51 COMMERCIAL LOAN Commercial (company) loan is lending provided by the participants in the production and sale of goods (work, services) in the form of deferment, installment payment, advance payment for goods (work, services) or

Director - I myself, our venerable master John, have not eaten since yesterday. And I love meat too! - That's why you're the director. But I can’t live without meat! Vsevolod Ivanov, “Adventures of a Fakir” When a business is just starting and gradually grows, these are the most wonderful moments for it. Which,

Commercial agent The duties of a commercial agent include: 1. Participation in the work of establishing the necessary business contacts between buyers and sellers of goods, including technical and other products (equipment, raw materials, semi-finished products, etc.), and

Commercial Director The commercial director performs operational, advisory, coordination and financial work, including administrative and economic management of the enterprise as a whole or its main structural divisions.

Executive director vs commercial director What is the principle of separation of powers? There must be at least two power points. This could be a commercial director and an executive. The commercial one understands sales and does not know where the goods come from.

KPI is a system of indicators with which employers evaluate their employees. It has much in common with the conventional planned approach. At the same time, with one serious difference: the performance indicators of each individual employee are tied to the general KPIs of the entire organization (such as profit, profitability or capitalization). The purpose of the system is to ensure that the actions of employees from different services are not contradictory and do not slow down the work of specialists from other departments.

It must be remembered that for each company the set of KPI indicators can be completely different, just as the global goals and objectives of enterprises will be different.

Also, it is very important to consider the measurability of indicators, therefore, each KPI should be easily measurable.

When building a KPI system for the personnel service, you must be guided by the following principle: the set of indicators by which the director of the service is assessed should be as close as possible to the set of key tasks of the department (ideally, completely coincide with the list of tasks of the department reflected in the regulations on the department). In this case, it is necessary to go from the strategic goals of the company through the business objectives as a whole, specifying them to the level of the unit’s objectives.

The main goal of the HR service is efficient use of enterprise personnel. It includes activities related to planning, recruitment, selection, adaptation, training, personnel assessment, as well as wages, compensation, benefits and occupational safety.

Therefore, when building a KPI system for the HR director, you can focus on the following indicators:

selection of personnel in accordance with the deadline established by the company, as well as in accordance with quality (that is, employees who have passed the probationary period are taken into account);

staff turnover - the ratio of employees who left the organization to the total number of employees;

labor and performance discipline (number of violations, penalties, number of people fired as a result);

certification (the number of those subject to certification who have passed it);

training and development (number of people trained during the reporting period, compliance with the budget, implementation of the plan, quality of training);

motivation (fulfillment of the company’s profit plan as a consequence of quality motivation);

personnel assessment according to schedule;

the state and structure of the personnel reserve, the number of reservists;

labor productivity;

staffing level (speed of filling vacancies, percentage of those who do not pass the probationary period, costs of hiring one employee);

conducting personnel records.

We pay special attention to personnel records. This is a large area at the intersection of HR and accounting, and here you can focus indicators on the success of labor inspection checks, as well as the frequency of complaints from employees regarding the preparation of HR documentation.

Example of a standard tree:

Staff turnover (share -3)

Cost of hiring one employee (3 points out of 10; share -1)

Total turnover costs (7 points out of 10; specific gravity -3)

Value (coefficient) of turnover (8 points out of 10; specific gravity -1)

Time to fill one vacancy (4 points out of 10; specific gravity -3)

Duration (time) of work of one employee in the company (5 points out of 10; specific weight -2).

Recruitment (share -3)

Vacant period for the position (8 points out of 10; specific gravity -2)

Passage of initial certification by a new employee (4 points out of 10; specific weight -4)

Satisfaction of the immediate manager with the employee (2 points out of 10; specific weight -1)

Percentage of turnover of new employees (8 points out of 10; specific gravity -1)

Financial losses from poor-quality hiring (8 points out of 10; specific weight -3).

Personnel training and development (share -1)

Opportunities for learning and growth (2 points out of 10; relative weight -4)

Opportunities to fill higher level vacancies as a result of training (3 points out of 10; specific weight -2).

Details in the System materials:

1. Answer: How to motivate staff with key performance indicators (KPIs)

General concepts

Key Performance Indicators (KPI) are an assessment system that helps an organization determine the achievement of strategic and operational goals.

Key performance indicators (KPIs) are used to evaluate the performance of the entire organization, its individual divisions, and specific employees. Using the KPI system, they monitor and evaluate the effectiveness of the tasks assigned to them by employees.

