Human Resources

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Human Resources
Human Resources

Strategic and Operational KPIs for the Human Resources department are showing a
weak alignment towards the Strategic Objectives (SO #4).
The 2017 Strategic Plan for Human Resources is based on percentages but with no reference
to best practice. Targets are generally broadly defined with no reference to past performance.
Attention is given to compliance with FAHR. However, definitions are not clear
and associated metrics are on the low side, allowing for moderate operational improvements
but without the ambition to uplift the overall qualitative delivery of the department.
There are no real new initiatives, or plans to move from a reactive to a proactive partner.
There are no individual SMART objectives available; it is therefore impossible to review
the likelihood of proper achievement of the Strategic Objective(s).

Marketing & Publications

The Strategic and Operational KPIs for the Marketing & Publications department are
showing a moderate alignment towards the Strategic Objectives (SO #4, SO #5).
The 2017 Strategic Plan for Marketing & Publications includes a number of operational
targets, mostly in the production of publications, media production and number of web hits.
There are no Marketing & Publications operations improvement initiatives or targets.
It is unclear whether there is an established link between the Strategic KPIs, expressed
in customer satisfaction or compliance with the external regulator (TRA), and the proposed
metrics for each Operational KPI.
Metrics should refer to past and existing performance (i.e. Website hits, Twitter and
other social media followers).
There are no individual SMART objectives available; it is therefore impossible to review
the likelihood of proper achievement of the Strategic Objective(s).

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