The article describes the author's approach to the financial motivation of service center employees on the example of the system of remuneration for engineers. The above scheme was practically implemented in several service centers in Russia and showed not only its high efficiency, but was also highly appreciated by the engineering staff of these service centers.

To improve the efficiency of employees, various methods of management and influence on them are used - from forceful coercion to motivating self-management. The most famous and simplest method of control was inherited by us from the distant past and is called the “carrot and stick method”.

In the era of the development of the world, the motivating factor of the warriors was the possession of new lands, captured slaves, tools and raw materials. After a successful military campaign, the warrior counted on his share of the booty.

Let us exclude from consideration the feudal methods and methods of the past and consider the principles of constructing incentive methods and schemes that have the right to exist in the modern and civilized world.

An effective system of remuneration for engineers

The article describes the author's approach to the financial motivation of service center employees on the example of the system of remuneration for engineers. The above scheme was practically implemented in several service centers in Russia and showed not only its high efficiency, but was also highly appreciated by the engineering staff of these service centers.

To improve the efficiency of employees, various methods of management and influence on them are used - from forceful coercion to motivating self-management. The most famous and simplest method of control was inherited by us from the distant past and is called the “carrot and stick method”.

This method is nothing more than an upgrade of the oldest way to control animals. The driver holding a carrot on a long stick near the donkey's head, tied with a rope to the end of the stick, made it possible to easily direct the animal in the right direction.
In the era of the development of the world, the motivating factor of the warriors was the possession of new lands, captured slaves, tools and raw materials. After a successful military campaign, the warrior counted on his share of the booty.

Let us exclude from consideration the feudal methods and methods of the past and consider the principles of constructing incentive methods and schemes that have the right to exist in the modern and civilized world.

We will mean by the definitions "COMPANY" or "ENTERPRISE", "SERVICE CENTER" - an organization designed to provide high-tech services, repair household appliances, repair personal computers, mobile phones and other microelectronics.

It is not easy to imagine a boss standing in a shop with a whip in his hand, surrounded by engineers repairing computers or mobile phones. Most likely, this can only be a nightmare of the very head of the service center, who received a scolding from the top manager for poor quality and a long time to repair equipment.

In our case, we are dealing with qualified personnel of the company, for whom a decent salary, a clear and transparent scheme for its calculation are one of the motivating factors. We all work, hoping to receive not only satisfaction and gratitude for the work, but also, most importantly, payment for the work performed, our efforts and time.

An effective remuneration scheme is the main stimulating factor for the successful work of employees aimed at making a profit by the enterprise and fulfilling the main tasks of service companies.

Consider the wage system as one of the levers for managing employees, improving the quality and efficiency of their work, as the main goal of this material. Moreover, this lever can be considered as self-management by an employee, as a stimulating factor in the effectiveness of the performance of his duties.

All wage systems are usually divided into two groups, the so-called forms of wages.

Form of remuneration- a payroll mechanism that records the amount of labor expended by employees.

If the number of services rendered, manufactured products is used as the main measure of the results of labor, then there is a piecework form of wages, and if the amount of time worked, then it is time-based.

Time wage- a wage system in which the amount of an employee's earnings depends on the time actually worked by him and his tariff rate (salary).
piecework wages- a form of remuneration in which earnings depend on the number of units produced, taking into account their quality, complexity and working conditions.
incentive pay- this is part of the general labor system, aiming the employee to achieve indicators that expand and / or exceed the range of his duties provided for by the basic norm. In this sense, incentive pay should be considered precisely as additional.

Variable salary- a remuneration system in which the amount of compensation to an employee is not constant, but depends on the results of his work, labor, the results of the work of a unit or organization as a whole. Why a variable?

Services, in terms of required volumes and their depth, are known to be subject to seasonal fluctuations, and it would be unreasonable not to take this fact into account. In addition, the performance of employees over time (year, month, season) may change, which should rightly be reflected in wages. The reasons for the change in employee productivity are well studied, but within the framework of this material, we will not dwell on them. Accounting for these facts allows, in the event of a critical situation, to predict the financial risks and costs of the company.

Of great importance is the maximum achievable level of remuneration that an employee can receive. It would seem that there is nothing wrong with the fact that the developed remuneration scheme allows an employee to receive a remuneration several times higher than his average level in the labor market. But still, it is necessary to foresee peak threshold values ​​and possible levels of achievement in this scheme in order to keep the psychological situation in the team from negativity and physical exhaustion. In this case, the value (importance) of the employee for the company and its direct impact on the main financial indicators can play the main role. That is, wages in excess of the standards should be taken into account.

