Establishing operating units in performance targets


Operating units should establish a performance target for each performance indicator it selects for its strategic objectives and intermediate results. Whereas the indicator defines how performance will be measured along a scale or dimension, the target identifies the specific, planned level of result to be achieved within an explicit timeframe.

Final and Interim Targets: A final target is the planned value of a performance indicator at the end of the planning period. For strategic objectives, final targets are often set at five to eight years away. Final targets for intermediate results are usually three to five years away. In addition, some interim targets should be set for years in between the baseline and final target year (e.g. for years in which change is expected and data collection is possible).

Quantitative and Qualitative Targets: Targets may be either quantitative or qualitative, depending on the nature of their indicators. While targets for quantitative indicators will be numerical, targets for qualitative indicators will be descriptive. In most cases, performance targets are quantitative -- they identify how much of a change is expected from year to year. For some indicators, performance targets will depict an increase of some sort. Declines or decreases can also represent improvement, however, as is the case for certain health indicators, such as reducing the number of deaths from a particular childhood disease.

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Performance targets are a powerful management tool that can help you deliver the kind of strategic changes that many growing businesses need to make. The top-level objectives of your strategic plan can be implemented through departmental goals, and setting targets based on KPIs is an ideal way of doing this.

For example, a company seeking to expand on the basis of its product design capabilities might target year-on-year increases in the number of patents it secures, of new products it launches, or of its licensing income. The specifics will depend on which KPIs best capture the dynamics in the market. ""&HYPERLINK ""type=RESOURCES

Company's Background:

Setting SMART targets

It's a familiar acronym, but a very useful one - your targets should be SMART - specific, measurable, achievable, realistic and time-bound:

Using KPIs ensures your targets will meet the first two criteria, as all KPIs should, by definition, be specific and measurable. For more information about KPIs, see the page in this guide on choosing and using key performance indicators.

Achievable - you need to set ambitious targets that will motivate and inspire your employees, but if you set the bar too high you risk deflating and discouraging them instead. Look back at your performance data for recent years to get a sense of what kind of performance boosts you have seen before - this will give you a sense of what is feasible.

Realistic - setting realistic targets means being fair on the people who will have to reach them. Make sure you only ask for performance improvements in areas that your staff can actually influence.

Time-bound - people's progress towards a goal will be more rapid if they have a clear sense of the deadlines against which their progress will be assessed. ""&HYPERLINK ""type=RESOURCES

In order to achieve these learning objectives, the author has drawn upon from his practical work experience together with the primary and secondary research through various resources. This article would primarily be divided into two segments within the domain of learning objectives as defined above. The division would be between Performance Management and Performance Measurement. Performance management creates the context for - and the measures of - performance. Performance is defined as the potential for future successful implementation of actions in order to reach the objectives and targets. The article takes the view that performance is constructed by the management system and by managers from his own experience of working at Reliance Fresh local store and taking a more macro view of the organisation. Performance management precedes performance measurement and gives it meaning. (Lebas, 1995)

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Reliance Retail Limited is a chnnel of farmers, suppliers, partners, small shopkeepers and consumers to ensure growth and prosperity with the vision, Reliance Retail (RRL) Limited, a subsidiary of Reliance Industries creating an organized retail group Reliance lead climbing.

Since its inception in 2006, Reliance Retail Limited (RRL) is an organization that millions of customers, thousands of farmers and producers grew up in the meets. Backward integration strategy based on his original design, all consumers RRL beginning to the end of the chain from farmer to the construction progressed rapidly.

Last year, Reliance Retail Limited (RRL), a rich Indian consumer purchases and to provide quality products at an attractive value continues to fulfill its obligations. For 3 years in operation, RRL currently more than 85 cities in 14 states increased their presence in India. RRL forged ahead in its plans to expand and hire from stores across the country. RRL footprint now extends to a network of more than 1.000 shops.(

RRL many "value" and "attribute" format continues. Formats "value" that RRL operates are: "Reliance Fresh", the neighborhood concept, Reliance Mart ", a supermarket and all under one roof concept, Reliance Super, Mini-Mart concept. Format Value, and a wide range of products for daily household needs to provide the classification. "Special": "Reliance Digital, consumer durables and information technology concepts," Reliance Trends, apparel and accessories concept, Reliance Wellness, Wellness health and beauty concept ", iStore trusted Digital", a specific concept of products Apple, "Reliance trail "shoes the concept of" Reliance Jewels, jewelry concept, Reliance Timeout, books, music and entertainment concept, Reliance AutoZone, automotive products and services, concepts and Reliance Life, Home ware, furniture, modular kitchens, accessories concept. (

RRL stores quickly as Marks & Spencer and the pearl of Europe through strategic partnerships with international companies working extended. RRL from Asics Corporation of Japan for a special delivery system brands Asics shoes came onto the market. RRL recently under its franchise agreement with Hamleys opened its flagship store in the coming year and plans to expand its network of stores. RRL also through a joint venture with Office Depot has expanded its presence in the business to business stationery.

Through the "Support of One" is, RRL loyalty program members, RRL 5.5 million customers were protected. The next year, RRL will continue its mission to please customers per trip. RRL in all its forms and stores will offer customers unprecedented value. (

Reliance Retailing Limited is a subsidiary company of Reliance Industries Limited in India. Its main objective is to get support from Parents Company and give return to the same parents company, lets see how does it help to Reliance Industries Limited.

Below is the table which shows the subsidiary company of Reliance Retail Limited.

Figure 1 - List of companies


Organisation's strategic objectives

Reliance is the largest group managing lots of subsidiary company. Here are the values, mission, vision statements of Reliance Industries Limited, on the base of that strategy all subsidiary companies are working and delivering service to customer.

Vision Statements of Reliance

Through Sustainability measures, Industry's vision is to create value for the country, enhance quality of life across the entire socio-economic spectrum and help spearhead India as a global leader in the domains where we operate.

Mission Statements of Reliance

Create value for all stakeholders

Grow through innovation

Lead in good governance practices

Use sustainability to drive product development and

enhance operational efficiencies

Ensure energy security of the nation

Foster rural prosperity

Value of Reliance

Reliance's growth and success are based on the ten core values of Care, Citizenship, Fairness, Honesty, Integrity, Purposefulness, Respect, Responsibility, safety and Trust.


Tools and techniques available to set team performance targets

There are certain tools and techniques which are used by Reliance Retail Limited to create and enhance Team performance. Some of them are as under: