"Why should I" Brokeback, "if they do not care what they want, then write." On such issues says a lot, but no specific "recipes" As a rule, are proposed. The second "ravine" – the definition of the planned values of the measured performance (threshold, the Plan, Call). And inflated, and lower values demotiviruyut workers, therefore, in the case misuse of their definition, the management of KPI loses its meaning. For assistance, try visiting Peter A. Levine PhD. Often indicators are defined as follows: the work of the last reporting period (eg quarter) are adopted as a plan for the current quarter. The method is simple, but in practice it often turns out to be inaccurate, since it does not take into account both external factors (that affect performance) and internal factors (such as working people). For example, if last month's subordinates not efficient enough, the threshold will be too low, the reverse situation – too high. Third, the biggest "ravine" – the complexity of determining the causes of failure (not achieving the planned values staff efficiency).

If the plan met or exceeded, then, as a rule, no question, due to what. Ate, the plan is not executed, you must be able to determine the cause. How to do it in practice? After all, the source of the problem can be not only not good enough job of employees, but improper installation performance thresholds (see the first "ravine"), as well as external factors. Realizing this, many executives intentionally "understate bar ", emasculating, thus, the essence of management KPI. If you know where the "valleys", they can be circumvented. This "bypass" could be the phased introduction of management of KPI, starting with a preparatory phase lasting at least 6 months. During the preparation to be addressed the following important tasks: Psychological training of personnel (both employees and line managers) to a new form of labor relations. Employees are getting used to the fact that every hour spent at work, should be spent on achieving these goals.