Today about the KPI-Drive system, management by goals and right motivation employees, we are talking with Gulmira Ismanova, Quality Director of the Shoro company from Kyrgyzstan. Mira knows her company very well, having worked for it for 14 years. Starting as a simple operator, she reached her current high position. We are confident that Shoro's experience will be useful both to our clients and to those who are just getting acquainted with Alexander Lityagin's technology.

- Hello, Gulmira! Thank you for agreeing to give us an interview. Please tell us about your company.

- Hello! Shoro (www.shoro.kg) has been on the market for 22 years. Our mission is formulated as follows: "The revival of the traditions of ancestors based on the production of environmentally friendly foods and drinks."

Today we have grown to the level of a large republican company, we produce a whole series of mineral drinking table waters, as well as national drinks, among which there are cereals, very healthy, and fermented milk (Fig. 1). I note that our drinking mineral waters are very popular in Kyrgyzstan: according to last year's data, they occupy approximately 63% of the local market.

Il. 1. Production of the company "Shoro"

Our business is seasonal, we have draft drinks, so for the summer time we increase the staff to about 1200 employees. But the main backbone is about 300 people.

- What can you say about the structure of the company?

‑ Initially, we defined 14 users. Basically, these were directors and heads of those departments that affect the quality of products - heads of departments: supply, vehicle fleet and, of course, sales, in including- regional. We immediately divided them into groups with a “manager-subordinate” hierarchy. The former included the deputy general directors (we have two of them), as well as the financial director, among whose subordinates is the head of the supply department.

Il. 2. List of employees in KPI-Drive, subordination and performance

- Why did you choose the KPI-Drive program?

- Prior to the selection and implementation of this program, we had a certain system of remuneration. We have our own production, and all sales specialists were tied to the production of piece products. But it was not very clear how exactly to evaluate the administrative and managerial staff. Therefore, the question arose about the efficiency and effectiveness of these people. The wage fund was simply divided into salary and bonus parts.

Before we heard about the KPI-Drive program, our company already had its own reward system, which was once developed on the basis of grading. We divided employees into workers, specialists, leading specialists, line managers and directors. Unlike those categories of employees whose tariffs were tied to the production and sales of units of production, we had questions mainly about the remuneration system of directors and line managers. The problem was in calculating wages to the directors, because their work was evaluated by our general manager. And the system was built in such a way that their salary and bonuses correlated with each other as 70/30, where the first digit is a fixed part, and the second is a variable. At least, that was the assessment of the first leader.

But then the indicators were not precisely defined. And, of course, the CEO had questions every time: “Why should I bet 30%? Because the person is so good? But I don't see work, I don't see results! Are there any criteria for evaluating their performance? And there were many such questions. As a result, we were offered the KPI-Drive program. In Kyrgyzstan, by the way, trainings on KPI systems have become very popular.

- Did this offer come from the official partner of Target Management in Kyrgyzstan, Rysbek Bekembaev?

‑ Yes! Our CEO was looking for a simple system that would have everything planned out so that he could know exactly how much to pay his employees based on performance indicators. He always asked himself this question. Although it suited us perfectly: in order not to offend a person, he was always given 30% of the bonus. But it was inconvenient for the CEO.

Kyrgyzstan is a small republic, everyone here knows each other. Therefore, when we started talking about it at the meeting, Rysbek, as we call him in a friendly way, said: “There is such a program!”. We invited him to our company and he gave a presentation to all our leaders.

Then the CEO remarked: “The KPI-Drive program is good, especially since it is automated. If we say that we must be an advanced company, then let's implement it first! Why not? If there are certain indicators, weight distributions, facts, then I will definitely know to whom and for what I pay.

And this was the first reason why we implemented this program (Table 1).

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Tab. 1. Choice software product KPI-DRIVE

We always wondered: "Can I earn more?". For example, there is a certain minimum wage of 30,000 soms. And if the fixed part is 70%, and the premium part is 30%, then, of course, I will receive this amount. But many diligent employees could earn more, but they could no longer jump above this bar.

And so, when we were presented with the KPI-Drive program, everyone's eyes flared up from the fact that, it turns out, earnings can be higher. This program allows you to evaluate your labor contribution on merit. Are you trying? Get More Installed! This has become the main motivation for employees.

- Previously, the assessment of employees was biased?

‑ Yes, not objective. It seems that one employee is trying, and the second is even more, but it is still not very clear who and how to evaluate. And when the CEO got acquainted with Alexander Lityagin's technology, he liked that there were clear criteria. And he proposed to determine wages by KPI-indicators.

- What were the goals of implementing KPI management in your company?

- First of all, it was the motivation of the employees: they saw that they could earn more than was previously established. Secondly, they began to understand that there are certain standards and a person must fulfill his duties according to the developed and painted job descriptions. Although before that, for some reason, we did not pay attention to some business processes ...

Then questions arose: who will set the tasks? And what exactly? Of course, these same job descriptions came to our aid here. And immediately everyone began to understand their functions and responsibilities (Table 2).

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Tab. 2. Goals of implementing KPI-management and KPI-DRIVE system

We also wanted to distinguish between everyday and project tasks. Suppose we are preparing for commissioning a new center for the production of mineral water. In this case, the problem is formulated as follows: after some certain time we start the workshop, you are given this and that for this. Everything!

The project task is divided into several months, it can be extended even for a year. We encountered this when we set tasks for our Chief Engineer. It was then that we realized that, for example, the new workshop, it turns out, has been doing something for eight whole months. And, most importantly, such project tasks should be set!

When an employee breaks down a project task by month, they accurately track its progress. It helped us all a lot. Those current tasks that arise along the way fade into the background. But project tasks are controlled and always fulfilled!

- That is, the first priority is the project tasks, because they are the most important?

- Yes Yes! We review an investment plan every year. The company is developing, the plant is expanding, we will definitely implement some promising projects. It doesn't happen to us that we just get up and do nothing. Therefore, project tasks concern everyone - the HR department, the financial director, the marketing department, and the chief engineer.

Previously, our project tasks “hung”. We often stated that “the project will be completed by the end of the year”. But now people began to say this: “Why wait until the New Year? Let's finish everything in October." Then we break the tasks down by months, and their implementation is monitored by the CEO. It's great!

Thus, the principle of planning "in about eight months" no longer works. When the program itself says that the employee must accurately set deadlines, calculate the resources sufficient to complete this task, then the person begins to think. And in this case, the specific task is more accurate. Everyone began to know for sure that this project needed to be completed, for example, exactly in seven months. And the current tasks began to be tied to the project ones. And this is normal! And the fact that we began to separate them, we, the employees, really liked it.

It is very convenient for both the CEO and his deputies to work in the KPI-Drive program: all the numbers are visible, and not at the end of the month, but on a daily basis. The goal management system is just good in that it reduces the time for calculating payroll manually (we still have paper versions of its calculation). And, of course, Alexander Lityagin's technology is also convenient as a form of reporting.

- Specify: were fines ineffective before the introduction of the KPI-Drive system?

- When we said that we have penalties for not completing some tasks, the employee immediately turned out to be demotivated: he allegedly did some work, but he was still told that it was inefficient. Therefore, when a particular specialist decides for himself what exactly he should do and for what exactly he will receive money, he no longer thinks about fines.

- It turns out that the thinking of employees is becoming different?

- Interesting. And how did the employees react to the KPI-Drive program at the beginning of the implementation?

- After the presentation of the program took place, we first identified its users. I have already said that we chose the directors and some heads of department as such, in total - 14 people. Our team is predominantly young, everyone is well aware that in the company, in life, something needs to be changed for the better. We no longer have such conservatives as in the Soviet Union. Of the "old-timers" only we are with the chief engineer Nadezhda Vasilievna Voroshilova. And mostly young people work for us. She doesn’t balk and say, “Oh my God, I don’t like this program, why do we need this?”. All were trained and decided to work in the KPI-Drive system.

In general, 70% of employees immediately understood Alexander Lityagin's technology well and accepted it. There were two or three people who misunderstood the KPI-Drive program in technical terms, in particular, what and where to set tasks. Therefore, as a project leader, I had to explain to them what tasks can be set, how many hours should be taken to complete them. But they understood the main thing, and it was already good.

- Tell me, for which positions the matrices were developed easily, and with which there were difficulties?

- For a position, for example, a production director, it was easy to create a matrix. For the director of HRM, there were some difficulties with the reflection of indicators, especially since he did not have such indicators as now.

- Could you please explain what HRM is?

- This is management by human resourses. When choosing a user, it turns out that you need to look at the importance of this position in the company: when we hired an assistant to the head, then some difficulties arose, what indicator should he determine and how many hours should he set.

Rather, these were minor difficulties, since we encountered this for the first time. Assistant manager, who is he? CEO image maker? In short, a lot of questions arose, and we began to prescribe in general all the functions of an assistant manager, what he should do. So for a long time we could not determine the matrix of this particular position. But the rest we figured out pretty quickly.

- You once talked about such an interesting moment: working with the KPI-Drive system, you have formed a corporate culture in which the employee himself “sells” his tasks to managers. Tell us how it works in your company?

- Initially, when Rysbek presented the KPI-Drive program, he mentioned that it would be very interesting for an employee when he himself gives rise to an initiative, creates a task, presents it to the manager, and, telling how and what he will do, in what terms and what will be the result, "sells" it.

We were very interested in this, because before that, the employee, while working, was waiting for the setting of some task from his boss. Sooner or later, but there comes a moment when the leader gets tired of all this. And he starts thinking like this: “Why should I think if I have employees?”. In my opinion, we were just “ripe” then. For some reason, everyone suddenly said that they really like to “sell” their tasks themselves. And here's what's interesting: earlier, within the framework of functional duties, employees had relatively few tasks. And here it was the opposite: people began to set themselves such tasks that led to the improvement of the company's activities. They started offering...

- Promising?

- Yes exactly! The first meetings on the implementation of the KPI system were held every Thursday. Then all 13 people, except for the administrator, directly reported only to the first deputy general director. We opened the matrix of each user, and he spoke about his tasks: “This week I have to do this, and I also want to do this and that.” And it was very interesting! There was competition because everyone had their own task. For example, a commercial director became interested in my task. He immediately "connected", began to offer something. Probably, in these first two months, the most interesting thing for us was to “sell” our tasks.