The use of these forms of payment has its advantages and disadvantages. Based on the specifics of the business under consideration and the set goal of obtaining a control lever for high-quality provision of services, the greatest interest to readers may becombined schemewages. Such a scheme implies the presence of some guaranteed monetary basis, which psychologically provides the employee with a forecast of his minimum income.

As a rule, the highest results are achieved by those companies that successfully use the relationship between the results of the work of each employee with his remuneration, with the overall result of the enterprise, linking it with the specific contribution of an individual employee in their internal company policy.

In practice, this is not easy to do. If you expand the remuneration system within the company, then you need to highlight some key points that you will have to rely on. First of all, it is necessary to decide what meaning is invested in the concept of “the result of the work” of an employee, to assess the importance and level of influence of the contribution of each to the overall treasury of results. After all, the value of each employee for the company is not the same for various reasons - the existing professional qualifications, the degree of responsibility for the work performed, loyalty to the company, etc.

Under the wage systemIt is customary to understand a certain relationship between indicators that characterize the measure (norm) of labor and the measure of its payment within and above the labor norms, which guarantees the employee to receive wages that correspond to the actually achieved results of labor (relative to the norm) and the price of his labor force agreed between the employee and the employer. It is advisable to add to this concept the previously considered value of an employee for the company, which will include a complex of various, individual indicators of an employee.

When developing a remuneration system, first of all, it is necessary to ensure the trust of the company's employees. The fact is that any innovation always causes a certain alertness, and if employees do not fully trust the management, then, as a rule, it seems to them that they are going to be deceived, carefully veiling this deception with cunning and complex wage systems. This is especially true for the introduction of a fundamentally new system of payment, for example, when switching from salaries to a piecework system, or a combined one. Without preliminary and subtle psychological training of personnel, the effect of the introduction of this system can be difficult to predict for those who develop it. And if the staff does not have faith in management, then all subsequent actions for any progressive changes will be useless, because people will believe that all this is aimed at increasing exploitation (and this is true) and infringing on their rights.

The next thing that is important to achieve by implementing a pay-for-performance system is the so-calledtransparency and simplicity. This is necessary so that the result can be controlled by the employee himself, so that it depends on his efforts whether he achieves this result or not, and if he does, then with what efforts and at what level. Figuratively speaking, so that the weather, an earthquake, the decision of a higher management, the attitude of colleagues, if possible, do not affect the results that this employee achieves. This is also not an easy task, and, most likely, we should only talk about minimizing factors beyond the control of the employee.

In order to create an effective payment system, the following main issues should be considered.

One of the complex indicators that can be used to create an effective wage system can belabor participation rate (KTU)- a generalized quantitative assessment of the personal labor contribution of each employee to the final results of the work of a group of employees and the entire enterprise. Since the work of any enterprise is carried out collectively, that is, in the close relationship of all employees with each other, as well as in the relationship of all departments with each other, the labor participation coefficient in this case becomes an indicator of the collective form of payment.

Thus, when using KTU, one can take into account labor productivity, employee qualifications, the quality of current work performed, compliance with labor and production discipline, and a general attitude to the performance of official duties.

In fact, there is nothing new in the KTU indicator. This indicator was used in Russia back in Soviet times and is time-tested, and its rationality can be used at the present time.

It may also be of interest to readers and another indicator that can be used to develop a remuneration system, this is the so-called tariff scale . This indicator is borrowed from the public sector of the economy, where it is currently successfully operating. The tariff scale is a scale that determines the ratio of wages when performing work by employees of various qualifications. But in the standard form, this is already a complex indicator, including the sums of all possible payments to the employee. The type, system of remuneration of wages, salaries, bonuses, other incentive payments of the enterprise are determined independently in collective agreements and local acts. This composite indicator is versatile and flexible. Different enterprises can establish different tariff scales, differing in the number of categories and the degree of increase in tariff coefficients.

The foreign prototype of the tariff scale, which is currently widely used in Russian companies to organize a wage system, is called grading or grading (from the English grade - level). The most common grading technique was developed by Edward Northrup Hay in 1943 (the guide profile table method). It consists of a series of methodological guidelines and three evaluation tables, according to which points are given to positions in the company. The tables contain the following criteria: the knowledge and skills required to perform duties, the range of issues to be resolved, the breadth of authority and the degree of freedom in decision-making, as well as the level of responsibility. The introduction of grading begins with finding out the value of each position in the company. After that, according to this criterion, an assessment of all positions is carried out, on the basis of which a tariff is developed. The tariff set serves as the basis for calculating the monetary remuneration for an employee assessed in points according to this job scale.