Thus, by developing a remuneration system based on performance indicators, the organization receives a strong employee tool that allows employees to clearly set goals for their activities and link the results of their work to wages.

The following types of key indicators are distinguished:

Result KPI (how much and what result the employee or department produced);

Cost KPI (how many resources were spent on obtaining finished products and services);

Functioning KPIs (indicators of the execution of business processes (allow you to assess the compliance of the process with the required algorithm for its execution));

Performance KPIs (derived indicators that characterize the relationship between the result obtained and the time spent to obtain it);

Efficiency KPIs (derived indicators characterizing the ratio of the results obtained to the resource costs).

Each organization independently chooses which type of KPI will be used when assessing the performance of the organization, division and specific employees.

Examples of KPIs and their calculation system are presented in.

Rules for developing KPIs

In order for the KPI system to be effective, it is necessary to develop key performance indicators that:

easily measurable;

tied to corporate strategic goals, key business processes and organizational development projects;

have a calculation formula that is easy for employees to understand;

take into account the employee’s area of ​​responsibility (they guarantee that it is through their work that the employee manages the process of implementing the work plan, external factors do not interfere with or help achieve the achievement of indicators);

are calculated on the basis of such evaluation criteria and standards that are achievable for the employee (achieving the goal must involve significant effort, but at the same time the probability of achieving it must be at least 70-80%);

take into account the entire set of functional responsibilities of the employee;

are calculated on the basis of such evaluation criteria and standards that the employee can influence throughout the entire period of his work (an employee can improve his work result at any time);

focus the employee's attention and efforts on achieving a few high-priority tasks, rather than scattering efforts across many subjects;

balanced with each other (one indicator helps to fulfill the other and does not contradict in its meaning);

carry meaning and are the basis for analyzing the activities of the employee and the organization as a whole.

It is also important when developing a KPI system to take into account that the cost of measuring an indicator should not exceed the effect of using this indicator, and also that the set of performance indicators for each employee (division) should contain the minimum required number to ensure full management of the business process (two to four performance indicator for one position).

Development of a KPI system

To develop a system of key performance indicators, it is recommended:

determine the goals of developing and implementing a remuneration system based on KPIs;

determine the goals and strategies of the organization;

determine the overall key performance indicators of the organization, break them down into key performance indicators of business processes, and then into key performance indicators of departments;

determine the list of positions in the structure of the organization that will be subject to the system of performance indicators, and the key functions of these positions (business processes that are in their area of ​​​​responsibility);

based on key performance indicators of departments, develop personal indicators for positions, thus linking the overall key performance indicators of the organization to the key performance indicators of an individual employee;

determine the procedure for calculating key performance indicators;

fix the rules and regulations of the payroll system based on key performance indicators in the organization’s regulatory documents (Regulations on remuneration, Regulations on bonuses, etc.), coordinate and approve them with the head of the organization;

Explain to employees the rules and regulations for assessing their work using performance indicators, motivate employees to obtain specific work results (meeting KPIs).

An example of calculating the salary of a sales manager at Alpha based on key performance indicators

To create a remuneration system for the sales manager, taking into account the achievement of KPIs, the following methodological procedure was carried out:

We determined the main goal of the organization - to increase the implementation of the sales plan in the period from 01/01/2012 to 12/31/2012 by 20 percent.

We determined that this goal is the main goal of the sales department.

It was determined that the salary of a sales manager should take into account the achievement of the goals set for him while performing current tasks.

Since the sales manager’s goals are set by his immediate supervisor and reinforced in the sales plan and work plan, the following key performance indicators have been developed.

KPI1 - percentage of sales plan fulfillment;

KPI2 - percentage of completion of the work plan.

It was established that each of the selected KPIs has the same effect on the result of work and that they will equally influence the variable part of the salary, that is, they confirmed that the weight (importance) of each of the KPIs is 0.5.

We determined the values ​​of the coefficients for each KPI, which affect the size of the variable part of wages at different KPI values, and the meaning of its value. The data was entered into the table.

We developed a calculation formula:

We approved the size of the permanent part of the sales manager’s salary - 15,000 rubles.

We chose the size of the planned value of the variable part - 15,000 rubles.

Thus, we determined the ratio of the variable and constant parts of the salary as 50 to 50 percent.

We determined the formula for calculating the variable part of wages:

We checked all possible salary options for all possible KPI values.