In the beginning, we did it all together, because it was a bit difficult. There was no such thing as employees creating tasks themselves, and then presenting them, but at the same time they did not pay attention to me as a project leader.

Our Deputy General Director is a very interesting person. And if he says that he will not accept this or that task, then he will be “sold” another one. We even had something like a game. We often laughed and said, "If the VP doesn't want to 'buy' our problem, then let's come up with the next one." In those first two months, we worked as a team in this way. Probably, at first he deliberately did this (as if he did not accept the task), inventing various reasons for this, so that people would become interested and get away from the routine. It was very interesting!

By the way, we still have this practice: every Thursday we present our tasks and “sell” them. True, now we are divided into two blocks - by the number of deputies of the general director. Each of them oversees their own direction. It is to them that subordinates report and “sell” their tasks. The deputies accept them, give them the go-ahead, and off they go.

- Tell me, what advantages do employees have today?

- The program gives them the opportunity to earn more than a fixed salary. I have already said that we have a limit, and not all employees reach it. Good employees, like me or the HRM director, get more. Still "salesmen", of course, if they exceed the "ceiling", they earn much more.

- And what is the "ceiling"?

- The bar was set more for them than for us. If we have 100%, then the “salespeople” have 150%.

There is one more nuance that concerns standard things. For example, in order to receive a bonus, a person must do a much better job, literally accomplish a feat. Yes, yes, we, laughing, call it a feat. But it must be noted by the management and, of course, goes for an additional fee. Moreover, everyone already knows: if you perform a feat, you get +2. What directly affects the level of your salary, and, of course, also motivates.

And one more thing: they still see in the matrix who has what percentage of performance. And then there is the competitive spirit! Employees say: “At the end of the month, I will definitely do more than you, I can do it!”. Yes, we had such moments, and they help to quickly understand where you need to adjust your behavior. Or do something to achieve much great results than intended.

- Let's look at the KPI-matrices of Shoro employees: the first matrix is ​​the Deputy General Director (Fig. 3).

- This matrix consists mainly of the indicators of all users who are subordinate to him - both "salesmen" and production workers. These are general indicators, based on their results, the effectiveness of the Deputy General Director is compiled. Although it is not valued at all.

Il. 3. KPI-matrix of the Deputy General Director

“So it’s just information for him?”

‑ Yes, because he looks at the data only for his subordinates. The picture throughout the company is at a glance.

- Let's move on to the CFO's KPI matrix (Fig. 4).

Il. 4. KPI-matrix of the financial director

- Here's what's interesting: before creating a matrix of all users in general, we had a question that we first need to determine the indicators. Then we had to set weights for everyone - on tasks, on indicators, on assessment, then - the amount that we should allocate to the main and bonus parts, as well as - the number of hours to complete tasks. In this regard, we have encountered certain difficulties. We were not immediately able to determine the indicators, but simply set them based on job descriptions.

Il. 5. Tasks of the financial director

But the tasks in the matrix of the financial director occupy 50% of the weight (Fig. 5). The fact is that for the financial director such a strategy was initially set that there should be a lot of tasks for the year for his department. Therefore, we “weighed” the indicator by 50%. And, of course, there is a standard KPI of 20% - assessment (self-assessment and managerial assessment).

- Can you comment on these tasks?

‑ Probably, it would be more correct to immediately, depending on the position or the specifics of the work, set the clock. But initially it was said like this: “Let's try to put an average value, because there are so many hours in a week, so many hours in a month, we will transfer half of them here, to KPI-DRIVE, and the rest, about 40 hours, let us leave it so that the current affairs are carried out. 100 hours for everyone in the task and set, distributing them for a month.

Then problems began to arise. For example, where carbon dioxide is being calculated, she set five hours, but the frequency was not established. Questions arose about when and what was done. Sometimes users closed their tasks late…

Then we began to define hours and tasks from Monday to Saturday. When we began to set tasks for weeks, everything immediately became clear and well understood.

- Did it improve the discipline of task performance?

- Yes! Firstly, the employee himself already knows that he is “on fire”, what urgently needs to be done. Secondly, there is constant control by the head. He looks all the time and says: “Your task was supposed to end on February 20, but you have it“ hanging. It is also good.

- Do you have to check the completed tasks at the end of each week?

‑ This is how our work starts. We open the program, and the general director says: “You had such a task. Did you complete it? Is everything done well?" If there is an exclamation point, then he continues: "So that's it, I'm closing the task." And immediately presses the OK button right in front of everyone who sits at his meeting. And this is how we look at the tasks every week, whether they are completed or not. And the assessment of the head also goes on a weekly basis.

If we talk about the KPI matrix of the head of the procurement department (Fig. 6), then he also had two indicators: one hundred percent compliance of strategic raw materials, component materials with the company's specifications and full fulfillment of applications approved for this period. We put 15% on each of these indicators, on tasks - 50%, on the assessment - 20%. Total - 100%.

Il. 6. KPI-matrix of the head of the supply department

We immediately developed a reporting form. An assessment, for example, of the head of the supply department by indicators is made by the director of quality, because the control of all strategic raw materials and component materials passes through the laboratory and is checked by the quality department.

The second assessment is made by the production director, since the head of the supply department must fulfill all his requests within the period approved for a month. Therefore, the assessment of the internal client has already gone here. We have developed a reporting form for both the first and second indicators, and his task weighs 50%.

- And what are the components of the assessment of the work of the head of the supply department?

- From self-assessment and assessment of the leader. We have set a weekly frequency when employees evaluate themselves. On Mondays, this is done by the leader (Fig. 7).

Il. 7. Estimates of the head of the supply department and comments on the estimates

There are standard things, or rather, written criteria. Therefore, usually all users put +1. We mostly employ people who treat themselves fairly. And very rarely employees give themselves +2, because they think that "I'm already doing the job."

Do they think it's their duty?

- They believe that this is not a feat, but simply a good performance of their duties.

- Explain why it happens that sometimes comments are long, but in this case they are short?

‑ There is no such need, because everything is simple here. For example, the same head of the supply department A. Amanov writes: “I did this, everything is working as usual.” And the assessment from the side of the head is made by the financial director A. Turganbayeva. If she writes “good”, it means that everything is just fine. When she is delighted with something, she can write “Well done!”. Her KPI accounting is set up in such a way that she immediately praises and writes right there: “You always need to do an act of reconciliation” (Fig. 7).

- Often, users of the KPI-Drive program do this: if everything is fine, then they simply put +1 without any special explanation, and if there are already deviations, then they are explained additionally.

- With us, if you put +1 in the program, you must necessarily attribute a comment. Some bosses write a lot. For example, our marketing director. He is a very sociable person, therefore he writes everything in detail in the comments. But the head of the supply department always has no time, he is always “in stock”. Therefore, he writes his assessment in brief.

To the question of the remuneration of the head of the supply department (ill. 8). His salary consists of 60% salary and 40% bonus. This ratio is like that of all department heads and managers. So it was initially, when we only created matrices. For comparison: directors have a ratio of fixed and variable parts of wages - 70 to 30, for "salesmen" - on the contrary, they have - 20 to 80.

Il. 8. Payment of the head of the supply department

We had this installed initially, so we did not change anything here, saying: "Let's try to work according to this scheme." And immediately the formulas were composed in this way.

We set the self-esteem level for "salespeople" at 150%, while for all others it is 120%. Once there was such a moment that our commercial director made 133%. We can say that we were all in shock, we were happy for him that he had achieved such results.

People ask the same question all the time: “Why did we get 120% and not 150%?”. But we made preliminary calculations and figured that if our employees work so well that they do 150%, then our payroll will increase noticeably. And then the shareholders will ask questions: “What did you do? Why has the payroll increased so much? Therefore, we immediately said to ourselves: "Let's work at 120% for now." Sellers need to be motivated more strongly, which is why we made the variable part larger for them.

- Let's move on to the next matrix (Fig. 9).

‑ In the KPI matrix of the quality director, in addition to standard KPIs (tasks and assessments), there are two indicators: the percentage of complaints resolved and 100% compliance of the company's processes with the developed procedures. Weight - 15% each.

We decided that we might have a review of the indicators if they financially affect your performance. And we had such a moment! After some time, we set another indicator to the financial director. Previously, it sounded like this: "The fact of receivables should not exceed the established plan in terms of time and amount."

But when six months later they began to analyze the results, the financial director said: “This indicator does not directly affect me, these are sales, they have established deadlines and amounts. And I have no influence on him either. Better set me some other indicator. Indeed, the state of receivables does not depend on it in any way. Therefore, we set her a different indicator. It seems that it was a binding in terms of quality and timing, like the previous director.

Il. 9. KPI-matrix of the quality director

- It turns out that the regular collection of statistics helped you to clarify the situation?

- Yes, at the same time, everyone began to think about their own indicators, how they can influence them or make them better.

For example, in the quality director matrix, the first indicator is the percentage of complaints resolved. Yes, they do, and that's fine. But it is necessary to determine their objectivity, and then also to resolve them. Therefore, such an indicator was established.

In our country, this specialist (that is, me) is a part-time representative of the quality management. We have implemented a quality management system and developed a lot of procedures. And it is imperative to monitor their implementation. Therefore, the second indicator for the quality director is 100% compliance of the company's processes with the developed procedures. There is a schedule certain deadlines, and monthly I spend, in fact, internal audit all-all business processes in the company. We have developed 140 procedures, both internal and mandatory, which are required by all quality regulations.

My tasks are already 50% (they considered it very important), and the manager’s assessment is another 20%. Every month we set ourselves a task plan of 100 hours and “sell” it to the manager.

- Tell me, usually there are 168 hours in a month. But it turns out that there are 100 effective tasks. Do you spend the remaining hours on “turnover”?

- We initially calculated and decided that 100 hours are needed to complete effective tasks. But it is still necessary to take into account the specifics of the work of each position.

We set the hours for each employee differently, because we thought about all the details right away. At first, we thought that 70 hours would be normal. But in practice, it turned out that, for example, a marketing director needs more than 100 hours, because all his work is related to the tasks that he sets. And the head of the sales department has a daily routine job, and he does not need to invent anything in order to gain 100 hours.