Each of the considered structures has its advantages and disadvantages, each of them has a target orientation. For use in its current form, none of them is fully suitable for organizing a system of financial motivation for the personnel of a service company - an enterprise that combines a production unit, first-line units (acceptance, customer reclamation department) and support units (spare parts warehouse, reporting department to manufacturers, etc. .). Therefore, it seems most appropriate to take the most significant and interesting parts of everything discussed above and create from them a wage system that satisfies the specifics of the service system.

Any wage system is a component of the overall enterprise management system, the purpose of which is to make a profit, that is, business. Therefore, the creation and use of effective remuneration should be considered from the standpoint of achieving the specified key performance indicators of the enterprise, for example, increasing its profitability, stability and significance in the market. That is, in order to develop the basis of the financial motivation system, the indicators should be decomposed according to their levels and the degree of influence on the expected result. This will set the indicators to the desired level and give them the required weight.

For example, the first level of practical indicators, the achievement of which is the goal of creating a remuneration system, is the speed of the customer's operations - repairs performed, the number of repairs and their quality (minimization of repeated repairs). In modern conditions, when the value of the client's time has increased disproportionately, the speed of repair comes to the fore. The client does not want to wait, he wants to receive the service immediately. The client is not interested in either the time of movement of the ordered spare parts from the supplier's warehouse or the complexity of the repair. This is an external indicator that is decisive for the survivability of the business. Not having received the service in a reasonable time, the client will go to another service company.

The next important indicators will be the completeness and cost of repairs performed and reported to the manufacturer (when performing warranty repairs), the number of paid repairs and their cost. These are internal financial indicators. These indicators should be variable components, which should be very sensitive and quickly respond to ongoing changes. From the understanding with which each employee approaches the repairs performed as a whole, the overall financial result of the enterprise is formed. It is not enough to repair, it is important to receive full payment for it.

As indicators for evaluating the effectiveness of the remuneration system itself, the customer satisfaction ratio can be used (the ratio of the total number of served customers who received a repair service to the number of dissatisfied customers who refused or did not receive the service). After all, if the purpose of creating a service company as a business is to make a profit, then the purpose of the company is to provide services to customers, without which this business cannot exist. Therefore, the more satisfied the client is, the more efficient the employee remuneration system works, because the number of clients in this case is growing. A company's profits cannot grow if customer satisfaction is declining. And the wages of employees in this case should also be reduced.

Based on the foregoing, let's consider a typical example of a financial motivation system built on these basic principles. Let's consider part of this motivation system using the example of repair engineers.

There are N employees-engineers for whom a system for assigning a labor participation coefficient (KTU) has been developed. KTU can vary from 0 to 1, in increments of 0.1. For example, 0.1, 0.2, 0.3 and so on. The lower the value of KTU, the lower the level of the engineer.
The total amount of the employee's remuneration consists of the following components: the amount of remuneration, which is determined by the KTU (flexible, temporarily fixed part).

The procedure for assigning KTU employees

The definition of KTU should be carried out collegially, that is, by the composition of a commission appointed from competent employees and capable of assessing the professional level of engineers and managers. This increases the objectivity of the results and increases the significance of the event. KTU is assigned either for a period of time until the next certification, or until the exam at the initiative of either party. KTU is a total, complex indicator.

The assignment is made based on the results of professional certification of employees (for example, testing on theoretical knowledge - an exam, on practical knowledge - skills and ability to work with specialized measuring and diagnostic equipment, soldering technologies, etc.). Participation in trainings of manufacturers, discipline and work experience in the company can also be taken into account. Each value of KTU must be described.
For example, KTU = 0.1 - a novice employee, without work experience, a student on probation.

KTU = 0.3 - an employee who has been working for less than a year, who has passed certification (satisfactorily), and is allowed to carry out simple repairs.
KTU \u003d 0.8 - an employee working more than 3rd years old, who has successfully passed the certification (excellent), disciplined, responsible, has mastered complex repairs, soldering BGA components and fulfills the specified norm in terms of the number of repairs.

For convenience, you can group KTU into levels. That is 0.1-0.3 - one group, 0.4-0.6 - another group. Each group can be assigned a group name - for example, a group with CTU equal 0,1-0,3 these are “beginners”, and with KTU from 0.4 to 0.6 - “qualified”, 0,7-1 - "professionals". This ranks specialists and conditionally unites them for further centralized training and development of control actions.