Option 1.

Fulfillment of the sales plan is 90-100 percent (KPI1 coefficient value = 1). Fulfillment of the work plan is 90-100 percent (KPI2 coefficient value = 1). The variable part (PV) is 50 percent and equal to 15,000 rubles.

PerCH = 15,000 rub. × (1 × 50% + 1 × 50%) = 15,000 rub.

Monthly salary = 15,000 (fixed part) + 15,000 (variable part) = 30,000 rubles.

Conclusion: the employee receives the planned salary established according to the payroll standard.

Option 2.

Fulfillment of the sales plan is more than 100 percent (KPI1 coefficient value = 1.5).

Fulfillment of the work plan is more than 100 percent (KPI2 coefficient value = 1.5).

PerCH = 15,000 rub. × (1.5 × 50% + 1.5 × 50%) = RUB 22,500.

Monthly salary = 15,000 (fixed part) + 22,500 (variable part) = 37,500 rubles.

Conclusion: the employee receives 7,500 rubles. more than the planned salary, but the implementation of the plan for each of the indicators is more than 100 percent.

Option 3.

Fulfillment of the sales plan - 51-89 percent (KPI1 coefficient value = 0.5). Fulfillment of the work plan - 51-89 percent (KPI2 coefficient value = 0.5).

PerCH = 15,000 rub. × (0.5 × 50% + 0.5 × 50%) = 7500 rub.

Monthly salary = 15,000 (fixed part) + 7,500 (variable part) = 22,500 rubles.

Conclusion: the employee receives 7,500 rubles. less than the planned salary.

Option 4.

Fulfillment of the sales plan is less than 50 percent (KPI1 coefficient value = 0). Fulfillment of the work plan is less than 50 percent (KPI2 coefficient value = 0).

PerCH = 15,000 rub. × (0 × 50% + 0 × 50%) = 0 rub.

Monthly salary = 15,000 (fixed part) + 0 (variable part) = 15,000 rubles.

Conclusion: the employee receives 15,000 rubles. less, since the variable part is equal to 0 due to the implementation of the plan for each indicator by less than 50 percent.

After checking all options for calculating the sales manager's salary, the salary scheme was agreed upon and approved by the general director of the Alpha organization. The rules for calculating the variable part of the salary were explained to the employee, and a conversation was held to encourage the employee to achieve a specific result - fulfilling the sales plan and work plan.

Pros and cons of the KPI system

The advantages of the system of key performance indicators include the following facts:

the size of the variable part of an employee’s remuneration directly depends on the achievement of his personal KPIs;

Each person is assigned responsibility for a specific area of ​​work;

the employee sees his contribution to achieving the overall goal of the organization.

The disadvantages of the KPI system include the following facts:

due to too many KPIs (more than five) in the total amount of the variable part, the share of each of them is small;

too much weight of one of the indicators leads to distortions in work;

Really unattainable KPIs demotivate employees.

Inna Varfolomeeva,
General Director of the System Consulting Center “Management Formula”, management consultant, business trainer and coach, Ph.D.

We set KPIs for ourselves - HR Director. 6 indicators that are easy to measure and meet business goals

Indicators in some areas of work in the textile complex began to decline. We checked the motivation system. It is not only no worse than at other enterprises in the industry, but even better. In addition, managers at all levels claim that their subordinates work with full dedication. In order to make a more substantive assessment of who works and how, the owners decided to introduce KPIs for all employees, including the general director. It turns out that the HR director must develop KPIs for himself.

What key indicators should you set for yourself? After all, they will subsequently evaluate your work and involuntarily transpose this assessment to the entire HR department *. And of course, among your key indicators there should be those that characterize the work of the HR department as a whole. But not only that. It is also necessary to develop KPIs that would reflect your personal achievements. Enter objective and easily measurable indicators.

Should one or more KPIs be linked to company-wide performance?

It depends on whether you influence business indicators. The actual powers of the HR Director in different companies can vary significantly. In some places he is a business partner, participating in the development of the company's development strategy, actually working on projects to optimize production processes, and in others he is only involved in operational work, carrying out instructions from other top managers. Unfortunately, not everything depends on us. Business owners determine a lot. So, it’s worth setting KPIs for yourself that characterize the work of the company as a whole only if you in the company can directly influence the achievement of general corporate goals.

It is not necessary to set only common KPIs!

A company producing automotive electronics required 100% staffing of one of its departments. A special KPI was established for the HR director: the number of person-days during which vacancies remained unfilled. In an effort to reduce this indicator to zero, the HR director managed to structure his work in such a way that he always knew in advance about any employee’s intention to quit. And his subordinates - the recruiting managers - always had several resumes in stock from candidates who could immediately fill the vacant position.

In a large retail chain selling household chemicals, the HR Director is on the board of directors and participates in the development of business strategy. In addition, the HR department is of special importance to management, since it is called upon to control staff turnover, which, as we know, is always quite high in trade. It depends on the work of the department whether vacancies in old stores will be filled on time and staffing in new ones, whether it will be possible to motivate the team to increase sales volume and fulfill the plan. Therefore, the bulk of the quarterly and 100% of the annual bonus of the HR Director is tied directly to general corporate KPIs (see table below). And only 40% of the quarterly bonus depends on an individual indicator - the completion of current tasks agreed upon with the CEO.

Develop a map of company goals and build on it when defining KPIs

In this matter, you will need the help of top managers, with whom you will conduct something like a brainstorming session and outline the main goals of the company. Enlist the support of the general director: tell him in advance that you want to organize such a brainstorming session, explain why. Its results will be needed to develop KPIs not only for the HR Director, but also for other managers, as well as for all employees of the company.

The goal map consists of four steps (levels). When you gather top managers for a meeting, first work with them on the first step. Ask what the company's main financial goals are for the coming year. You need to name from one to three goals. As a rule, top managers have an understanding of such long-term tasks. Write down what the top managers tell you on the board.

After this, move on to the next step. Ask participants to brainstorm what the company needs to change in its market behavior and interactions with customers to get the financial results it needs. Write down your answers, then discuss them and choose the three to five most important.

Now - the third stage. Ask a new question: “How should internal business processes be restructured and improved so that the company can achieve the goals that were just formulated? That is, to occupy the right place in the market, to interest and retain customers.” Use your answers to form the third stage of your goal map.

And finally, the fourth step. Ask those gathered to think about what needs to be improved in the company in terms of personnel performance so that it can properly restructure business processes, better satisfy customer needs, and ultimately achieve the required financial results. Write down the answers, discuss them and select several key goals that will be included in the last, fourth step of the map.

Table. KPI of HR Director of a trading company

A good KPI for an HR director is unused employee vacations

Maria SHIPOVALOVA,

Head of the HR/Payroll division of the Real hypermarket chain

This is a very simple indicator and easy to measure. It will show whether the HR department and its head are working effectively. After all, if people don’t go on vacation, it means either the work in their structural unit is not organized correctly, or there is no one to replace them. Then you need to analyze why this situation has developed and eliminate the reasons for this. Perhaps the HR department does not fill vacancies on time and this needs to be corrected. Or managers simply do not let their subordinates rest. And then the HR Director needs to sound the alarm, convincing them that there is a risk of employee burnout at work. Maybe it's worth sending managers to time management training? Do not forget that if employees do not go on vacation, the amount that the company will have to pay in the event of dismissal is constantly increasing. And this worsens risk management indicators.

The TETRA Electric group of companies usually begins to develop a strategic map for the next year in August. This map not only lists all four groups of goals, but also indicates the positions of top managers who are responsible for achieving them. One of them is the Director of Personnel Management and Development. In particular, for 2010-2011 the company was faced with the task of increasing profitability, which should be reflected in an increase in EBITDA (income before taxes). Based on this, a goal map was developed. Two global tasks were formulated for the HR director: to introduce a system of continuous employee development and to increase the efficiency of staff.

Thanks to the goal map, you will clearly understand which areas of work the HR department and you personally need to focus on. It will be much easier to decide on the indicators that should be used as your KPIs.

The list of KPIs for the Director of Personnel Management and Development included two indicators that correspond to the goal “Implement a system of continuous employee development to create a self-learning organization.” The first indicator is the cost of training one employee. It characterizes the level of investment in personnel development and is calculated using the formula: Total costs for training and advanced training / Average number of personnel. The second indicator is the implementation of the training budget. It reflects the accuracy of cost planning and is calculated using the formula: Actual total training costs / Planned total training costs × 100%. With the help of these KPIs, HR directors were motivated to ensure that a training and development program was developed and implemented in the required volume, but at the same time at a cost within the budget.