- Yes, the director says to me: “Where can I get so many more hours? Why should I do this? Basically, these are the leaders who do the same work every day. Of course, later we began to regulate these processes, or rather, to set clocks, taking into account the work done.

- Please tell us about the tasks in your matrix.

— This is how the list of my tasks and their description looks like (Fig. 10).

Il. 10. Tasks of the Quality Director

Il. 11. An example of the “Day of Quality” task in the KPI-DRIVE matrix

- For example, the task "Day of quality" - we have such days on Fridays (Fig. 11). We hold meetings where we discuss how many and what products were released during the week, what discrepancies we had, whether there were complaints, we analyze them, determine the reasons, set tasks for people, record these processes. And on Monday, at the planning meeting, I report to the general director. Then he asks questions about what is done and what is not, who does it and how, and so on. In a word, the usual operational thing. Quality Day is within the framework of the quality management system that we have implemented.

As you can see, I am writing comments as the task progresses: “Issues about 19 liters of water were discussed.” Then we discussed the problem of returning defective bottles and how to solve it, and this takes some extra time. It is calculated and added to where we set the task.

- And here is the disclosed task in your matrix: “Continuing work with the fleet” (Fig. 12). Your comments?

‑ This is a weekly challenge. We meet with each manager for four hours, develop job descriptions and processes. We have a very large car park. Different moments arose, the structure changed, new people came, for example, a control mechanic and a traffic engineer - these are the positions that appeared. Naturally, those functions that were previously performed by other people, they were transferred to newcomers. Therefore, it was necessary to develop anew job descriptions and processes specifically for these employees.

I split the task into several weeks, so I wrote it in my matrix. I also continued to work on the repair and maintenance processes. I set it to 20 hours, of course, because that's about four hours five days a week.

Il. 12. An example of the task "Continuing work with the fleet" in the KPI-DRIVE matrix

- And how does the director evaluate your work?

- We have different reporting formats, including protocol. Therefore, when we close our tasks and indicators, we attach a file (Fig. 13).

Il. 13. Evaluations of the quality director and comments

- Let's move on to the matrix of the chief engineer.

- The main indicator is the production plan, weight - 10%. Since she is fully responsible for our equipment, the “Number of downtime hours” with a weight of 20% was also added to the matrix. Accordingly, the task and assessment - 50% and 20%, total - 100%.

For the chief engineer, the indicators are mainly tied to the quality of the equipment. We gave her 30 hours a month for this. And that's what's good with us: either the equipment is working properly, or Nadezhda Vasilievna works so hard for us. During all this time, her downtime did not exceed a certain coefficient(ill. 14).

Il. 14. KPI-matrix of the chief engineer

The second indicator in the matrix of the chief engineer is the production plan. Expressed in units. She is interested in fulfilling the production plan and releasing as many copies of the product as possible.

And she has the same tasks related specifically to the equipment. For example, to accept a part of the equipment of the motor park, prepare a place and unload.

‑ But the current task is “Search for a supplier”. The supplier was found, the bottles and roots were sent to him for study, the signing of the contract is planned after the New Year (Fig. 15).

Il. 15. An example of the task of the chief engineer in the KPI-DRIVE matrix

Why did it take 16 hours to complete the task?

- According to her, she had to look for a supplier on the Internet. Then talk to him, meet ... And she must also compare the bottles or caps with those that are already being supplied to us. So it took 10 hours to find a supplier, and another six hours to compare products.

- When an employee “sells” a task to a manager, should he explain where he spent his time, why he decided to do this, in other words, justify?

- Yes! And we had such moments, for example, someone will bet as much as 35 hours on a market tour.

- What for?

- So we asked the same question: “You go on a market tour, how many points will you check? Fifty in two days? It will only take you four hours, two a day. And why do you set 35 hours? Of course, then that employee fixed the clock, sat and thought about what other tasks to do in order to invest in these hours.

- What can you say about the assistant's KPI matrix?

- I confess, nothing interesting (ill. 16). It turns out that when you define the users of the program, you still need to take into account the importance of the position and what benefits it brings to the company. The manager's assistant is one of those "office" people who do not have to be tied to this program. Of course, it was possible to replace this user later with another one, for example, the head of the service department, there would be more demand from him. And he can set tasks that he can solve. Therefore, I can’t say anything special about the assistant’s matrix. Yes, you yourself read these tasks - “Make payment to Aziz Khasanov”, “Congratulate all partners on the New Year” ...

Il. 16. Assistant's KPI matrix

The assistant is needed only personally by the leader. And he himself must control her work, she reports verbally, because they see each other every day. And so it is clear that the task "Organize a meeting with the management" means to call and say. For example, the task "Buy tickets to the Rotary Club". Of course, she will acquire them and pass them on. For those who will implement the KPI-Drive program, I will say right away that you still need to take into account the importance of the position in the company.

- We have one client who has been working with KPI-DRIVE for a long time (), says this: "Even the janitor can influence the performance of the company." Have you thought about adding some global indicators (for example, profit) to the assistant's matrix?

“It happened to us later. I have already said that when forming the program, we entered indicators into the matrices simply from the job description. Later, when we were once again trained in KPI technology at the Center for Training and Consulting, we understood the relationship of KPI both to strategic goals and to individual departments, as well as to the goal and to a specific position. And only then they began to understand that, it turns out, any employee in the company - from the janitor to the general director - needs to be tied to goals. And then, based on them, already set indicators.

- In other words, should you proceed not from the job description, but from what the company needs?

- Yes Yes! That's when we began to build cross-matrices. For example, we have a marketing goal - to achieve a certain value. And what does the reception have to do with it? How can it affect marketing, production, technical department? That's when we made such cross influences on each other, then, of course, all our goals came to the surface. What do you have to do in order for the marketing department to achieve something? After that, they began to understand that the system itself had to be configured this way from the very beginning.

- Please comment on the matrix of the head of the sales department.

He has three scores. The first, with a weight of 15%, is the return of expired products, this happens with us. The second is the rate of turnover of receivables, which they should not exceed. That's another 10%. The third indicator is the main one, because it is sales. Therefore, they put more weight - 35%. And they assigned 20% to the tasks, his main task is to sell (Fig. 17). For example, he must also check accounts, the work of sales agents and all that. Therefore, they put less weight for him and said that sales still have a greater influence. His other tasks are market analysis, department budget, new structure, and so on.

Il. 17. KPI-matrix of the head of sales department

- Are the tasks of the head of the sales department more related to the management of the department?

- Yes, he draws up a budget, looks at the sales plan for new products (Fig. 18). For example, in 2013 we started producing crackers. Another program is HoReCa. Someone sent a commercial proposal, and he studies the HoReCa market, and submits the report to Shabdan, our deputy general director.

Il. 18. Tasks of the Head of Sales

- Tell me, if his subordinates have low sales, will this affect his result?

- Yes, it does.

- The next one is the matrix of the HR director, here tasks take a lot of weight (Fig. 19). Why?

- Our HR director works on personnel policy and corporate culture. And in general, we should set some kind of extended strategic goal in terms of personnel. We thought that these were design things. Therefore, in 2012, we specifically put a lot of weight on the tasks.

Il. 19. KPI-matrix of the HR director

Judge for yourself: “Project on discounts for company employees”, “Training for sales agents”, “Preparation of the organizational structure for 2013”, “Work plan ...”, “Employee training plan ...” (Fig. 20).

Il. 20. Tasks of the HR Director

We have many tasks tied to the training of specialists, training applies to all positions (positions). Imagine how many positions we have, hence the training plan is so big. It must be developed, agreed, approved. All this is a lot of work for HR. You see, before the New Year, how many tasks were set: a festive show program, snowball fights, delivery and distribution of gifts (Fig. 21).

Il. 21. An example of the task of an HR director is to organize a Christmas tree

- However, let's return to the indicators of the HR director (Fig. 19). Among them is the “Percentage of applications closed on time”. Many companies have it. Please comment.

‑ Applying for recruitment. For each vacancy, we have developed requirements and set deadlines, usually from two weeks to a month. We give applications for some of the most important positions a month in advance in order to select a more or less suitable candidate who would meet our requirements. Such an application was received - everything, within a period of two weeks to a month, they must close it. Here we have established such an indicator. But on time is one thing, and the selection is also carried out in terms of quality.

The candidate must meet all our requirements. The head of the department who submitted the application himself must write what kind of employee he needs. Conducting primary and secondary interviews...

The second metric is HR performance. Now we have the following statistics for each employee: sales (revenue) is divided by the average number of employees in a given month. There, a certain number comes out, and we say that the productivity of one employee is so and so much.

So, is this the average?

- Yes. But for now, it's just statistics. Perhaps then we will set a certain number. And then we will say that the performance of an employee, for example, is such and such.

- Please tell us how the PR director's matrix is ​​set up?

- We had a controversial point: the "salespeople" said that its performance should still be tied to the sale of products. And at first we set such an indicator. But then, when they began to consult on the side, and we have our own gurus in marketing, we were told that we should not tie the indicators of a PR director to sales. It was considered that PR people do not directly make sales (Fig. 22).

Il. 22. KPI-matrix of the PR director

- However, if you look from the point of view of the head, then the marketer is hired, in fact, to increase sales?

- Yes! This was the first matrix we created for him. Then we changed it and made him an indicator. I already said that we sat down and started looking at the strategic goal, then we looked for the goals of the divisions, the goals of the positions, the goals of the positions. That's when we came up with an indicator for him! Our sales are divided by territory: Bishkek city and regions. But it was for him that we made it so that now his indicator sounds like “Fulfillment of the revenue plan for Kyrgyzstan.”

Yes, before we gave him a lot of tasks. And then we set deadlines for a month, for example, and now - for weeks. And this is generally good!

Because it's easy to control?

See how the task of the PR director is described in detail: “... first of all, the work begins with the preparation of labels ...” (Fig. 23). It happens, it's normal. Some of us talk a lot, while others say less...

