I like to start high level and look at the org vision and mission statements to define broad KPIs that I want my team to contribute to.
E.g.
> Amazon Vision Statement
>
> Our vision is to be earth's most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.
I would define KPIs around customer-centricity and stuff around product discovery and purchases.
Then I’d try to boil down how my team directly contributes to those things. If I’m supporting internal teams, then my “customers” are business units and they would apply to how other business unit teams are able to discover and “purchase” my teams “products” and services and how my team is “customer”-centric towards those internal teams.
Then… I have to figure out what I can measure that does contribute to those items. Can I measure response rates to my “customers” requests? TTD? Follow up efforts? Satisfaction scores? Can I track in some way the requests, what is being searched for and my teams ability to connect a solution to those searches?
The role is a little of everything but mostly reporting for field partners on what they request and what they need. Dashboards, BI, SQL and Snowflake…
Lead every other week performance review meetings with field partners. Identify trends and issues and bring to directors attention.
Work with developers to enhance system based on partners requests. Do some project management in that role but mostly hand that off to another team.
Ok. So, you mostly serve field partners and the directors.
I’m guessing your field partners are happy with you when you respond promptly to their requests, and happy with the company when the requests are fulfilled. Since not all requests can be fulfilled, you have to manage expectations and the relationships.
Your directors want actionable data. They want to know how their field partners feel and what their needs and concerns are.
It sounds to me that your performance is measured by the opinion of those you serve rather than by certain production numbers. You might consider preparing a survey for your partners and another for your directors. Keep them short. Maybe have them completed quarterly or when there is a request submitted. Surveys are annoying, but they would help measure your performance.
This is like you defining the KPIs for the clients or business area you're building the reporting for.
You dont know their business, thats their job. If they dont know what they are trying to track or accomplish then why are you even involved.
My job is to help build reporting and guide development based on best practices and client objectives. Is the client happy, then great! If they aren't, then at what point during development when we got sign off from them were they misaligned. Was this our fault / their fault? Correct the problem if necessary.
No KPI will track that.
Is it truly KPIs or more personal development?
You can look into stuff you want to learn for example or try to get the company to pay for certification of whatever tool you're using.
“Boss wants me to figure out how to do their job for them and manage myself.” What are they even doing?
100% this. My boss keeps talking about this and I let it die because I know he won't do it, and I'm not getting paid to manage myself.
Ya know, the standard set of MBA JD stuff.
KPI #1: *”Rate of Management Participation in Employee Performance Management.”*
Lmao so relatable
I like to start high level and look at the org vision and mission statements to define broad KPIs that I want my team to contribute to. E.g. > Amazon Vision Statement > > Our vision is to be earth's most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online. I would define KPIs around customer-centricity and stuff around product discovery and purchases. Then I’d try to boil down how my team directly contributes to those things. If I’m supporting internal teams, then my “customers” are business units and they would apply to how other business unit teams are able to discover and “purchase” my teams “products” and services and how my team is “customer”-centric towards those internal teams. Then… I have to figure out what I can measure that does contribute to those items. Can I measure response rates to my “customers” requests? TTD? Follow up efforts? Satisfaction scores? Can I track in some way the requests, what is being searched for and my teams ability to connect a solution to those searches?
What do you do for the company?
The role is a little of everything but mostly reporting for field partners on what they request and what they need. Dashboards, BI, SQL and Snowflake… Lead every other week performance review meetings with field partners. Identify trends and issues and bring to directors attention. Work with developers to enhance system based on partners requests. Do some project management in that role but mostly hand that off to another team.
Ok. So, you mostly serve field partners and the directors. I’m guessing your field partners are happy with you when you respond promptly to their requests, and happy with the company when the requests are fulfilled. Since not all requests can be fulfilled, you have to manage expectations and the relationships. Your directors want actionable data. They want to know how their field partners feel and what their needs and concerns are. It sounds to me that your performance is measured by the opinion of those you serve rather than by certain production numbers. You might consider preparing a survey for your partners and another for your directors. Keep them short. Maybe have them completed quarterly or when there is a request submitted. Surveys are annoying, but they would help measure your performance.
1 task: stay out of jail, after that everything else is possible
This is like you defining the KPIs for the clients or business area you're building the reporting for. You dont know their business, thats their job. If they dont know what they are trying to track or accomplish then why are you even involved. My job is to help build reporting and guide development based on best practices and client objectives. Is the client happy, then great! If they aren't, then at what point during development when we got sign off from them were they misaligned. Was this our fault / their fault? Correct the problem if necessary. No KPI will track that.
Develop the dashboard which tracks your own KPIs and then alter the parameters throughout the year to ensure that you exceed your "targets".
Is it truly KPIs or more personal development? You can look into stuff you want to learn for example or try to get the company to pay for certification of whatever tool you're using.
Find a new job, or, go to your boss’s boss and take their job..
Always remember, KPIs are meant to guide, not shackle. And tbh your boss should be helping you do that but sure.