Another indicator that can be taken into account in determining the KTU can be the level of discipline of the employee, his moral qualities.
Separate indicators can be the length of service in the company, the ability to mentor and train, managerial qualities (managerial personnel reserve).

The rules for assigning KTU must be documented, available for study, and understandable to every employee.

Each correct answer on professional certification can be assigned a point, and the total number of points scored can determine one of the indicators taken into account when assigning KTU. For other indicators, a scoring system can also be adopted. The total number of points determines the value of the employee's KTU.

Thus, each employee will be assigned a KTU that determines his value to the company and part of the amount of his remuneration. This component can change in time discretely, either down or up, and depends on the certification in different periods of time.

It is worth noting that KTU needs to be evaluated, that is, brought to financial weight. This can be done by expressing the cost of KTU through the calculation of its base share. Let us take for the base share the minimum value of KTU=0.1. For convenience, the period for calculating the cost of the basic share of KTU should occur monthly, to calculate remuneration based on the results of the past month (period).

Since the flow of incoming products for repairs over the period may be uneven, the cost of the basic share of the CTU will also change and can be determined in various ways.

For example, the value of the base share of KTU, which is included in the calculated values ​​of all KTU employees and equal to 0.1, can be calculated using a special formula. The base share is the result of the value obtained according to the accepted formula and includes all the necessary values ​​- the volume of products included in the repair, the average repair time of products in the service center (TAT), customer satisfaction index, the completeness of reported repairs, repeated repairs, etc.

The presence of these components in the amount of remuneration of each employee, through personal financial interests, stimulates a powerful collective control impact on each employee to the overall result. For example, with average results, the cost of a share of 0.1 KTU can be 30 USD. In accordance with this, an employee with an existing KTU = 0.7 will receive a value of 7 X 30 c.u. for calculation according to KTU. = 210 c.u. That is, its KTU 0.7 - includes 7 shares of 30 c.u.

With high results of the service center (large volume of repaired products, short repair time, high customer satisfaction, etc.), the cost of a share of 0.1 KTU, for example, will be 60 USD. In this case, an employee with KTU = 0.7 will receive for calculating the remuneration the value of KTU already 7 X ​​60 c.u. = 420 c.u. ! That is, the same 7 shares of KTU, but already at 60 USD.

The most difficult thing with such a scheme is to form a formula for calculating the cost of a KTU share based on the available repair volumes, repair time and the accepted customer satisfaction assessment system, and taking into account all the most important indicators. Therefore, in this material, the finished formula is not given. It is always unique, as it directly depends on the characteristics of the service center, its location, the level of authorizations available and the volume of repairs.

The sum of the cost of the repairs performed is the standard piece-rate component and includes the available prices for the repairs made, multiplied by the number of repairs. The greatest value here is the depth of repairs and the speed of repairs, which is determined by the professional level of engineers. As a rule, the rates for payment are formed on the basis of the amount of manufacturers' compensations, the market costs of repair services and are reduced to a certain tariff rate for calculations. They can also be some financial percentage of the payment received from the client or the manufacturer for the work performed.

Penalties can be provided in the motivation system for the purpose of additional control over the quality of work performed. For example, if an unresolved malfunction is detected during the final inspection in a product that has undergone repair procedures, a fine equal to the cost of internal costs for additional diagnostics may be imposed. Penalties should also be recorded and documented. That is, the “rules of the game” should be clear to everyone.

Similarly, indicators of motivation of employees of the first frontier of contact with clients - receivers can be determined. Their motivation can be based on those indicators that affect the increase in the number of paid repairs (not lost customers), the total number of customers served (the number of items accepted for repair), etc.

The considered mechanisms of the financial motivation system have been practically tested in real conditions, they have shown stable results and effective dynamics.

The cost component of the basic share of KTU changes over time, smoothly. Usually, in the summer months, it drops to a minimum. But taking into account the euphoria of the vacation season of employees, it turns out to be not relevant and is perceived by them calmly, with understanding. The cost of the basic share of KTU reaches its maximum value in the most fruitful months of service centers - from late autumn to early spring.

The remuneration component according to the KTU (flexible, temporarily fixed part) plays the role of a certain guaranteed salary, which an employee can count on when starting work in an organization and if it is impossible to predict his piecework component in advance.