The HR director is responsible for business performance. Implement two types of KPIs

Oksana KOLESOVA,

HR Director of JSCB ROSSIYSKY CAPITAL (OJSC)

Any business is run by people, so the HR director is responsible for the company’s target indicators together with the CFO, Business Director and other top managers. Financial companies, as a rule, establish two types of KPIs for HR directors. The first is common to all top management: the company’s profit, the volume of the loan portfolio for the year. The second type of KPI is purely for the HR manager, namely: labor costs within the budget, the level of staff turnover, the effectiveness of recruiting in terms of speed and percentage of vacancies filled, the effectiveness of training and the level of qualifications of employees, adaptation management, the level of loyalty, the balance of the structure. The latter indicator was assessed by the ratio in percentage of the number of personnel of the central office and regional divisions, as well as by the ratio of the number of employees in the business category and service departments.

Select the most problematic area in HR work, set yourself goals and reflect them in the KPIs

Do not start from the strategic objectives formulated by higher management or the owner (as with the target approach), but from the need to ensure high-quality performance of HR functions. Determine which area of ​​work is the most problematic. Concentrate your attention on it. Decide which indicators best characterize his condition, think about the level to which they need to be raised, and set this level as a KPI.

Staff turnover has increased in a large auto dealer network. The HR director wanted to set himself such a KPI: to figure out what the reasons were and solve this problem. However, when he took a closer look at the statistics on layoffs, he came to the conclusion that their jump occurred only among young employees who had worked at the company for one to two years. Therefore, the HR director decided to narrow his task and set another annual KPI: “Staff turnover among personnel who have worked for one to two years does not exceed 7.5%.” Now it has increased and is 9%. KPI is linked to the annual bonus (40%). Over the course of the year, it was possible to identify and eliminate the reasons due to which, in fact, turnover increased. The main problem is the unfair bonus system. The number of layoffs decreased, and the HR director received a well-deserved bonus.

Now let's look at a few specific KPIs relevant to the HR director.

Indicator 1. Is the personnel budget exceeded?

This indicator will demonstrate whether the HR director maintains budgetary discipline, whether he manages to correctly forecast personnel costs (including payroll) and then adhere to them, and whether he knows how to save money. As can be seen from the diagram below, this indicator is popular and is almost always used in companies where the work of the HR director and his subordinates is assessed using KPIs. It is calculated like this:

C b = Z f / Z p x 100 (%), where:

C b - indicator of budget compliance;

Z f - actual personnel costs;

Zp - planned personnel costs (according to the budget).

Diagram. What KPIs do companies use for managers and HR employees?

Indicator 2. What financial return do personnel costs bring?

Use this metric to understand whether the HR budget is being used effectively and whether the company is getting the financial return it expects from paying its employees. You can check this, for example, using the following formula:

Using this formula, you will find out how many products the company produces for every ruble spent on personnel. You can adjust the calculation formula, taking into account the specifics of your company and the industry in which it operates. So, for trading companies the indicator will sound different: the amount of revenue per 1 ruble of personnel costs. And it is calculated in the same way. If in your company the HR director has the opportunity to significantly influence production or sales costs, then it is better for him to set a KPI that will be tied to gross profit. The calculation formula will be like this:

E and = O p / Z f, where:

Ei is an indicator of the effectiveness of investments in personnel;

O p - production volume (in monetary terms);

Zf - actual personnel costs.

The higher this indicator, the better. Values ​​can vary significantly depending on the specifics of the activity.

Indicator 3. What is labor productivity

In other words, you find out how much production is produced per employee. The higher this indicator, the better. This means that employees are properly selected, trained and motivated. In addition, this KPI will also stimulate HR directors to better monitor the number of personnel. After all, the creation of new jobs should always lead to an increase in output, and, consequently, to an increase in labor productivity. Otherwise, the increase in the number of personnel is not economically justified, and this cannot be tolerated. Labor productivity is calculated as follows:

P t = O p / T z, where:

P t - indicator of labor productivity;

O p - production volume (in monetary or commodity terms);

T z - labor costs (in man-hours or man-days).

To simplify calculations, you can replace labor costs with the average number of personnel, assuming that all employees worked in the company approximately the same number of man-days during the period under review.

