, and others involved in the administration of the organization. The best way to stay on top of a project schedule is tom have data about it. [/QUOTE] 4th April 2015 From India, Bangalore. Learn more: What is a key performance indicator (KPI)? Implement new technology roll-outs and upgrades as organizational needs change. So here's a brief rundown of the 25 Need-to-Know KPIs, organised across four business perspectives: customer, finance, internal processes and … Providing input for business and strategic planning – One of the chief admin officer’s roles is to provide input during business and strategic planning activities. The higher this metric, the more efficient the payroll. email@example.com READ MORE on … Example of smart objectives admin staff. Setting goals for departments and individual managers – The chief admin officer is responsible for the optimal functioning for all departments and departmental managers under his ambit. Improve the personal and team development plans and training – The personal and team development plans and training KPI measures the extent to which the payroll officer plans and implements both individual and team development training strategies. What data is directly needed for this KPI? Analyze employee performance and project profitability all in a single integrated suite. 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. Sample kpi for administrative assistant CheckyKey. Improve the percentage that the policies and processes are up to date – This KPI measures and tracks the extent to which the payroll policies and processes are up to date as a percentage. The most complete project management glossary for professional project. READ MORE on checkykey.com Sample kpi for administrative assistant Kpis for administration. Monthly sales/new customers. You … 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. How is it created? 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. Prepares final annual goals document under the direction of the director – This KPI measures how well the departmental administrator is able to prepare the document containing the annual goals under the direction of the company director. 6. An executive assistant’s role is to support their bosses by remaining organized and on-schedule. Administrative assistant kpi examples. Feedback on outstanding items. Average number of business days before reported graffiti is removed. Develop and implement policies and procedures for departments and teams – This KPI measures and track’s the chief admin officer’s ability to develop and implement integral, meaningful policies and procedures for each of the departments and teams under his management. Oversee facilities services, maintenance activities and trades persons (e.g electricians). Create and update user guides for technology systems used in the office. It is an essential tool in the organization’s ability to determine its ability to function as a cohesive unit that consistently meets its stated aims and goals. Anticipates problems and recommends a range of solutions to the director – Not only must executive assistants keep their bosses on-schedule; they must also be able to anticipate challenges that might occur and recommend a range of solutions to solve the stated problems. FILED UNDER. Group and individual training improve the payroll team’s overall ability to manage the monthly payroll run and its associated processes effectively. This KPI measures the assistant’s ability to manage short-term staffing requirements. Meets all deadlines as indicated by executive – The executive assistant’s primary role is to support management by being organized, deadline-driven, and adhering to stated schedules. Latest Questions. Find here examples of KPIs for various domains. Improve the payroll payment accuracy percentage – The payroll payment accuracy percentage KPI measures the ratio between the total number of accurate payroll payments and the total number of payroll payments processed over the same period as a percentage: the higher this metric, the more precise the payroll, and the more efficient the payroll team. Neighborhood and Unincorporated Area Municipal Services, Enabling Strategies Government Operations. Manage corporate and charitable registrations. Scroll down to check … Aleksey Savkin Staff asked 3 years ago. How is it accessed? Do you invest in your employees? The measurement of administration department Key Performance Indicators (KPIs) fulfils the following functions ensuring that the department functions optimally at all stages of the business’s life cycle. The measurement of administration department Key Performance Indicators (KPIs) fulfils the … satisfied with city or county services, Satisfaction ratings from service delivery departments, Value of corporate-initiated media coverage. 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. Key Performance Indicators (KPIs), performance reviews and appraisals should be available to all your staff so they know how they've been doing and what further development or training they need to undertake to improve. Begin putting together a check list of measurements and take advantage of the standards to generate your individual course of action … The KPI measures and tracks the chief admin officer’s ability to determine the best KPIs for each department. 18 Key Performance Indicator (KPI) Examples Defined Key performance indicators can help your organization or department succeed. This metric is calculated by dividing the total number of entries by the number of days taken to complete the payroll recon. Determine KPIs for each department – The chief admin officer is in charge of the organization’s day-to-day operations and activities; thereby, being in the position to determine key performance objectives for each department that falls under his ambit. Monthly sales growth. Trainings Costs. Cost per animal sterilized. Winning KPI … The higher this metric, the greater the payroll department’s efficiencies. 8. Number of qualified leads. You know you need them, but finding the right KPI for you or your business can be difficult. The administration department plays a central role in the organization’s optimal functioning, from front-of-house functions to desktop and graphic design functions, managing office supplies, and creating user guides to new technologies, both hardware, and software. Meets all deadlines as indicated by a supervisor – This KPI tracks and measures the extent to which the departmental administrator meets all deadlines set by management. This KPI measures and tracks the officer’s ability to plan, implement and manage the company’s strategy and planning processes. Personal and team development plans and training. Co-Founder & Alabama Native . 3. Don’t worry, we’ll provide the road map. Employee satisfaction with training. I Need KRA and KPI for administration Manager. Examples of sales key performance indicators: 1. Organize and supervise other office activities (recycling, renovations, event planning etc.). Average time employees are in the same job or function. ... Find here examples of KPIs for various domains. Confirms all appointments via email – This KPI measures the executive assistant’s ability to schedules meetings, conference calls, and student appointments for the director. They also help determine whether the executive or administrative assistant meets their stated goals or not. 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. Percentage of employees receiving regular performance and career development reviews. Administrative and Support Services Key Performance Indicators. Routes mail to appropriate party, retains copy for follow up, and closure – This KPI measures and tracks the executive assistant’s ability to route email and internal surface mail to the appropriate party and whether a copy is retained for follow up and closure. Maintain and troubleshoot technology in the office, including computers, networking, printers, copiers, telephones, televisions, projectors, and all software systems. 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.) Of sales key performance Indicators for healthcare providers KPI for administrative assistant job responsibilities, administration assistants, comfortable. ’ % admin tasks performed on-time s productivity metrics, and student appointments for the Director schedules meetings conference! 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