Il. 23. An example of a task for a PR director (1)

- Probably, this specialist needs to put everything on the shelves in order to do a good job. You see, he even has a schedule for the next task (Fig. 24). Does the marketer also defend his task to the manager?

- You know, in order not to delay others, all our users are divided by time, each is given 15 minutes. Everyone, starting with the deputy general director, enters one by one and “sells” their task. Everything they have and what they will do next week. The leader immediately puts an assessment and says that you are well done, good or bad. 15 minutes - no more!

Il. 24. An example of a task for a PR director (2)

- And here is a very detailed assessment (Fig. 25).

- This is exactly the same PR manager who talks a lot. He took our time. We constantly reminded him: "Time, time, time, time!". But it happens that he does really good things. Then he gives himself a score of +2.

Il. 25. Self-assessment of the PR director with detailed comments and assessment of the head

- And often there are controversial moments with the head?

- At the rate? Not!

What about tasks?

- That's just on tasks controversial points happens a lot. For example, if it is not very important, then why did you set so many hours? Most of the discussion revolves around time.

- Was there a case when someone was given -2?

- Nobody has ever been given such a bad mark, but once one employee was given — 1. Firstly, then the reporting was not submitted on time. Secondly, the tasks are “sold” out of time. And, thirdly, too many hours were assigned to work in the department. In short, -1 definitely was. Of course, this employee was indignant: “Why is that? If this happened for the first time, then do not immediately put -1. And such an assessment, of course, affected the salary.

- And how did such an assessment affect the employee?

- The commentary was very well written, everything was very clear. Of course, there is indignation at the beginning ... Naturally, employees immediately ask the manager a question or call me, the project leader: “Gulmira Sambekovna, why did they put me like that, I have some kind of recession.” Of course, I understand that the program is new, that people should get used to it, that it is not necessary to create a negative attitude towards it in order for this system to truly live. That's why I try to explain: “It happened, because you need to carefully read the document. Also, you can always call the Deputy General Manager and ask him why this happened.” All this is a normal human factor, without it - nothing.

- Are there also two indicators in the KPI-matrix of the head of the car fleet?

- Yes, their weight is 20% and 30%. The first indicator is breakdowns on the route. They are fixed, and then the logistician submits the data to the quality department. And the second indicator is the provision of transport. In order to avoid problems with transportation, every day counts as one point. Claims mostly come from internal customers. It is they, the sales and remote control departments, who evaluate this very second indicator (Fig. 26).

Il. 26. KPI-matrix of the head of the fleet

- Are the employees of the sales department an internal client of the head of the fleet?

- Yes, they fix uninterrupted, 100% provision of transport. Thus, the head of the car fleet main indicator It's still transportation. He never let us down in this regard, because he set things up well, and the logistics scheme really works.

As for the first indicator related to the breakdown of a car on the route, I can say that there were problems with maintenance, with repairs, they did not have time to meet the schedule. Therefore, the head of the auto fleet also had such that he did not always receive 100% precisely for this indicator.

- After the introduction, did the salary of employees in general increase, decrease or remain at the same level?

- Before the introduction, they received as much as they should have. And here, if there is an overfulfillment, then employees even manually calculate how much they will receive at the end of the month. They already have an interest: you can earn more than you should. On average, payroll increased slightly. Now I can’t say exactly how much, we actually counted at the end of the year. But it was not a very large amount.

- That is, there was a slight increase in payroll with a noticeable increase in productivity?

‑ Yes! By the way, about productivity. Our HR specialists are now collecting fresh statistics, and I can say that, in general, we have a good performance.

- Many managers face difficulties in implementing KPI-motivation. I know that you did not have any serious obstacles. However, tell us what problems did you have and what did you do about it?

- In the first month after the introduction of the system, there were no particular difficulties. True, there were some technical issues, something like this: “How do I enter a task? How can I set the clock? For some reason I put the data in the wrong place, can you fix it? Where is it?". Yes, it was. But to say that we had some difficulties, I can not. By the way, tech support was very good.

- Thanks!

‑ I think if you sit and think carefully, then everything can be found in the program. But I definitely called Technical Support, and they described me in detail step by step actions. They probably thought: “The project manager is such a girl that she won’t understand in any way ...”. But it's even good that Tech Support explained everything in detail: you follow the instructions and only remember more.

In addition, I sometimes had to spend hours explaining to some employees the features of the program. People are different. One quickly understands, and the second - for a long time. And here's what's interesting: when you explain, he kind of nods his head, but went to his room, did something wrong again, calls me again and says: "Explain again."

Although the staff was trained on the ground, I personally sat with each and explained how to enter all this data. Each user had to be dealt with separately. Because I was originally instructed to do just that. But for me, this case was also new! I took out notes, we looked through them together, talked with employees. Then I developed entire procedures: first, data entry, who and how should enter it into the program, then a daily report. All these formulas were a bit difficult to enter. But there haven't been any big problems yet.

By the way, there was another such moment. People began to go on vacation, and they had 100 hours left. Then they said: "Sorry, I work 168 hours a month ...". The fact is that in our country people go on vacation for 14 days. We thought what to do if a person performs tasks for more than 100 hours during a month? If he goes on vacation for 15 days, how should this be done? They say, “I will do 100 hours in 15 days, and you will close me in full, but there will be less pay, that is, working hours.” In general, Tech Support helped us again. They said: “Set the performance to 50% at the time when a person goes on vacation. That's what everyone does." But, I repeat, serious problems did not have.

- The most interesting question is about the results (Tables 3-4). What achievements do you have in goal and task management?

- From the very beginning, we understood that the key indicator was efficiency. This then helped us to realize what we need to set ourselves in the first place. strategic goals! And in order to achieve them, each unit must set certain goals for itself. So, we have defined a strategic goal. Then we made a goal in each of the areas, for example, we had HR, financial, marketing, and production goals. And, proceeding from them, we determined the final goals for the divisions. After that, it becomes clear what specific goal the head of each unit should set for himself. At the same time, the purpose of each post is also immediately clear!

We did crossover points, we even have a table with the same name that we needed in order to achieve the marketing goal. And also - to come to an understanding of how the latter correlates with the production goal. Naturally, we have determined key factors success. Later, the company's goals could be corrected (Table 3).

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Results in Goal Management (KPI) and Objectives

The picture cleared up. There were strategic goals, sub-goals, goals of units. The key success factors were identified, thanks to which they were able to adjust the key goals of the company. There are tasks that you yourself expose and present to the manager (sell). Once a week, the manager accepts and closes tasks, sets marks for the week. We learned to highlight important tasks and turnover, fix hours. Project management appeared: at first they wrote all sorts of things, then they learned to see their tasks and coordinate with the management. Revised the tasks of subordinates, better understood their work (content and time costs). Self-discipline has improved - the weekly breakdown of tasks works, that is, weekly control. You can't just relax and sit. It is more obvious who is who, the assessments have become more objective.

______________________________________

Tab. 3. Results in the management of goals and objectives

I have already talked about the tasks that you set for yourself and then “sell” them once a week. The fact that the execution of tasks is monitored, and this disciplines employees a lot, always keeps them in good shape - too. If the manager sees that the subordinate manages to complete this task or does not meet the deadline, then he can immediately determine where a good employee is, and where not. The leader is such a loyal person that he will never say that this employee is bad. As a rule, he says: "This is not a very good employee." And, as I said, with the help of the KPI-Drive program, we learned to determine the rating of tasks, highlight important and current ones among them, began to fix our hours (and this is time management) and know exactly what you will have time to complete during this time .

At the very beginning, when we set tasks for a month, this time was blurred. An employee could walk, for example, for half a month and not do this task. At the same time, he knew that in the last two or three days he would do everything. This, of course, was not good. But when they began to set tasks for implementation, then self-discipline really improved. An additional imperceptible motivation worked.

- What can you say about the results in standards management?

- Initially, during the training, we were immediately divided into standards and tasks, although before that people thought that all this was one and the same. Then we began to say that standards are rules internal regulations. And we have divided all our procedures within the company.

I have already talked about internal audit. We have seven people working in this direction. They analyze all business processes. It also happens with us that one or another procedure becomes irrelevant, because we have selected such an employee who expands the field of activity.

And vice versa: there comes a moment when employees suddenly refuse to carry out all the algorithms of a particular procedure. Then we write protocols, corrective instructions and so on. And then a re-check of this business process is carried out.

On the issue of self-esteem. Employees began to evaluate themselves objectively. Cross-valuations are done by the company's internal customers. For example, heads of sales departments, including regional ones, evaluate the head of the vehicle fleet (Table 4).

______________________________________

______________________________________

Tab. 4. Results in the management of standards (assessments)

- Tell us about the fact that you read the grades aloud. How does this affect colleagues?

- We have such emotional moments. For example, when the leader puts an assessment and at the same time says: “What a good fellow you are, that you did it. Thank you for your work!" It seems to me that such words are sometimes more important for our employees than material bonuses. At times like these, you want to do more and better. That's great motivation!

Good words are very important for employees. Moreover, all this forms some kind of corporate spirit, some kind of complicity arises, you understand that you are worth something in this company. This is also a very important result. And also a call to action...

- Very interesting! And what results have been achieved in the management of payment and material motivation?

- I can only repeat: the employees began to say that “now we can earn more and get what we deserve.” In fact, you have certain indicators, you set tasks for yourself and “sold” them to the manager. Naturally, you will also receive a higher salary. Agree, this is a good motivation when you tell everyone that you can earn more and cite as an example the best employee, for example, the chief engineer: “She has a salary like this, salary plus bonuses, but this month she received this much. Both you and I will also be able to earn more.”

As for the payroll fund, I also want to repeat that it has, of course, grown, but I believe that it has not increased that much compared to how the productivity and efficiency of employees have increased.

- And how did you feel it? What is the growth of this labor productivity?

- Employees have a clarity and clarity of thinking when they know exactly what their indicator is, and by fulfilling it, they will achieve a certain goal. Therefore, the tasks that employees set for you are completed on time and with high quality. And all this is controlled and verified. And a person knows that they are satisfied with his work. So control also improves productivity.

Accurate statistics for a month of all tasks, numbers, words and amounts greatly increases productivity. For example, even at home I began to set tasks for my children: “During this time, you must do this. How are you going to accomplish this? Come on, plan!"

