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| Section | Objectives |
|---|---|
| Data Visualization | - Usability in terms of visual design - Best practices in dashboard design - Best practices in scorecard design - Guidelines to design efficient templates - Scorecard and dashboard examples |
| Understanding KPIs | - SMART objectives decomposed - KPI related terminology - KPI lifecycle |
| KPI Typology | - Efficiency vs effectiveness KPIs - Qualitative vs quantitative KPIs - Leading vs lagging KPIs |
| KPI Documentation | - KPI documentation form design - Organizational KPI libraries development - KPI documentation form functions - KPI documentation process - Weights and Indexes |
| KPI Measurement | - KPI report - Change log - Data gathering communication |
| The World of KPIs | - Organizational levels - KPIs concept map - Governance - Challenges in performance measurement - The value added by KPIs |
| KPI Selection at Operational Level | - Department scorecard - Operational dashboard |
| KPIs in Context | - KPIs cascaded to functional area - KPI selection for industry |
| KPI Selection | - KPI selection for organizational scorecard - KPI selection techniques - KPI selection sources |
| KPI Project Coordination | - Primary and secondary data sources - KPI workshop briefing pack - The business case for KPI implementation - KPI project plan |
| Data Gathering | - KPI activation tools - KPI activation techniques - Communication with data custodians - KPI reporting data sources - Community of Practice - Data quality dimensions - Guidelines to improving |
| KPI Taxonomy | - KPI DNA map - KPI use case scenarios - Interdisciplinary systemic worldview |
| Working with Targets | - Challenges in working with targets - KPI documentation processes - Negative behaviors when setting - Targets in practice |
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NEW QUESTION # 76
At what stage in the KPI implementation project should KPIs be linked to rewards?
Answer: D
Explanation:
Linking KPIs to rewards is a sensitive design decision because it can strongly shape behavior and increase the risk of gaming, tunnel behavior, and data manipulation if done poorly. The best practice is to align KPI-based rewards through the formal rewards and recognition program coordinated by HR , ensuring consistent policy, fairness, calibration, and governance-so option B is correct. Doing it immediately upon activation (C) is risky because KPIs may still be stabilizing (definitions, data quality, baseline variability), and teams may not yet trust the measurement. "Within 12 months" (D) can sometimes be appropriate as a rule of thumb, but it is not universally correct; the key is governance alignment, not an arbitrary time delay. "Never" (A) is too absolute; some KPIs are legitimately tied to incentives when designed carefully and balanced with quality
/compliance measures. A strong implementation plan typically includes a period of "measurement-only" to validate data and behaviors, then HR-led integration where appropriate, with safeguards such as balanced scorecards, auditability, and clear exception handling.
NEW QUESTION # 77
How often would you recommend collecting data and reporting on "Employee engagement (%)"?
Answer: C
Explanation:
Employee engagement is typically measured through structured surveys that require adequate participation, thoughtful analysis, and follow-up actions-so a biannual cadence is commonly appropriate. Engagement doesn't meaningfully change day-to-day, and collecting it too frequently can create survey fatigue, lower response quality, and reduce trust in the process. Monthly or weekly engagement reporting is rarely practical unless using lightweight "pulse" methods, and even then, the primary KPI is usually tracked less frequently with pulses as supporting diagnostics. Activation considerations include ensuring anonymity, consistent survey questions, clear segmentation rules (to protect confidentiality), and a structured action-planning cycle after results are reported. One major measurement challenge is turning engagement scores into action; reporting must align with manager enablement, communication plans, and initiatives that address the drivers of engagement. Biannual measurement provides enough time to implement changes and observe movement while maintaining a reliable baseline. In scorecards, engagement is often treated as an organizational-level outcome KPI supported by leading indicators such as manager 1:1 completion rate, training completion, workload balance metrics, and retention.
NEW QUESTION # 78
Which of the following statements is a very important KPI selection criterion?
Answer: D
NEW QUESTION # 79
Who is responsible for providing KPI data for report generation?
Answer: C
Explanation:
In a well-run KPI system, the data custodian is responsible for providing (supplying/extracting/submitting) the data used to calculate and populate KPI reports. This role owns the data source operationally-ensuring the correct dataset is available on time, in the right format, with appropriate quality checks. The KPI owner is accountable for the KPI's performance (interpretation, actions, improvement plans) but does not necessarily
"produce" the data. The report generator compiles and publishes the report, yet should not be the one responsible for the underlying data accuracy or collection. The Strategy/Performance Manager oversees governance, cadence, and alignment across KPIs, but is not typically the operational provider of each KPI's raw inputs. Clear role separation addresses common measurement challenges: late submissions, inconsistent definitions, and disputes over "whose number is correct." During KPI activation, assigning a named data custodian, specifying the data source, and defining the handoff process (timing, validations, exceptions) are essential steps to make reporting reliable and sustainable.
NEW QUESTION # 80
Which is the calculation formula for "On-time arrivals (%)"?
Answer: C
Explanation:
"On-time arrivals (%)" is a classic ratio KPI : the number of arrivals that met the on-time definition divided by total arrivals, multiplied by 100. Option B matches that structure directly: (on-time arrivals / total arrivals) ร 100 . Option A calculates the complement (late arrivals as a percentage), not on-time arrivals.
Option D is an average duration calculation, which is a different type of measure (cycle time) and not an on- time percentage. A key measurement challenge is defining "on-time" precisely-e.g., arrival within 5 minutes of schedule, or within a contractual window. The KPI documentation should specify: time window, inclusion
/exclusion rules (canceled trips, rescheduled arrivals), time source (system timestamp vs manual entry), and how partial data is handled. Without consistent definitions, the KPI becomes easy to dispute and hard to improve. This KPI is also sensitive to data accuracy (clock sync, GPS timestamps), so activation should include data validation checks and ownership for corrections.
NEW QUESTION # 81
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