Key Performance Indicator (KPI) Reports typically contain a mixture of charts, graphs and tabular information, which makes them data-heavy and extremely time-consuming. Our KPIs, Metric, and Goal Report presentation allows you to effectively visualize KPIs, track progress against goals to improve performance and share weekly, monthly and quarterly reports across your organization almost effortlessly.
Use this slide to build a quick summary report from your metrics, then walk your team or stakeholders over each KPI, explaining which ones have been or are being currently met, and which require extra resources and attention.
Conversion rate is one of the most important KPIs for digital products and services. With this slide, you can discuss the state of your conversion rate performance, including unique and returning customers, bounce rate, etc.
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According to a KPI solutions platform, Simple KPI, these five steps will help you to build an effective report:
Create an overview – this is a summary that aims to set the criteria of the report, which would answer the questions, such as: What is the objective and goal of this KPI report? Who are the stakeholders? What is the purpose of this report (meaning, is it Strategic, Operational, Static or Interactive?) When and how will the report be distributed?
Define the KPIs – when the overall objective is established, list all the KPIs and metrics you'll need. KPIs need to answer questions like: How well are sales performing against their goals? Getting the data that supports these KPIs can be the tricky part, as this data must be current, relevant and credible.
Present your KPIs – use appropriate charts, graphs and tabular data that will present the metrics in the simplest possible way. "Keep the charts relevant, focused and in context. Present your KPIs in a logical order to keep the flow of information or the 'story' from getting disjointed," the experts say.
Build a prototype – start with creating a first draft. You can use dummy data as placeholders and distribute this draft to your team and stakeholders, which will allow you to obtain insights and feedback to complete and polish your final KPI report.
Refine and release – when the report is ready and checked for accuracy, finalize and distribute it. The experts say, building regular reporting review and maintenance periods will help you avoid reporting "bloat," and will help to keep the information relevant and up to date.
Expert advice
"The number crunchers take over and can overwhelm operating managers with spreadsheets and precise breakdowns of financial results and output measures. […] managers feel like they're being asked to jump through hoops they don't really understand – and don't particularly want to," a recognized expert in strategy and performance measurement, Graham Kenny, writes in his article for Harvard Business Review (HBR). To avoid burnout and create effective KPI reports, CEOs and managers need to keep in mind the following truths about KPIs, Kenny says:
KPIs (Key Performance Indicators) play a crucial role in reporting project metrics and the state of a project. They provide a quantifiable measure that allows a company to gauge the performance of various aspects of a project. This can include factors like project completion time, cost, scope, and quality. By tracking these KPIs, companies can have a clear understanding of the project's progress and whether it's on track to meet its objectives. They can also identify any issues or areas of improvement early on, allowing for timely intervention and course correction. This ultimately leads to more efficient and effective project management.
A company can use KPIs to drive results for stakeholders by ensuring that the KPIs reflect the value creation process, which is a two-way street. This means that the company needs to develop measures that not only reflect what the company wants from its employees but also how well the company delivers on what the employees want. This approach ensures that employees are engaged, which in turn drives results for other stakeholders such as customers. Furthermore, the company needs to consider causality when looking at performance measures. Leading indicators should predict future performance. If the organization does well with employees now, it will drive results for other stakeholders in the future.
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KPIs are about relationships – for example, a lot of time and money is spent measuring the satisfaction levels of staff, especially in large companies. What's important to remember, though, Kenny says, is that "KPIs need to reflect the fact that value creation is a two-way street. You want employees to be engaged because you need something from them. And the two-way street for employees is defined by how well the company delivers on the things that they want." Unfortunately, the majority of organizations fail to develop measures around both sides.
Consider causality – most managers look at a set of performance measures just as a table of numbers. Because the numbers appear to be concurrent, managers don't question the way each measure impacts the others over time. But leading indicators, Kenny stresses, should predict the future. "If your organization does well with employees now, that drives results for other stakeholders such as customers tomorrow. If your organization does well with customers tomorrow, then shareholder outcomes will be improved the day after," he writes.
Key performance indicators are only partial measures of something – as the conditions around your organization, department or section change, be prepared to tailor your performance measures. "It's set and reset, not set and forget," Kenny reminds us. To rethink how you develop your performance measures, he writes, look at performance as a two-way street and watch for the connections between indicators and the impact they have of one another. Most importantly, always be ready to roll with the punches and adapt to changing circumstances.
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