- Do you think it is possible to organize such KPI management without a program? How realistic is this?

- Probably real. You know, now in Kyrgyzstan KPI management has become very popular. There are many trainings. By the way, we have two major operators mobile communications started implementing KPI management. What did I see in one of these companies? They have a complex table. There are few positions, but for some reason they made the matrix very complicated. Of course, I didn't like it a bit.

Fortunately, we have such an automated program, everything is simple and clear in it. And it happens that people write all this manually, put it in a table, set goals, write down business processes. For those who have not set up KPI management, it’s really difficult. We were just lucky, our business processes were already registered, we took and imposed the KPI-Drive system on them.

Perhaps there are other companies that will choose, for example, not the technology of Alexander Lityagin, maybe they have some other method. But there are a lot of trainings among businessmen now, and I believe that business leaders will be interested in the KPI-Drive program. I note that I was also invited to conduct training with "salespeople". They immediately asked me to make it practical, so that I could tell the story of the implementation of KPI motivation in our company.

Are they interested in the idea of ​​KPI management?

- Yes! But then I was not quite ready yet. As a project leader, I already knew and felt that the KPI system is built precisely from the goals. And only after what we have done to date in our company, when everything became clear and clear, now I can safely tell others about it. And then I doubted and refused to conduct trainings, answering: "I'm a little raw in this regard." And now, of course, I have already understood that it is necessary to start with the definition of the company's goals.

Tell us what mistakes you made during the implementation? And what advice can you give to those who are just starting to implement a management by objectives system?

‑ To everyone who will implement the KPI-Drive program, I want to show the mistakes that we have made before. Don't repeat them and don't waste too much time.

The first mistake: we did not immediately identify the key factors and goals of the company.

The second mistake: we did not explain to the employees how to achieve the goals, so the first indicators were a little blurry. I have already talked about the fact that we first set some indicators, then changed them. And all this affects the performance of employees. They think, "Am I doing right or wrong?" KPI indicators should not be taken from job descriptions, as we did at the beginning, but proceed from the goals of the company!

Perhaps many will ask the question: “How to set the goals of the company?”. There are a lot of techniques, in fact, it's simple and easy.

And I'll tell you right away. Remember, I already said that we gave everyone the same 100 hours each? You don't have to do that! It is necessary to take into account the specifics of each position and work out the purpose of the position itself. See if it makes sense for the enterprise at all?

And you need to determine the leader of the project, taking into account his position in the company. Still, he must have such a position that he could influence other employees. He must know all the business processes in the company and, of course, influence decision-making (Table 5).

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Mistakes during implementation and recommendations to colleagues

The key success factors and goals of the company were not immediately identified. They did not explain to the employees how to achieve the set goals, so the first indicators were blurry (they could not shortchange). KPI should not be taken from job descriptions, but based on the goals of the company. It is not necessary for everyone to set the same plan for hours (tasks). It is necessary to take into account the specifics of each position. Work out the goals of the position itself, determine its meaning for the company. Correctly identify the leader of the KPI implementation project. He must hold an important position, have influence on other employees, know all the business processes of the company and have influence on the decision of the management.

______________________________________

- Let me add on my own: in order to be successful, the director must also support this program. Without it - just nowhere. Do you agree with this thesis?

- I just had difficulties in implementing a quality management system, because the authorities did not really understand its essence. They told me: "Let's do without it." I had to spend many years explaining: if the management does not understand such things, why this system is needed, then this is very bad. Therefore, it is desirable that the CEO, senior management, shareholders of the company understand the importance of each system, including KPI-Drive.

- If you were creating your own company, would you implement KPI management from the very beginning?

- Yes! I really liked this system. I will say this: if, for example, I had my own company, I would immediately take this automated program. Why? It turns out that it is easier to manage in it, to constantly keep abreast of events, even when you are somewhere on a business trip. You can see all the tasks, track how they are performed, who has what results, who does not have time ...

- And now you have the KPI-Drive program only in the office, is it not on the Internet? Employees can only enter data at work?

We were just thinking about this topic. Probably, it is necessary to pass to the Internet already. But until then, we are not “ripe”. We are glad that we have this program, and it works!

And if you create a company with about 50 employees, then it seems to me that the KPI-Drive program will monitor and manage all business processes in general. I know for sure that this program will work for you! And you will free up time for strategic development.

Mira, thank you very much for your time. I wish you a sense of purpose, it is easy to achieve goals with the help of KPI management. I think that your story was very useful to our readers.

‑ Thank you Marina and all the best to you too!

Interviewed by Marina Vetvinskaya.

Key Performance Indicators for Energy Service of an Industrial Enterprise

A.P. Dzyuba, Executive Director at LLC "Gazenergosbyt", Chelyabinsk

keywords: energy aspect, key performance indicators, energy service of industrial enterprise, automated metering of energy resources

One of the most relevant tasks for the management of any industrial enterprise is the reduction of the share of cost of energy resources in the production cost structure of the final product. This task is especially acute for Russian management who have to manage the production efficiency in light of continuous growth of energy tariffs compared to the competitor-countries, as well as national specifics of the energy business in Russia.

Description:

For the management of any industrial enterprise one of the most urgent tasks is to reduce the share of energy costs in the cost structure final product. This task is especially acute for Russian management, which has to manage production efficiency in the face of constant growth in energy tariffs, high volumes of energy consumption compared to competing countries, as well as national characteristics of the Russian energy business.

Key performance indicators for the energy service of an industrial enterprise

A. P. Dzyuba, Executive Director of Gazenergosbyt LLC, Chelyabinsk

For the management of any industrial enterprise, one of the most urgent tasks is to reduce the share of energy costs in the cost structure of the final product. This task is especially acute for Russian management, which has to manage production efficiency in the face of constant growth in energy tariffs, high volumes of energy consumption compared to competing countries, as well as national characteristics of the Russian energy business.

The main feature of the management of the energy complex of an industrial enterprise is that possible reserves or overruns of energy costs are not obvious for senior management enterprises. In addition, the energy management system of Russian industrial enterprises has the foundations laid down by the planned economy of the USSR, where main task and the function of the energy services was to ensure the reliability, continuity and quality of energy supply. Soviet industry did not engage in reducing the cost of energy resources, primarily for two reasons: firstly, energy was cheap, and secondly, there was no possibility of influencing the cost of energy due to rigidly fixed tariff rates.

However, at present, the specifics of the country's energy business has undergone profound fundamental changes associated with the emergence of the following mechanisms:

• creation of energy markets and exchanges for trading energy resources, as well as the development of competition among energy suppliers;
• the emergence of energy market mechanisms that make it possible to manage the cost of consumed energy resources through the strategy of one's own behavior;
• development of automation and control tools that allow accounting, control and planning of energy consumption parameters;
• the emergence of energy service companies as a type of business, the development of mechanisms for energy service contracts.

The practice of working with Russian industrial enterprises makes it possible to identify a colossal underutilized potential for reducing energy costs, which makes investments in the energy sector of enterprises in high demand. For example, the use of individual energy market strategies makes it possible to achieve a reduction of up to 40% in the cost of purchased electricity without reducing the volume of electricity consumption and damaging the production program, which in annual terms can reach several billion rubles. Thus, in the management systems of industrial enterprises, one of the basic elements of the key performance indicators (KPI) of management should be the energy aspect.

Formation of a KPI system for the energy service of the enterprise

A large proportion of the main tasks facing the energy service of an industrial enterprise are tasks related to the category of economic (Fig., blue color), which appeared in the process of developing the energy business in Russia. A smaller part of the tasks are technological (Fig., yellow), aimed at improving the reliability of power supply.

Traditionally, the main difficulty in the formation of a KPI system is the development of indicators aimed at improving performance.

For the energy services of industrial enterprises, an obvious indicator is the amount of reduction in energy consumption costs while ensuring the reliability of energy supply. However, taking into account the fact that energy consumption costs can be divided into many components: types of energy resources, cost structure (cost associated with volume or price), energy consumption objects, energy consumption period, seasonality, manufacturing program, - the task of setting KPI accuracy is non-trivial and requires an individual approach for each enterprise.

KPI indicators and their classification

We offer some KPI indicators for the energy services of industrial enterprises (Table 1), which are based on existing tasks. These indicators have a fairly wide range of coverage of the activities of energy services, so they can be used in any type of industrial enterprises.

Table 1 Some KPI indicators for energy services of industrial enterprises

Indicator/Possible assessment dimension/ Description The amount of reduction in energy consumption (kWh, kW per month, Gcal, m 3, t, l) * Accounting is carried out by determining the amount of energy saved over a given period The amount of funds saved for paying for energy resources (thousand rubles) * Accounting is carried out by determining the cost of savings for paying for energy resources Number of proposed, ongoing and implemented energy cost reduction projects (units)* Accounting is based on the number of projects implemented by the service for a given period Profitability and effect of investments in proposed energy efficiency projects (%, RUB)* Accounting is based on economic efficiency projects proposed by the service The cost of saved operating costs on materials, services, labor resources and equipment obtained as a result of the implementation of measures (thousand rubles) * Accounting is based on determining the amount of saved operating costs of the enterprise as a result of the implementation of measures Planning Accuracy purchase of electrical energy and natural gas (%)* Pricing Features electrical energy and natural gas provide for the purchase on the basis of plans (electricity - hourly plans, natural gas - monthly). Mistakes in plans increase the cost of purchasing energy resources for enterprises Duration of emergency, scheduled and overhaul of equipment (h)* Accounting is based on the reduction of time spent on repair operations Number of accidents and shutdowns (units)* Accounting is made on the basis of a decrease in the number of accidents, which determines the quality and timeliness of the implementation of preventive measures.

