Clear takeaway of the importance of understanding the degree of organsational resilience available to a firm that is changing, and its ability to maintain target productivity throughout the change.  Corollary measures that come into play when trigger levels of core KPIs are 'breached' would be most helpful in measuring the organsations ability to manage said change, in tandem with the obvious KPIs around delivery of the change itself.

No mention made here of the visibility of resilience measures/KPIs to the organisational population.   Recently introduced Wellbeing assessment tools into our organisation provide a simple way of employees monitoring their own resilience, along with tools to support areas of need.  This then rolls up organisationally to management to support insights into general staff wellbeing and should help inform action.

This is a good short video focusing on the human aspects of change management. Clearly in a people focused business going through a change setting KPIs on morale make a lot of sense.

Having completed my Black Belt in Lean Six Sigma change management is a subject I am extremely interested in. KPIs on financial side are obviously important but just as vital are the non Financial KPIs.

It was good to hear the presenter speak about such things as non-attendance and other "employee based" KPIs, as this can be a key indicator that staff are not "buying into" the process that has changed.

The problem with this presentation (and most of the comments) is that KPI's, if well designed, only identify that a feature or a characteristicis being scored.

Having had some knowledge of this organisation I would say that it is commercially weak, lacks project management skills and has a significant % of its staff that are demotivated and isolated from corporate objectives.

Therefore KPI's are only useful if they prompt action to resolve an adverse position and to enhance positive feedback.

That is not a criticism of the presenter or this organisation, more generally forecasts relating to positive KPI impact need to be aligned to leadership reward (and continued employment) rather than seen as passive indicators on the dashboard.  

Qualitative analysis follows quantitive. How's morale? Can only be truly assessed by reviewing the specific objectives and roles as set out by the exec. and reviewed both from internal and external perspectives.

Specific KPI's:
Staff turnover, attendance, sick leave, profit against budget and forecasting accuracy/capability (signifies an engagement or lack of with the business...).
Projects: Achievements, milestones reached all listed and reflected upon periodically.
New projects, ideas and business development.

Benchmarking is an essential part of assessing against competitors in terms of staff retention. Aforementioned plus areas such as pay and benefits. Need to monitor in terms of keeping the business invigorated.....