How to create KPIs in the Relgov area
Posted: Thu Feb 20, 2025 5:51 am
Therefore, the construction of KPIs must also take into account the organizational culture for creating value propositions for the Relgov area. In other words, if the organization is oriented towards quantitative indicators, it is important that the indicators follow the guideline and point to costs to be avoided, revenues created, return on investments, etc. Likewise, if the company focuses on strengthening its reputation and brand reach, KPIs can be developed to measure the satisfaction of internal and external stakeholders, for example. However, it is worth noting that the ideal is for organizations to be able to combine qualitative and quantitative KPIs.
In this sense, there are also result indicators – which should be prioritized over effort KPIs. This is because the confusion commonly made between metrics tends to have negative impacts. It is possible, for vietnam mobile database example, that the RIG professional presents reports with the number of meetings scheduled, meetings held and analyses produced. These numbers, by themselves, do not necessarily represent good results, since a problem can be solved after 10 meetings or with just one phone call. Although the result is the same, the effort is not.
To get around this issue, KPIs can be developed to assess the results delivered, such as the percentage of success. Analyzing the number of times the RIG team participated in hearings and was present at Congress to defend interests, for example, can certainly be included in the list of KPIs, but the metrics system should not be limited to these indicators alone.
Finally, organizations can establish KPI fronts to analyze different scenarios within Relgov's performance, separating indicators in the following way, for example:
Financial – the impact that the legislative proposals monitored by the area can generate, in terms of resources, if they are approved or not;
Stakeholders – quantify and qualify meetings with parliamentarians in the case of external stakeholders and expand and strengthen communication about the progress of processes with the internal public;
Processes – quantify the demands received internally and indicate the resolution rate, create satisfaction surveys with internal areas and share results.
In this sense, there are also result indicators – which should be prioritized over effort KPIs. This is because the confusion commonly made between metrics tends to have negative impacts. It is possible, for vietnam mobile database example, that the RIG professional presents reports with the number of meetings scheduled, meetings held and analyses produced. These numbers, by themselves, do not necessarily represent good results, since a problem can be solved after 10 meetings or with just one phone call. Although the result is the same, the effort is not.
To get around this issue, KPIs can be developed to assess the results delivered, such as the percentage of success. Analyzing the number of times the RIG team participated in hearings and was present at Congress to defend interests, for example, can certainly be included in the list of KPIs, but the metrics system should not be limited to these indicators alone.
Finally, organizations can establish KPI fronts to analyze different scenarios within Relgov's performance, separating indicators in the following way, for example:
Financial – the impact that the legislative proposals monitored by the area can generate, in terms of resources, if they are approved or not;
Stakeholders – quantify and qualify meetings with parliamentarians in the case of external stakeholders and expand and strengthen communication about the progress of processes with the internal public;
Processes – quantify the demands received internally and indicate the resolution rate, create satisfaction surveys with internal areas and share results.