* Possible evaluation dimension

Also, the proposed KPI indicators can be classified according to the types of their accounting (Table 2). The proposed classification allows you to expand the scope of KPI indicators, combine them and adapt them to the specifics various types industrial enterprises, which generally makes them universal.

table 2 KPI classification by types of accounting

KPI accounting type Description Example By type energy resources Various energy carriers are used in industrial enterprises. Depending on the specifics of the enterprise, their structure can vary significantly. KPI accounting can be performed based on various types of energy resources Electricity, gas, thermal energy, water, steam, solid fuel etc. By methods of determination Consumption energy resources can be taken into account by various methods, for example, in the context of a given period or in terms of a unit of manufactured product. Depending on the characteristics of the energy consumption of the enterprise, KPI may contain various values. absolute, specific (relative) By type of production (object of consumption) At industrial enterprises, for a more accurate calculation of the cost, all costs are taken into account by type of production: main, auxiliary, non-production needs. KPIs can also take into account this classification Basic needs production, auxiliary production, unproductive essential needs Type production natural object KPIs can be taken into account in terms of indicators of individual production facilities, which allows you to manage the effectiveness of each of them Workshop No. 1, workshop number 2, shop number 3, mill No. 1, mill number 2, etc. To reduce the consumption of materials KPIs can be accounted for by type of material saved, as long as there is no loss in quality and reliability Insulating tape, thermal insulation, pipe, valves etc.

The information provided about KPI indicators and their classification by types of accounting is not exhaustive and can be supplemented or combined depending on the direction of the enterprises and the specifics of the tasks performed within the competence of the energy services.

Evaluation of the efficiency of the energy service

When evaluating the performance of the energy service, it is necessary to take into account the influence of the following factors:

• seasonality;
• production intensity;
• nomenclature and assortment of production;
• production shift;
• technological process mode;
• type of raw material;
• type of production equipment.

Taking into account the above factors will make it possible to eliminate as much as possible errors in measuring KPI characteristics in dynamics and improve the quality of management.

Heads of enterprises before the development and implementation of the system KPI indicators energy services should pay attention to ensuring the organization of accurate planning, accounting and control of energy resources.

Automated accounting of energy resources

Most types of energy resources lend themselves to automated accounting online (electricity, heat, gas, water). To organize accounting functions, you can use automated system technical accounting of energy consumption (ASTUE), which is available at every industrial enterprise. ASTUE allows remote accounting, transmission and storage of data on energy consumption parameters with a given measurement discreteness. However, to expand the number of control objects, an increase in the number of metering devices will be required, which requires additional costs.

Also, data from the factory ASTUES systems can be automatically integrated with the ERP systems that exist in enterprises, which will improve the quality of the processes of organizing, planning and monitoring KPI indicators, as well as the efficiency of enterprise management as a whole.

Evaluation of the efficiency of energy services and work planning through the KPI tool can reduce energy costs and increase the efficiency and sustainability of the development of the enterprise as a whole. The proposed system of KPI indicators for energy services is characterized by versatility of application in any type of industrial enterprises, the possibility of combining the proposed indicators, as well as high efficiency.

• Employees of the design department of an engineering company of mechanical engineering.
  

Subject of study:

• Features of managing the motivation of designers in an engineering company of mechanical engineering.

Project feasibility:

• The stakeholder analysis (Table 1) shows that the project takes into account the needs of stakeholders important to the feasibility of the stakeholder study.

Purpose and goals

Problem situation: The contradiction between the needs of designers mechanical engineering in job satisfaction and job content and the desire of top management to improve the efficiency and effectiveness of operations.

Waste of working time, staff turnover, decrease in enthusiasm indicate a decrease in the motivation of designers in the design department of an engineering company mechanical engineering. This project consists of conducting a study of motivation among designers and identifying measures to improve the situation.

Main aspects: The main studied aspect that affects motivation and determines the future of activity is control human resources (HRM). The operational aspect defines the present and is a consequence of HRM.

Goals: The goals are shown in Figure 1 in the form of a tree of goals.

Hypotheses:

• The competence of department heads in the field of management influences the setting of goals, the provision of resources necessary for the performance of work, the coordination of the skills of subordinates with the requirements of the work, the evaluation of the work performed.
• Difficulties with the introduction of a reward system that encourages designers are associated with the absence of a representative body of designers at the highest level.
• The company culture, characterized by a high degree of bureaucracy and an orientation towards operations, influences the degree of involvement of designers, design of work, management of activities and management of human resource flows.
• The HR department does not take a real part in HRM.

The strategy and goals of the company, communicated to the heads of departments of the design division, do not allow them to fully fulfill their duties
Fig.1

Table 1. Identified stakeholders

Parties concerned	Interest	Negotiation results
General Designer (manages the resources I need)	The greatest interest is in the quality of results and timing.	Supports the project and is ready to provide the necessary resources for its implementation within reasonable limits.
Tutor (has useful experience and knowledge for me)	Interested in the timing of the delivery of the project.	The project theme proposal was supported. Ready to provide advice.
I (initiator and performer)	Interested in the balance of quality, budget and project timeline.	All the necessary resources for the study have been obtained.
Heads of departments (affected by the project)	The results of the study should not negatively affect them (“they don’t want to take out the garbage from the hut”, they are concerned that polls can further demotivate staff).	After consultations with the general designer, we are ready to participate in interviews and help in conducting a personnel survey.
Constructors (affected by project)	Improvement of working parameters and good relationship with leaders.	Most of is ready to take part in the survey, subject to the support of the study by their immediate supervisors and the anonymity of the questionnaires.

The risk log (Table 2) allows you to assess risks and analyze their impact on project implementation. In this way, risks can be managed.

Table 2.

Risk	Influence	Probability	Action
Damage or loss of information			Duplication of information
Lack of resources			Provide stock
Lack of experience and knowledge			Agree on the possibility of consultations with the tutor
Inadequacy of data collection methods			Conduct a pre-survey and interview for understanding of the issues.
Employment of the general designer			Agree in advance on the time of the study. Refine the action plan for its loading with other things.
Department heads protest			Ensure timely support of the project by the general designer
Refusal of designers to participate in the survey			Make the survey anonymous. Explain the purpose of the study. Ensure support from line managers.

The distribution of authority map (Figure 2) allows you to define the roles of the project team.

Fig.2

The project schedule (Figure 3) shows that the project has to meet deadlines and also facilitates monitoring and control.

Fig.3


Conducted preparation and detailed planning of the research project
achieve your goals in 4 months

• Description of the problem

The organization in question is engaged in the engineering and sale of machinery and equipment for all major links in the mining chain open way and processing of minerals. The company employs more than 130 people. The company is a leader in Russian market mining equipment and is part of Russia's largest machine-building association. The design department in which the study was conducted develops design documentation for the production of mining equipment and relates to the operational aspect of the company's activities. More than 60% of the entire organization's personnel are involved in design work.

The mission of the corporation as a whole: "Become competitive in the international market and comply with the best world practices", under the slogan: "Task No. 1 for the company is to achieve consumer loyalty and shareholder confidence." The strategy is to increase the transparency and efficiency of core businesses.

• Key stakeholders

Table 3

Parties concerned	Desired outputs
Shareholders	Increasing the capitalization of the corporation through intensive business development.
Top management	Self-realization, i.e. receiving appropriate remuneration for their super-results
middle management	Preservation of one's job positions and stable, stress-free loading of operations, allowing to fulfill orders "on the side"
Staff	Stable work and pay.
Partners	Reduced costs by reducing the flexibility in manufacturing equipment (manufacture of standard products with minimal changes)
Consumers	High quality products at affordable prices

The following contradictions emerge from the analysis of key stakeholders (Table 3):

• Achieving competitiveness in the international market will require the creation of innovations. The requirement to ensure shareholder confidence, transparency and efficiency of operations leads to an authoritarian style of management and the predominance of the financial aspect, which adversely affects the creative activity of designers, as it limits the initiative. Middle management is also not interested in creating a creative atmosphere, as this will lead to uncertainty about the loading of operations, and they need to maintain a certain productivity. Partners demanding reduced production flexibility limit any product changes. Most of the staff, who are interested in stable work and pay, are also not eager to improve anything, since their interests are limited to good interpersonal relationships (designers over 55 years old).
• Increasing the transparency and efficiency of business is contrary to the interests of middle management, which is interested in doing work "on the side", which implies the use of free "shadow" resources. The staff has no incentives to improve their productivity, as there is no reward system.

Thus, in the company there are contradictions between the interests of various stakeholders, which hinder the implementation of the proclaimed strategy of business intensification.

In order to reduce costs and increase capitalization, a person with experience in the financial sector was appointed the general / director of an engineering company. His predecessor was a man from the ranks of the former leading designers, who during the time of perestroika moved into sales.

The new CEO/Director has initiated a series of changes aimed at strengthening the focus on the financial/business aspects of all divisions of the engineering company in order to meet shareholders' demands for cost reduction. To achieve this goal, he took the following steps:

• creation of a new department responsible for the budgetary control of divisions;
• appointment of the financial director as his first deputy;
• implementation of project management in mechanical engineering.

As a result of the changes, a reduction in staff was carried out, but without a reduction in management levels, on the contrary, new departments appeared that were necessary to build a complete engineering business process (marketing, order, development, production, sales, installation and service). The first two measures have led to an increase in the influence of the financial department on the company's activities and the priority of the financial aspect. This limited the flexibility of other departments and disrupted the already shaky inter-functional coordination.

Thus, the culture of "total control" began to prevail in the organization. The design department ceased to play an important role in the company and moved to second positions. The department of finance took the first position, which began to control all transactions and actions of divisions and exert a great influence on the strategy and policy of the company. This affected other aspects of the activity. In the consumer aspect, short-term benefits began to outweigh the achievement of consumer loyalty. In the operational and human resource management aspects, efficiency has come to the fore without regard to performance. In the information aspect, the effectiveness of communication systems has decreased due to the appearance of numerous reporting documentation.

This process can be represented as a transformation model (Figure 4), which shows that the decisions made lead to contradictions between the declared mission and what is actually happening.
Fig.4 Input output diagram

The definition of the problem is given in Figure 5 by projecting stakeholder expectations into the future, assuming the organization does nothing.

The design department faced the problem of low motivation of designers, which has already had an impact on the productivity and effectiveness of the development of design documentation. Low productivity, absenteeism, non-productive work time, reduced enthusiasm confirm what is observed in the unit, confirm this assumption. Middle managers are increasingly forced to refuse new jobs and delay the deadlines for approved projects, arguing this with a lack of qualified personnel. Attempts by the finance department to monitor the performance of the constructors were unsuccessful due to the difficulty of measuring performance and the lack of interest from middle management. Hence there was a mutual distrust of the two divisions.