Implementation of the developed system is the most important and dangerous moment. Prior to the official implementation, it is necessary to pay close attention to the moral and psychological component - the readiness of employees for change. Testing of the system should initially take place covertly, in order to avoid a negative reaction from employees. The primary hidden testing process will eliminate existing shortcomings or errors, analyze the existing pros and cons. After eliminating possible shortcomings and making a positive decision on implementation, employees should be fully aware of the new system and its principles. It should be possible to evaluate and compare the results of the current scheme and the proposed one. The most expedient is to enable employees to calculate remuneration under two schemes at the same time, and compare the results. At this point, attention should be focused on the positive aspects of the new motivation system until the moment of “combat” implementation.

Only after the training use and understanding by all parties of the process of the new "rules of the game" is the official use of the new motivation scheme acceptable. Compliance with these simple rules will minimize the possible negativity of employees in relation to any changes.

It is worth remembering that the creation of an effective motivation system in a company can increase labor productivity by an average of 30%.

How to make a person work?

According to various sources, the average employee wastes approximately 2 hours of working time. 2 hours out of 8, that is, a quarter of the entire working day! Exaggeration? Not at all. However, this does not mean that all people are loafers and loafers.

The main reason for the loss of working time is, as a rule, not that a person does not want to work, but that he is not motivated to work.

Now it is very fashionable to draw up all sorts of motivational schemes for employees. Their goal is no doubt noble: to strive to achieve concrete results, and not just visits to the office. However, very often motivation itself is approached so formally that the correct idea is completely perverted.

Motivation is not only a motivational scheme. Motivation is always present to one degree or another: without it, a person simply does not work. Another thing is that he can fulfill his duties formally, or he can "sick in the soul." This truth is one of those that everyone knows, but which everyone stubbornly ignores. For example, when a person runs his own business, he often thinks: "I pay money to these employees, but they do nothing, take off from work, although I myself work hard from morning to night!". And he really can work hard from morning till night and at the same time receive not much more, if not less than his own employees. But the fact of the matter is that he has motivation, but the employees he hires do not. Nobody wants to go out of their way for the sake of someone else's business, if he does not see important points in this for himself.

It would seem that everything is simple and obvious. However, in reality this turns out not to be the case. Most employers approach the issue of motivation the wrong way. There are several most significant factors that are most often not taken into account in this matter:

1. The level of motivation among managers and operational workers is different. In the first group, it is almost always higher. Meanwhile, the bosses themselves often believe that they accomplish a feat if they work more than others. You should not assume that if a top manager is in the office every day for 12 - 14 hours, then he is much more hardworking than a clerk who leaves exactly at 18.00. It's like in boxing: you can't compare people in different weight classes.
2. Motivation and "percentage of sales" are not the same thing. There are people who are motivated by the payment for a specific sale (usually they go to sales managers), and there are those for whom such motivation is contraindicated, and this does not mean at all that a person is lazy.
3. Formal and real motivation can be very different. For example, a certain motivational scheme may be adopted in a company, but at the same time people are not psychologically tuned in to its implementation, or something prevents them from doing it. It happens that the system itself is built incorrectly: the wrong indicators are taken, the wrong things are encouraged, etc. So, in a company, the main criterion for paying bonuses and bonuses may be the absence of delays and strict adherence to the work schedule: he must sit for 8 hours, being late for more than 10 minutes is not allowed (otherwise - a fine), lunch - no more than 1 hour (otherwise also a fine). ). Employees in this case will be more likely to be busy counting the time spent in the office, rather than performing specific tasks.
4. Motivation can only work when the capabilities and responsibilities of an employee match. If the manager demands to achieve some indicators, but at the same time he limits the capabilities of the employee ("do only this, and not otherwise, but the result should be"), then the employee actually has no motivation. Moreover, he does not even have the opportunity to influence the result, since he is only the executor of someone else's decision, and the decision may be completely wrong. As a result, it turns out that a person is responsible for what he has no opportunity to influence. This is a path to two things: firing employees and stagnating the company.
5. Of great importance for motivation is the internal atmosphere, corporate principles, the psychological climate in the company. You can say "we are cheerful, cheerful" as much as you like, but if this

Key Performance Indicators for Energy Service of an Industrial Enterprise

A.P. Dzyuba, Executive Director at LLC "Gazenergosbyt", Chelyabinsk

keywords: energy aspect, key performance indicators, energy service of industrial enterprise, automated metering of energy resources

One of the most relevant tasks for the management of any industrial enterprise is the reduction of the share of cost of energy resources in the production cost structure of the final product. This task is especially acute for Russian management who have to manage the production efficiency in light of continuous growth of energy tariffs compared to the competitor-countries, as well as national specifics of the energy business in Russia.

