| QUARTER/MONTH GROUP | PERCENTAGE | ACTION |
|---|---|---|
| 1 | 25% & above | |
| 2 | 50% & above | |
| 3 | 75% & above | |
| 4 | 100% & above |
| QUARTER/MONTH GROUP | PERCENTAGE | ACTION |
|---|---|---|
| 1 | Between 13% and 24% | |
| 2 | Between 25% and 49% | |
| 3 | Between 50% and 74% | |
| 4 | Between 75% and 99% |
| QUARTER/MONTH GROUP | PERCENTAGE | ACTION |
|---|---|---|
| 1 | 12% & below | |
| 2 | 24% & below | |
| 3 | 49% & below | |
| 4 | 74% & below |
| No | Category | Description | Status | Action |
|---|---|---|---|---|
| CAT1 | Customer | This perspective is the appreciation of the importance of customer and stakeholders satisfaction towards MATRADE services. Success for MATRADE should be measured by how effectively and efficiently they meet the need of their of the Customer's and Stakeholders. Customers and Stakeholders include the agency different market or customer segments, minister, ministry and government agencies that have an impact and influence on the MATRADE ability to deliver its services. |
|
|
| CAT2 | Finance | This perspective measures the ability of MATRADE in its financial stewardship and management which include budget management, revenue growth and mix, cost reduction/productivity improvement, and asset use/investment strategy. |
|
|
| CAT3 | Process | This perspective refers to internal business processes of MATRADE, processes are most critical for MATRADE to achieve its customer and financial objectives. The processes include the innovations process, the operations process, and the service follow up process. It will enable MATRADE to understand how well each of their unit is performing, and whether its activities and services are actually contributing to mission outcomes – to the extent expected. |
|
|
| CAT4 | People | This perspective includes employee training and development, cultural attitudes around individual self-improvement and effectiveness in people utilisation. In a knowledge-worker enterprise, It is important to understand that learning is more than training. Employee development programs should include mentoring and coaching programs, accompanied by “good” communications media that allow workers to gain ready access to help as it is needed. Effective people utilization includes return on investment and employees productivity. |
|
| TYPE | KPI INDICATOR DESCRIPTION |
|---|---|
| 1 | KPI data is manually added in the achivement count field |
| 2 | KPI data is pulled from other internal systems and automatically added in the achievement count field. |
| 3 | KPI data is manually added based on the Excel Template provided and later convert into an Achievement Details Table. Achievement count will be auto calculated |
| 4 | KPI data is manually added in the Achievement Details Table. Achievement count will be auto calculated |
| 5 | KPI data is pulled from other internal systems and automatically added in the Achievement Details Table. Achievement count will be auto calculated |
| 6 | KPI data is pulled from other internal systems and certain data is manually added in the Achievement Details Table. Achievement count will be auto calculated |
| TYPE | KPI INDICATOR DESCRIPTION |
|---|---|
| 1 | KPI data is manually added in the achivement count field |
| 2 | KPI data is pulled from other internal systems and automatically added in the achievement count field. |
| 3 | KPI data is manually added based on the Excel Template provided and later convert into an Achievement Details Table. Achievement count will be auto calculated |
| 4 | KPI data is manually added in the Achievement Details Table. Achievement count will be auto calculated |
| 5 | KPI data is pulled from other internal systems and automatically added in the Achievement Details Table. Achievement count will be auto calculated |
| 6 | KPI data is pulled from other internal systems and certain data is manually added in the Achievement Details Table. Achievement count will be auto calculated |
The user access is successfully reassigned.