The problem of low motivation of designers is related to the aspect of human resource management (see Fig. 5)

• Problem Definition (Fig.5)

• Causal Analysis(Fig.6).

Fig.6 Causal Analysis of the Problem of Low Motivation of Mechanical Engineering Designers

To determine the focus of the study, internal documents available at the time of the project implementation in the organization were studied and evaluated.

• The principles of staff motivation are not covered in centralized documents.

• The workflow system concerns only the management of operations and does not affect the area of ​​HRM.
  
• Job descriptions describe the rights and obligations of designers.
• The internal labor regulations contain a clause on incentive measures, but there are no documents regulating the sources and mechanism for distributing these incentives.
  
• The specifications of the work of designers and the proposal for motivation are not used, as they are not approved.
  
• Certification of personnel and managers is not carried out.
  
• Plans and reports of the design department affect only the operational aspect of the activity.

Effective human resource management (HRM) requires a clear and understandable company policy in this area, taking into account the interests of key stakeholders (Table 3). Personnel policy should correspond to the strategic goals of the organization, which is impossible in conditions of closeness or lack of a strategy for the development of activities. Therefore, this information should be available to employees so that they can navigate in relation to their personal development. A regulation should be developed on the formation and distribution of the payroll fund of the design department to strengthen the material interest of all categories of employees in improving performance indicators, reflecting an integrated approach to understanding activities. The Human Resources Department should focus its efforts on developing, implementing and evaluating development programs for HRM leaders.

Thus, the prevailing vision on the nature of the activity of this engineering engineering business of mechanical engineering is "squeezing juice" out of operations through savings, which contradicts the declared mission "Become competitive in the international market and comply with the best world practices." At the same time, all approaches to change have technocratic overtones, which further exacerbates the situation.

The article describes the author's approach to the financial motivation of service center employees on the example of the system of remuneration for engineers. The above scheme was practically implemented in several service centers in Russia and showed not only its high efficiency, but also received high praise from the engineering staff of these service centers.

To improve the efficiency of employees, we use various ways management and influence on them - from forceful coercion to motivating self-government. The most famous and simplest method of control was inherited by us from the distant past and is called the “carrot and stick method”.

In the era of the development of the world, the motivating factor of the warriors was the possession of new lands, captured slaves, tools and raw materials. After a successful military campaign, the warrior counted on his share of the booty.

Let us exclude from consideration the feudal methods and methods of the past and consider the principles of constructing incentive methods and schemes that have the right to exist in the modern and civilized world.

An effective system of remuneration for engineers

The article describes the author's approach to the financial motivation of service center employees on the example of the system of remuneration for engineers. The above scheme was practically implemented in several service centers in Russia and showed not only its high efficiency, but was also highly appreciated by the engineering staff of these service centers.

To improve the efficiency of employees, various methods of management and influence on them are used - from forceful coercion to motivating self-management. The most famous and simplest method of control was inherited by us from the distant past and is called the “carrot and stick method”.

This method is nothing more than an upgrade of the oldest way to control animals. The driver holding a carrot on a long stick near the donkey's head, tied with a rope to the end of the stick, made it possible to easily direct the animal in the right direction.
In the era of the development of the world, the motivating factor of the warriors was the possession of new lands, captured slaves, tools and raw materials. After a successful military campaign, the warrior counted on his share of the booty.

Let us exclude from consideration the feudal methods and methods of the past and consider the principles of constructing incentive methods and schemes that have the right to exist in the modern and civilized world.

We will mean by the definitions "COMPANY" or "ENTERPRISE", "SERVICE CENTER" - an organization designed to provide high-tech services, repair household appliances, repair of personal computers, mobile phones and other microelectronics.

It is not easy to imagine a boss standing in a shop with a whip in his hand, surrounded by engineers repairing computers or mobile phones. Most likely, this can only be a nightmare of the same head of the service center, who received a scolding from the top manager for poor quality and a long time to repair equipment.

In our case, we are dealing with qualified personnel of the company, for whom a decent salary, a clear and transparent scheme for its calculation are one of the motivating factors. We all work, hoping to receive not only satisfaction and gratitude for the work, but also, most importantly, payment for the work performed, our efforts and time.

Efficient scheme remuneration is the main stimulating factor in the successful work of employees aimed at making a profit by the enterprise and fulfilling the main tasks of service companies.

Consider the wage system as one of the levers for managing employees, improving the quality and efficiency of their work, as the main goal of this material. Moreover, this lever can be considered as self-management by an employee, as a stimulating factor in the effectiveness of the performance of his duties.

All wage systems are usually divided into two groups, the so-called forms of wages.

Form of remuneration- a payroll mechanism that records the amount of labor expended by employees.

If the number of services rendered, manufactured products is used as the main measure of the results of labor, then there is a piecework form of wages, and if the amount of time worked, then it is time-based.

Time wage- a wage system in which the amount of an employee's earnings depends on the time actually worked by him and his tariff rate (salary).
piecework wages- a form of remuneration in which earnings depend on the number of units produced, taking into account their quality, complexity and working conditions.
incentive pay- is a part common system labor, aiming the employee to achieve indicators that expand and / or exceed the range of his duties provided for by the basic norm. In this sense, incentive pay should be considered precisely as additional.

Variable salary- a remuneration system in which the amount of compensation to an employee is not constant, but depends on the results of his work, labor, the results of the work of a unit or organization as a whole. Why a variable?

Services, in terms of required volumes and their depth, are known to be subject to seasonal fluctuations, and it would be unreasonable not to take this fact into account. In addition, the performance of employees over time (year, month, season) may change, which should rightly be reflected in wages. The reasons for the change in employee productivity are well studied, but within the framework of this material, we will not dwell on them. Accounting for these facts allows, in the event of a critical situation, to predict the financial risks and costs of the company.

Of great importance is the maximum achievable level of remuneration that an employee can receive. It would seem that there is nothing wrong with the fact that the developed remuneration scheme allows an employee to receive a remuneration several times higher than his average level in the labor market. But still, it is necessary to foresee peak threshold values ​​and possible levels of achievement in this scheme in order to keep the psychological situation in the team from negativity and physical exhaustion. In this case, the value (importance) of the employee for the company and its direct impact on the main financial indicators. That is, wages in excess of the standards should be taken into account.

The use of these forms of payment has its advantages and disadvantages. Based on the specifics of the business under consideration and the set goal of obtaining a control lever for high-quality provision of services, the greatest interest to readers may becombined schemewages. Such a scheme implies the presence of some guaranteed monetary base, which psychologically provides the employee with a forecast of his minimum income.

As a rule, the highest results are achieved by those companies that successfully use the relationship between the results of the work of each employee with his remuneration, with the overall result of the enterprise, linking it with the specific contribution of an individual employee in their internal company policy.

In practice, this is not easy to do. If you expand the remuneration system within the company, then you need to highlight some key points that you will have to rely on. First of all, it is necessary to decide what meaning is invested in the concept of “the result of the work” of an employee, to assess the importance and level of influence of the contribution of each to the overall treasury of results. After all, the value of each employee for the company is not the same for various reasons - the existing professional qualification, the degree of responsibility for the work performed, loyalty to the company, etc.

Under the wage systemIt is customary to understand a certain relationship between indicators that characterize the measure (norm) of labor and the measure of its payment within and above the labor norms, which guarantees the employee to receive wages that correspond to the actually achieved results of labor (relative to the norm) and the price of his labor force agreed between the employee and the employer. It is advisable to add to this concept the value of an employee considered earlier for the company, which will include a complex of various, individual indicators of an employee.

When developing a remuneration system, first of all, it is necessary to ensure the trust of the company's employees. The fact is that any innovation always causes a certain alertness, and if employees do not fully trust the management, then, as a rule, it seems to them that they are going to be deceived, carefully veiling this deception with cunning and complex wage systems. This is especially true for the introduction new system payment, for example, when moving from salaries to a piecework system, or a combined one. Without preliminary and subtle psychological training of personnel, the effect of the introduction of this system can be difficult to predict for those who develop it. And if the staff does not have faith in management, then all subsequent actions for any progressive changes will be useless, because people will believe that all this is aimed at increasing exploitation (and this is true) and infringing on their rights.

The next thing that is important to achieve by implementing a pay-for-performance system is the so-calledtransparency and simplicity. This is necessary so that the result can be controlled by the employee himself, so that it depends on his efforts whether he achieves this result or not, and if he does, then with what efforts and at what level. Figuratively speaking, so that the weather, an earthquake, the decision of a higher management, the attitude of colleagues, if possible, do not affect the results that this employee achieves. This is also not an easy task, and, most likely, we should only talk about minimizing factors beyond the control of the employee.

For creating effective system payment should be considered the following key issues.

One of the complex indicators that can be used to create an effective wage system can belabor participation rate (KTU)- a generalized quantitative assessment of the personal labor contribution of each employee to the final results of the work of a group of employees and the entire enterprise. Since the work of any enterprise is carried out collectively, that is, in the close relationship of all employees with each other, as well as in the relationship of all departments with each other, the labor participation rate becomes in this case an indicator collective form payment.

Thus, when using KTU, one can take into account labor productivity, employee qualifications, the quality of current work performed, compliance with labor and production discipline, and a general attitude to the performance of official duties.

In fact, there is nothing new in the KTU indicator. This indicator was used in Russia back in Soviet times and is time-tested, and its rationality can be used at the present time.

It may also be of interest to readers and another indicator that can be used to develop a remuneration system, this is the so-called tariff scale . This indicator is borrowed from the public sector of the economy, where it is currently successfully operating. The tariff scale is a scale that determines the ratio of wages when performing work by employees of various qualifications. But in standard form, this is already a complex indicator, including the sums of all possible payments to the employee. The type, system of remuneration of wages, salaries, bonuses, other incentive payments of the enterprise are determined independently in collective agreements and local acts. This composite indicator is versatile and flexible. AT various enterprises different tariff scales can be established, differing in the number of digits and the degree of increase in tariff coefficients.