When setting KPIs, proceed from the HR strategy. Don’t forget about the HR brand and the efficiency of the personnel service

Irina BARANOVA,

HR Director of the Gulkevichi Starch Plant (Gulkevichi, Krasnodar Territory)

Of course, the HR strategy is developed jointly with the company's chief executive. Based on this document, you can easily select KPIs for yourself that correspond to the company’s goals. Of course, we cannot do without indicators on personnel selection, training and development of employees, and compliance with payroll amounts. But set larger KPIs too. For example, the formation of an HR brand and a general assessment of the effectiveness of the HR service. The HR brand can be judged by such data as the number of candidates from donor companies and competitor companies, compliance with internal communications standards, and employee satisfaction index. And about the efficiency of the HR service - by whether the planned budget of the service is not exceeded, whether HR processes are optimized.

Indicator 4. What happens to staff turnover

Is this figure decreasing or, conversely, have employees started actively quitting and is it already higher than planned? Since people’s desire to leave the company depends on many different factors related to personnel management, staff turnover, in fact, characterizes the quality of all personnel work, that is, it allows us to evaluate the work of the HR director in a comprehensive manner. Let us recall the calculation formula:

T k = C y / C o x 100 (%), where:

Tk - indicator of staff turnover;

C y - the number of dismissed employees;

C about - the total average number of employees.

As mentioned above, this indicator can be adjusted if problems with turnover are observed only with certain categories of personnel and you are trying to resolve this issue.

Indicator 5. How high is the level of absenteeism?

Absenteeism is the absence of employees from their places during working hours. And it doesn’t matter for what reason - for a valid reason or because of absenteeism. A high value of this indicator will indicate that the staff does not strive to fulfill their duties and is constantly looking for reasons not to show up at the workplace. Most likely, there is an unfavorable atmosphere in the team, problems arise with other hygienic factors at work, or the motivation system is not working effectively and this needs to be corrected. To calculate the absenteeism rate, use the formula:

A p = D or / D o x 100 (%), where:

A n is the indicator of absenteeism among staff;

D or - the number of person-days of absence from work;

D about - the total number of man-days in the period under review.

Indicator 6. Are employees satisfied with their work?

You can find out this using a survey. It makes sense to conduct it no more than once a year, since staff opinions about the company do not change quickly. This KPI can only be annual or even two or three years. The calculation formula is as follows:

L p = C l / C o x 100 (%), where:

L p - indicator of staff loyalty;

S l - number of loyal employees (based on survey results);

C about - the total number of employees surveyed.

* What KPIs to set for HR service managers responsible for various areas, read in the appendix to No. 3, 2012 “KPIs for HR service employees”.

KSS "Personnel System"

The editors of the magazine "Personnel Business" found out which habits of personnel officers take a lot of time, but are almost useless. And some of them may even cause bewilderment to the GIT inspector.

Today, many private companies and organizations have approved and implemented HR department KPIs. However, there are new companies or organizations with outdated, established principles that have not switched to modern methods of assessing the work of HR specialists. When building a general KPI system for the personnel department, it is necessary to take into account that the KPIs of the department head may be similar to the KPIs of subordinates. In this case, it is necessary to take into account the company’s strategic goals, overall business objectives and what role the HR department plays in achieving them.

To put it bluntly, this unit has a decisive role in achieving the overall goals of the organization. After all, this is where the recruitment of future employees takes place; here, personnel are selected who will subsequently work for the overall result of the company. The HR director's KPIs should include indicators that characterize the degree to which all of the organization's specialists are effectively included in the work process. These are activities for planning, selecting and hiring specialists for work, job training, giving competent, objective assessments to personnel, wages, compensation, benefits and labor safety.

The KPIs of the HR manager in each individual organization must be individual. However, most often they consist of staff turnover (the ratio of fired specialists to the total number of people working in the company), the total number of employees, staffing levels, costs associated with the registration of new employees, etc. All these indicators can be expressed in digital equivalent, in addition, they affect the successful operation of any organization.

The KPIs of a training manager should not consist of the number of seminars and trainings conducted, but of the results obtained, for example, an increase in the number of transactions concluded after sales training, an increase in the average check in a store, a reduction in staff turnover, an increase in the number of employees who have passed certification, etc. KPIs of the training department should be expressed in numerical indicators, just like general KPIs for all specialists in the organization. You can conduct various trainings every day that will not give any results, but at the same time the specialist will have a high KPI, which is expressed in the total number of seminars and trainings conducted per month. But if you take as a basis the result of the training, the degree of assimilation of information and its application in practice, then the benefit for the company from this indicator can be colossal.

The general climate in the team, how much specialists value their work, what new faces come to the organization, etc. depend on how competently and professionally the KPIs of the HR service are developed.