In fact, many times, we fail not because we can't build a system of strategies and goals; which failed in that there was no "do", no "check", so there was no "action"….

Establishing a set of indicators to measure was difficult. Bringing it to life is even more difficult. To measure it, control it & guide you to follow is even more "struggling"...

So don't forget one very important thing, which is measurement and evaluation. At the end of a month, evaluate a month, at the end of a quarter, evaluate a quarter, at the end of the year, evaluate for half a year, at the end of a year, evaluate for a year. If you want to know if it's good or not, effective or not, you have to evaluate it right? Do not evaluate how you are?

As now, prepare to evaluate the first 6 months of the year as "just beautiful"…

What is the evaluation part?

First, just look at the set of indicators that "spread". What is completed is evaluated as complete, and what is not completed is evaluated as incomplete. If you need data, you have to find data. If you have data, then just achieve the results compared to the target.

Done, go find the reason why it did and why didn't it? If we don't get it, we'll look for the reason why it hasn't. But when you achieve it, you have to find the reason why it is achieved. From there, we also improve the system and learn lessons from experience. Not having to complete the evaluation, it is to immediately transfer the results to calculate salary, pay bonuses...

As I am implementing, the evaluation of BSC - KPI is also "interesting"!

Scenario 1: The assistant of the KPI department makes a preliminary report on the implementation of the BSC – KPI;

Scene 2: Regarding KPI he is in charge, he reports. Note: KPI is not playing "oral reports" (which must have numbers);

Scene 3: CEO "twisted" the indicators, why "the jar", why the "bottle";

Scene 4: Regarding the KPI he is in charge of, he is responsible for explaining and analyzing;

Scene 5: Discuss, agree on action plans & next goals, adjust, supplement, improve (if necessary)…

Just like that, very regularly, after closing the monthly, quarterly, and annual numbers, they have to sit together to meet. The meeting revolved around the goals, KPIs, action plans - reported results and effectiveness. So you can't slip off the rails because of reviews, reviews, and slams constantly...

Example: Excerpt from 1 part of BSC - KPI evaluation report for the first 6 months of 20…

1. Advantage:

• Has built a performance management system from the Company's goals/strategies to the activities of the departments/divisions/positions;
• Orientation for employees to work according to the goals set by the Company;
• Employees have understood & implemented according to the Company's goals (especially the store sector);
• Evaluating the productivity and working efficiency of employees;
• Link evaluation results with salary and bonus;

2. Defect:

• The Company's leadership has not really paid attention to BSC & KPI;
• Employees have not really paid attention to BSC & KPI, so the employees' actions are not directed towards the Company's goals;
• The targets/objectives are on paper, have not really come into the life of the Company;
• Lack of action plans to implement the set goals; Should lack measurement source;
• The delivery target is a bit high compared to reality, so it makes employees' psychology a bit sluggish and discouraged;
• There is an inadequacy between the distribution of revenue to the category and the delivery of output to the Store Manager (disparity in achievement rate);
• There is no consensus on how to assign targets to business managers, so people are still confusing the Supervisory Board and PNS as two departments that share KPIs; And NV only cares about business targets, not other KPIs;

3. Solution

• It is recommended that the Board of Directors pay more attention & give drastic direction so that BSC & KPI is a tool for effective performance and target management for enterprises;
• Organize meetings, continuously review BSC indexes by month, quarter, ... ;
• There is a bonus fund if BSC achieves or exceeds;
• Requesting department heads to develop action plans of each department (annual, monthly plan...);
• Unifying the assignment of targets & assigning KPIs is just one, to avoid misunderstandings of employees, and to evaluate employee KPIs accurately.