Description:

For the management of any industrial enterprise, one of the most urgent tasks is to reduce the share of energy costs in the cost structure of the final product. This task is especially acute for Russian management, which has to manage production efficiency in the face of constant growth in energy tariffs, high energy consumption compared to competing countries, as well as national characteristics of the Russian energy business.

Key performance indicators for the energy service of an industrial enterprise

A. P. Dzyuba, Executive Director of Gazenergosbyt LLC, Chelyabinsk

For the management of any industrial enterprise, one of the most urgent tasks is to reduce the share of energy costs in the cost structure of the final product. This task is especially acute for Russian management, which has to manage production efficiency in the face of constant growth in energy tariffs, high energy consumption compared to competing countries, as well as national characteristics of the Russian energy business.

The main feature of the management of the energy complex of an industrial enterprise is that possible reserves or overspending of energy costs are not obvious to the top management of enterprises. In addition, the energy management system of Russian industrial enterprises has the foundations laid down by the planned economy of the USSR, where the main task and function of the energy services was to ensure the reliability, continuity and quality of energy supply. The Soviet industry was not engaged in reducing the cost of energy resources, primarily for two reasons: firstly, energy was cheap, and secondly, there was no possibility of influencing the cost of energy due to rigidly fixed tariff rates.

However, at present, the specifics of the country's energy business has undergone profound fundamental changes associated with the emergence of the following mechanisms:

• creation of energy markets and exchanges for trading energy resources, as well as the development of competition among energy suppliers;
• the emergence of energy market mechanisms that make it possible to manage the cost of consumed energy resources through the strategy of one's own behavior;
• development of automation and control tools that allow accounting, control and planning of energy consumption parameters;
• the emergence of energy service companies as a type of business, the development of mechanisms for energy service contracts.

The practice of working with Russian industrial enterprises reveals a colossal underutilized potential for reducing energy costs, which makes investments in the energy sector of enterprises in high demand. For example, the use of individual energy market strategies makes it possible to achieve a reduction of up to 40% in the cost of purchased electricity without reducing the volume of electricity consumption and damaging the production program, which in annual terms can reach several billion rubles. Thus, in the management systems of industrial enterprises, one of the basic elements of the key performance indicators (KPI) of management should be the energy aspect.

Formation of a KPI system for the energy service of the enterprise

A large share of the main tasks facing the energy service of an industrial enterprise are tasks related to the category of economic (Fig., blue color), which appeared in the process of developing the energy business in Russia. A smaller part of the tasks are technological (Fig., yellow), aimed at improving the reliability of power supply.

Traditionally, the main difficulty in the formation of a KPI system is the development of indicators aimed at improving performance.

For the energy services of industrial enterprises, an obvious indicator is the amount of reduction in energy costs while ensuring the reliability of energy supply. However, taking into account the fact that energy consumption costs can be divided into many components: types of energy resources, cost structure (cost associated with volume or price), energy consumption objects, energy consumption period, seasonality, production program, the task of accurately setting KPI is non-trivial and requires individual approach for each enterprise.

KPI indicators and their classification

We offer some KPI indicators for the energy services of industrial enterprises (Table 1), which are based on existing tasks. These indicators have a fairly wide range of coverage of the activities of energy services, so they can be used in any type of industrial enterprises.

Table 1 Some KPI indicators for energy services of industrial enterprises

Indicator/Possible assessment dimension/ Description The amount of reduction in energy consumption (kWh, kW per month, Gcal, m 3, t, l) * Accounting is carried out by determining the amount of energy saved over a given period The amount of funds saved for paying for energy resources (thousand rubles) * Accounting is carried out by determining the cost of savings for paying for energy resources Number of proposed, ongoing and implemented energy cost reduction projects (units)* Accounting is based on the number of projects implemented by the service for a given period Profitability and effect of investments in proposed energy efficiency projects (%, RUB)* Accounting is made on the basis of the economic efficiency of projects proposed by the service The cost of saved operating costs on materials, services, labor resources and equipment obtained as a result of the implementation of measures (thousand rubles) * Accounting is based on determining the amount of saved operating costs of the enterprise as a result of the implementation of measures Planning Accuracy purchase of electrical energy and natural gas (%)* The peculiarities of the pricing of electricity and natural gas provide for the purchase on the basis of plans (electricity - hourly plans, natural gas - monthly). Mistakes in plans increase the cost of purchasing energy resources for enterprises Duration of emergency, scheduled and overhaul of equipment (h)* Accounting is based on the reduction of time spent on repair operations Number of accidents and shutdowns (units)* Accounting is made on the basis of a decrease in the number of accidents, which determines the quality and timeliness of the implementation of preventive measures.

