Standard Operating Procedures SOP

What should be in the SOP?

definition:  A set of fixed instructions or steps for a carrying out routine operations.

9 elements

1. Performance objectives / goals / kpis
2. Key Result Areas to achieve goals
3. Key Performance Indicators / Efficiency measures
4. Internal Control systems - promote efficiency, integrity and objectivity and performance.
5. Chart of Authority - delegation of authority
6. Functional descriptions, process and activity description.
7. Strategic Maps - linkage to the organisation
8. Key Activity budgets.
9. Input output system and
10.  the value chain system

Arriffin Mansor 012-2786282

ROI training Formula

What is ROI?

1. ROI or return on investment is a measure justifying all kind of investments.
2. ROI is a ratio dividing profit with investment.

Training investments definition

• All costs involved to improve the competencies of the staff.

Training income / impact definition

• All improvement recorded after the training interventions, performance after training less before training.
• Identify the key performance indicator to measure results of training
• Compute the before and after KPI ratios
• Use input output graph to measure the impact of competency improvement.

EXAMPLE - calculating the ROI.

Before training performance -   RM3,000 sales profit 

After training performance -     RM 5,000 sales profit

One year impact RM2,000 x 12  =  RM24,000

If training costs is   RM20,000, profit is RM4,000 divided by RM20,000

ROI is 20% per annum  

Difficulty in evaluating training

1. Unlike other investments, the impact and outcome in training is continuous and infinity.  The impact on staff training could be long and timeless.
2. Measuring precise training costs and investment is almost impossible.
3. Classroom training costs are easier to account but on the job training and coaching is difficult to value and demarcate.

Arriffin Mansor 012-2786282

Performance based TNA***

	Course title		TRAINING NEED ANALYSIS
	Target Group		HR heads, practitioners, consultants, CEOs, CFOs and Training Consultants
	Duration		3 office days
	Course objective		Ability to manage  performance and competency for improvement and reward recognition purposes.
	Course outline		1.       Performance gap analysis: Current  - Required Performance 2.       New Business directions -  New Req Performance 3.       Competency Profile -  Best Performers / Best Practices 4.       Key Performance Indicators 5.       Benchmarking /   Industry Standards /   Best Practices 8.       Task analysis / competency analysis 9.       BSC perspectives in learning 10.   Innovation and new competencies
	Learning Outcome		To be able to conduct the annual TNA for a company.
	Proposed Fee		RM5,000  x 3 days
	Trainers		Arriffin Mansor

Arriffin Mansor 012-2786282

9 management courses *****

Arriffin Mansor 012-2786282
arriffin@gmail.com
Kuala Lumpur, Malaysia

10 MANAGEMENT COURSES DESIGNED AND DELIVERED BY:
Arriffin Mansor 012-2786282

1. Performance Audit  100
2. Training Need Analysis 200
3. Performance Improvement Strategies 300
4. Staff Performance and Appraisals.400
5. Cash flows and project evaluation 500
6. Business Planning in 7 steps 600
7. Market Planning and Budgeting 700
8. Strategic Finance in Spreadsheet 800
9. Computerised Accounting 900
10. Managing Change 1000
11. Entrepreneurship Basics

Wisma Indah is the last building in Jalan Tun Razak to the South.

Performance Management - Installing

• Performance planning and appraisal
• Strategic Business and Performance Plans

Performance Management - 13 steps

Installing and maintaining performance system
Lets start as HR project and subsequently a total computerized PMS.

1. What is performance? operating and overall targets
2. Measuring efficiency and performance
3. Performance Improvement
4. Planning for performance
5. Appraisal for performance - preset agreed criteria
6. Critical performance gaps
7. Performance - Causes - effect relationship
8. Alternative performance solutions
9. Performance monitoring
10. Performance reports
11. Performance recognition and rewards 
12. Integrate performance plans into a strategic maps
13. A working performance system

Arriffin Mansor 012-2786282

Performance Framework****

A mandatory competency for all executives, managers and CEOs
Managing performance and it's systems

(through measurement and recognition)

1. ROE as corporate goals and the Du Pont Chart as a check list.
• 3 key result areas
2. Best practices through benchmarkings
3. Test for Critical performance gaps
4. Performance Improvement Strategies
• Key performance Indicators
5. Functional Metrics
6. Value Chain performance analysis
7. Input performance analysis
8. Training Need Analysis through competency gaps
9. Problem solving and innovation through key result areas.
10. Performance Targets at all levels.
11. Strategic Mapping linking key performance areas. (BSC)
12. Team Performance Measurement and evaluation
13. Individual scorecard and performance appraisal

Arriffin Mansor 012-2786282
Copyright (c) 2011

Performance tools+++7 steps

Suitable for all job holders
How to manage performance - THE PROCESS

1. Performance goals -  defined clearly in KPI and KPI measures
2. Performance gaps - identify the critical performance gaps
3. Critical success factors or key result areas
4. Key Performance Indicators - measures
5. Performance Targets  - SMART based on benchmarking
6. Performance Evaluation -  actuals against targeted
7. Improvement Strategies - training or non training factors

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THE ANALYTIC TOOLS

1. The ROE/ROA chart to identify performance gaps and causal factors
• The CEO's performance
• the critical success factors and the performance gaps / strengths and weaknesses
• measure the working and fixed capital efficiency.
2. The variance analysis of KPI measures to identify both positive and negative gaps
• against industry standards
• on the key functional departments
3. Use the input output graph to identify true performance
• eliminate impact due to change in volume
4. Simulate the profit models for optimum matching
5. Use corporate BSC perspective for the whole business.
• integrate the functional strategies
6. Evaluate the value chain and process chains
• input, process, output and outcome.
7. Use the 6 key financial ratio analysis

Copyright:   Arriffin Mansor 012-2786282