Foreign prototype of the tariff scale, which is currently widely used in Russian companies for organizing a wage system, called grading or grading (from the English grade - level). The most common grading technique was developed by Edward Northrup Hay in 1943 (the guide profile table method). It consists of a series of methodological guidelines and three evaluation tables, according to which points are given to positions in the company. The tables contain the following criteria: the knowledge and skills required to perform duties, the range of issues to be resolved, the breadth of authority and the degree of freedom in decision-making, as well as the level of responsibility. The introduction of grading begins with finding out the value of each position in the company. After that, according to this criterion, an assessment of all positions is carried out, on the basis of which a tariff is developed. The tariff set serves as the basis for calculating the monetary remuneration for an employee assessed in points according to this job scale.

Each of the considered structures has its advantages and disadvantages, each of them has a target orientation. For use in its current form, none of them is fully suitable for organizing a system of financial motivation of personnel service company- an enterprise that combines production unit, divisions of the first frontiers (acceptance, customer reclamation department) and supporting divisions (spare parts warehouse, reporting department to manufacturers, etc.). Therefore, it seems most appropriate to take the most significant and interesting parts of everything discussed above and create from them a wage system that satisfies the specifics of the service system.

Any wage system is a component of the overall enterprise management system, the purpose of which is to make a profit, that is, business. Therefore, the creation and use of effective wages should be considered from the standpoint of achieving the specified key performance indicators of the enterprise, for example, increasing its profitability, stability and significance in the market. That is, in order to develop the basis of the financial motivation system, the indicators should be decomposed according to their levels and the degree of influence on the expected result. This will set the indicators to the desired level and give them the required weight.

For example, the first level practical indicators, the achievement of which is the goal of creating a wage system - this is the speed of the customer's operations - the repairs made, the number of repairs and their quality (minimization of repeated repairs). AT modern conditions when the value of the client's time has increased disproportionately, the speed of repair comes to the fore. The client does not want to wait, he wants to receive the service immediately. The client is not interested in either the time of movement of the ordered spare parts from the supplier's warehouse or the complexity of the repair. This is an external indicator that is decisive for the survivability of the business. Not having received the service in a reasonable time, the client will go to another service company.

The next important indicators will be the completeness and cost of repairs performed and reported to the manufacturer (when performing warranty repairs), the number of paid repairs and their cost. These are internal financial indicators. These indicators should be variable components, which should be very sensitive and quickly respond to ongoing changes. From the understanding with which each employee approaches the repairs performed as a whole, a general financial results enterprises. It is not enough to repair, it is important to receive full payment for it.

As indicators for evaluating the effectiveness of the remuneration system itself, the customer satisfaction ratio (the ratio of the total number of served customers who were provided with a repair service to the number of dissatisfied customers who refused or did not receive the service) can be used. After all, if the purpose of creating a service company as a business is to make a profit, then the purpose of the company is to provide services to customers, without which this business cannot exist. Therefore, the more satisfied the client is, the more efficient the employee remuneration system works, because the number of clients in this case is growing. A company's profits cannot grow if customer satisfaction is declining. And the wages of employees in this case should also be reduced.

Based on the foregoing, let's consider a typical example of a financial motivation system built on these basic principles. Let's consider part of this motivation system using the example of repair engineers.

There are N employees-engineers for whom a system for assigning a labor participation coefficient (KTU) has been developed. KTU can vary from 0 to 1, in increments of 0.1. For example, 0.1, 0.2, 0.3 and so on. The lower the value of KTU, the lower the level of the engineer.
The total amount of the employee's remuneration consists of the following components: the amount of remuneration, which is determined by the KTU (flexible, temporarily fixed part).

The procedure for assigning KTU employees

The definition of KTU should be carried out collegially, that is, by the composition of a commission appointed from competent employees and capable of assessing the professional level of engineers and managers. This increases the objectivity of the results and increases the significance of the event. KTU is assigned either for a period of time until the next certification, or until the exam at the initiative of either party. KTU is a total, complex indicator.

The assignment is made based on the results of professional certification of employees (for example, testing on theoretical knowledge - an exam, on practical knowledge - skills and ability to work with specialized measuring and diagnostic equipment, soldering technologies, etc.). Participation in trainings of manufacturers, discipline and work experience in the company can also be taken into account. Each value of KTU must be described.
For example, KTU = 0.1 - a novice employee, without work experience, a student on probation.

KTU = 0.3 - an employee who has been working for less than a year, who has passed certification (satisfactorily), and is allowed to carry out simple repairs.
KTU \u003d 0.8 - an employee working more than 3rd years old, who has successfully passed the certification (excellent), disciplined, responsible, has mastered complex repairs, soldering BGA components and fulfills the specified norm in terms of the number of repairs.

For convenience, you can group KTU into levels. I.e 0.1-0.3 - one group, 0.4-0.6 - another group. Each group can be assigned a group name - for example, a group with CTU equal 0,1-0,3 these are “beginners”, and with KTU from 0.4 to 0.6 - “qualified”, 0,7-1 - "professionals". This ranks specialists and conditionally unites them for further centralized training and development of control actions.

Another indicator that can be taken into account in determining the KTU can be the level of discipline of the employee, his moral qualities.
Separate indicators can be the length of service in the company, the ability to mentor and train, managerial qualities (managerial personnel reserve).

The rules for assigning KTU must be documented, available for study, and understandable to every employee.

Each correct answer on professional certification can be assigned a point, and the total number of points scored can determine one of the indicators taken into account when assigning KTU. For other indicators, a scoring system can also be adopted. The total number of points determines the value of the employee's KTU.

Thus, each employee will be assigned a KTU that determines his value to the company and part of the amount of his remuneration. This component can change in time discretely, either down or up, and depends on the certification in different periods of time.

It is worth noting that KTU needs to be evaluated, that is, brought to financial weight. This can be done by expressing the cost of KTU through the calculation of its base share. Let us take for the base share the minimum value of KTU=0.1. For convenience, the period for calculating the cost of the basic share of KTU should occur monthly, to calculate remuneration based on the results of the past month (period).

Since the flow of incoming products for repairs over the period may be uneven, the cost of the basic share of the CTU will also change and can be determined in various ways.

For example, the value of the base share of KTU, which is included in the calculated values ​​of all KTU employees and equal to 0.1, can be calculated using a special formula. The base share is the result of the value obtained according to the accepted formula and includes all the necessary values ​​- the volume of products included in the repair, the average time to repair products in the service center (TAT), customer satisfaction index, the completeness of reported repairs, repeated repairs, etc.

The presence of these components in the amount of remuneration of each employee, through personal financial interests, stimulates a powerful collective control impact on each employee to the overall result. For example, with average results, the cost of a share of 0.1 KTU can be 30 USD. In accordance with this, an employee with an existing KTU = 0.7 will receive a value of 7 X 30 c.u. for calculation according to KTU. = 210 c.u. That is, its KTU 0.7 - includes 7 shares of 30 c.u.

With high results of the service center (large volume of repaired products, short repair time, high customer satisfaction, etc.), the cost of a share of 0.1 KTU, for example, will be 60 USD. In this case, an employee with KTU = 0.7 will receive for calculating the remuneration the value of KTU already 7 X ​​60 c.u. = 420 c.u. ! That is, the same 7 shares of KTU, but already at 60 USD.

The most difficult thing with such a scheme is to form a formula for calculating the cost of a share of KTU based on the available volumes of repairs, repair time and the accepted system for assessing customer satisfaction, and taking into account all the most important indicators. Therefore, in this material, the finished formula is not given. It is always unique, as it directly depends on the characteristics of the service center, its location, the level of authorizations available and the volume of repairs.

The sum of the cost of the repairs performed is the standard piece-rate component and includes the available prices for the repairs made, multiplied by the number of repairs. The greatest value here is the depth of repairs and the speed of repairs, which is determined by the professional level of engineers. As a rule, the rates for payment are formed on the basis of the amount of manufacturers' compensations, the market costs of repair services and are reduced to a certain tariff rate for calculations. They can also be some financial percentage of the payment received from the client or the manufacturer for the work performed.

Penalties can be provided in the motivation system for the purpose of additional control over the quality of work performed. For example, if an unresolved fault is detected during the final inspection in a product that has undergone repair procedures, a fine equal to the cost of internal costs for additional diagnostics may be imposed. Penalties should also be recorded and documented. That is, the “rules of the game” should be clear to everyone.

Similarly, indicators of motivation of employees of the first frontier of contact with clients - receivers can be determined. Their motivation can be based on those indicators that affect the increase in the number of paid repairs (not lost customers), the total number of customers served (the number of items accepted for repair), etc.

The considered mechanisms of the financial motivation system have been practically tested in real conditions, they have shown stable results and effective dynamics.

The cost component of the basic share of KTU changes over time, smoothly. Usually, in the summer months, it drops to a minimum. But taking into account the euphoria of the vacation season of employees, it turns out to be not relevant and is perceived by them calmly, with understanding. The cost of the basic share of KTU reaches its maximum value in the most fruitful months of service centers - from late autumn to early spring.

The remuneration component according to the KTU (flexible, temporarily fixed part) plays the role of a certain guaranteed salary, which an employee can count on when starting work in an organization and if it is impossible to predict his piecework component in advance.

Implementation of the developed system is the most important and dangerous moment. Prior to the official implementation, it is necessary to pay close attention to the moral and psychological component - the readiness of employees for change. Testing of the system should initially take place covertly, in order to avoid a negative reaction from employees. The primary hidden testing process will eliminate existing shortcomings or errors, analyze the existing pros and cons. After eliminating possible shortcomings and making a positive decision on implementation, employees should be fully aware of the new system and its principles. It should be possible to evaluate and compare the results of the current scheme and the proposed one. The most expedient is to enable employees to calculate remuneration under two schemes at the same time, and compare the results. At this point, attention should be focused on the positive aspects of the new motivation system until the moment of “combat” implementation.

Only after the training use and understanding by all parties of the process of the new "rules of the game" is the official use of the new motivation scheme acceptable. Compliance with these simple rules will minimize the possible negativity of employees in relation to any changes.

It is worth remembering that the creation of an effective motivation system in a company can increase labor productivity by an average of 30%.