* Possible evaluation dimension

Also, the proposed KPI indicators can be classified according to the types of their accounting (Table 2). The proposed classification allows expanding the scope of KPI indicators, combining them and adapting them to the specifics of various types of industrial enterprises, which generally makes them universal.

table 2 KPI classification by types of accounting

KPI accounting type Description Example By type energy resources Various energy carriers are used in industrial enterprises. Depending on the specifics of the enterprise, their structure can vary significantly. KPI accounting can be performed based on various types of energy resources Electricity, gas, thermal energy, water, steam, solid fuel etc. By methods of determination The consumption of energy resources can be taken into account by various methods, for example, in the context of a given period or in terms of a unit of manufactured product. Depending on the characteristics of the energy consumption of the enterprise, KPI may contain various values. absolute, specific (relative) By type of production (object of consumption) At industrial enterprises, for a more accurate calculation of the cost, all costs are taken into account by type of production: main, auxiliary, non-production needs. KPIs can also take into account this classification Basic needs production, auxiliary production, unproductive essential needs Type production natural object KPIs can be taken into account in terms of indicators of individual production facilities, which allows you to manage the effectiveness of each of them Workshop No. 1, workshop number 2, shop number 3, mill No. 1, mill number 2, etc. To reduce the consumption of materials KPIs can be accounted for by type of material saved, as long as there is no loss in quality and reliability Insulating tape, thermal insulation, pipe, valves etc.

The information provided about KPI indicators and their classification by types of accounting is not exhaustive and can be supplemented or combined depending on the direction of the enterprises and the specifics of the tasks performed within the competence of the energy services.

Evaluation of the efficiency of the energy service

When evaluating the performance of the energy service, it is necessary to take into account the influence of the following factors:

• seasonality;
• production intensity;
• nomenclature and assortment of production;
• production shift;
• technological process mode;
• type of raw material;
• type of production equipment.

Taking into account the above factors will make it possible to eliminate errors in measuring KPI characteristics in dynamics as much as possible and improve the quality of management.

Before developing and implementing a system of KPI indicators for energy services, business leaders should pay attention to ensuring the organization of accurate planning, accounting and control of energy resources.

Automated accounting of energy resources

Most types of energy resources lend themselves to automated accounting online (electricity, heat, gas, water). To organize accounting functions, you can use the automated system for technical accounting of energy consumption (ASTUE), which is available at every industrial enterprise. ASTUE allows remote accounting, transmission and storage of data on energy consumption parameters with a given measurement discreteness. However, to expand the number of control objects, an increase in the number of metering devices will be required, which requires additional costs.

Also, data from the factory ASTUES systems can be automatically integrated with the ERP systems that exist in enterprises, which will improve the quality of the processes of organizing, planning and monitoring KPI indicators, as well as the efficiency of enterprise management as a whole.

Evaluation of the efficiency of energy services and work planning through the KPI tool can reduce energy costs and increase the efficiency and sustainability of the development of the enterprise as a whole. The proposed system of KPI indicators for energy services is characterized by versatility of application in any type of industrial enterprises, the possibility of combining the proposed indicators, as well as high efficiency.

How to motivate the quality work of technical staff. The implementation of the rating of employees servicing Internet equipment increased customer satisfaction by 30%
Outsourcing of communication networks appeared on the telecommunications market about five years ago. Broadband Internet access operators are still skeptical about the idea of ​​connecting subscribers, maintaining and upgrading networks by another, independent company. And this is understandable. Technician - the face of the company, live contact with the subscriber. It forms the image of the provider. The reputation of the operator depends on whether he is polite, whether he does his job quickly and efficiently. Giving this contact into the wrong hands is a risk. How to minimize it? How to control the quality, increase sales, if the whole system is in the wrong hands? What model of work will be effective for both the operator and the outsourcer?

Which partner would you agree to work with? With one that will not only reduce costs, but also offer a clear and convenient quality control system. Let's analyze the problem on specific examples from the work of our company.

Management decision

We sign SLA (ServiceLevelAgreement) with each customer. We set ourselves the goal: to develop and implement a system of motivation and control of technical personnel, which will automatically lead to the fulfillment of SLA. Motivate staff to meet these standards. At the same time, all indicators should be simple, calculable, understandable to both our employees and the operator.

To implement this concept, it was decided within the framework of Gorserv ERP (the company's own information system) to create a module for automatically calculating the NPS index (Net Promoter Score - assessment of the level of subscriber loyalty), which is used by some of our customers. The parameters by which the index is calculated should be included in the technicians' KPI. Based on these indicators, the staff receives a salary. This approach is an opportunity to automatically control employees and motivate them to comply with the standards set by the operator.

Practical implementation

The company currently has three individual and six group KPIs for all technical staff. Service centers are constantly competing to achieve the best group performance. Winners are determined automatically and are stimulated both financially (bonuses) and non-materially (cups, certificates). In addition, the level of income of each technician is determined by individual KPI indicators.

Figure 1. Motivating technical staff through the KPI model

To calculate KPI, we use network monitoring data, repair and service quality indicators, information on whether the number of repairs is decreasing and whether all services (Internet, television, telephone) are available to subscribers. These are traditional quality indicators that telecom operators used before us, but did not make their calculation automatic and did not calculate KPIs based on them.

Based on information about the level of subscriber loyalty (NPS index), at the beginning of the year we launched an additional unique indicator: “Technician Rating”. This is a scale that is formed similarly to the independent rating of drivers in the Yandex.Taxi application. Our specialists are evaluated by subscribers themselves, who leave requests to operators. The rating indicators of employees are calculated automatically, based on feedback from the subscriber (calling).

After the work is done, our dispatcher calls the subscriber and asks questions about the script, which is agreed with the customer. These are simple, logical questions that concern any person who has applied for technical assistance:

• Is the service performed well?
• Did the specialist take extra money besides the check?
• Did he come on time, did he look neat?
• In what terms did he complete the application and was the problem solved?
• Is the subscriber ready to apply next time or recommend us?

All conversations with subscribers are recorded and attached to the application, including the final call of the quality control service. Recordings of conversations are stored during the warranty period agreed with the operator. Technicians do not have access to stored information. Recording a conversation from subscribers is our insurance when analyzing conflict situations and making claims. This is especially true when fulfilling requests for the Computer Assistance service.

The answer to each question has a certain weight in points. For example, the quality of work carries more weight than friendliness. But in the final assessment, both indicators are taken into account, although with different weights. The collected information is entered into the system. In automatic mode, according to a certain algorithm, which takes into account not only the place in the “Technician Rating”, but other KPI indicators (qualification, speed of work, number of completed applications), the bonus level is determined at the end of the month.

Of course, we have not given up on traditional technical supervision either. Every month, 10% of applications are checked for compliance with engineering and technical requirements. If they are revealed, then this also affects the rating indicator of the technician.

If at the time of the survey, subscriber satisfaction does not exceed 85% out of 100%, our quality department considers this a serious flaw in the service. We apologize and offer subscribers a guarantee departure or compensation. At the same time, the system automatically blocks the schedule for the violator: it deprives him of access to the orders assigned to him. An application-claim is created, which is dealt with by the quality department: it identifies the culprit. If the technician is found guilty, he will lose the bonus, and his rating will be reset to zero. If he is not guilty, then the schedule will be opened to him again. Since technicians work by the piece, the closing of the schedule seriously affects earnings.

It is profitable to work a lot and with high quality within the framework of such a system. The higher the position of the technician in the rating of employees, the more this specialist receives applications and earns more. The higher the satisfaction of the subscriber, the more impressive the technician's premium. Each specialist sees his rating in his personal account and can immediately start improving it on future applications. And the provider, on behalf of which our employees come to the subscriber, can at any time check how the agreement on the level of service provision is being fulfilled.

Figure 3. Technician's personal account in the mobile application

results

Already in the first three months of testing the Rating Technician system, we statistically identified leaders and encouraged them at the expense of outsiders who were fined. Some were immediately said goodbye: 15% of the total number of technicians did not meet our standards and did not want to change the approach. They left our company. Due to automatic recalculation, we were able to more effectively redistribute it among specialists without increasing the bonus fund. The average quality score for all techniques increased by 30%.

Evaluating the work of personnel by KPI is an effective means of monitoring and diagnosing services and a powerful tool for motivating employees. This is a qualitative way of solving issues of maintaining a high level of customer requirements. Standardization of network maintenance according to the most stringent SLA within the outsourcing company allows even a small provider who decides to use our network outsourcing services to get a high quality of services that he could not achieve on his own.

Be careful when choosing a partner: it's easy to find how to save money. It's harder to maintain quality. Even harder - to raise it!