KPI Practice Notes in One Volume
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Description
Book Introduction
Written by a veteran labor attorney who designed HR strategies for major companies
Korea's first practical KPI utilization guide!
From KPI design and operation methods that can be applied directly to practice
KPI templates by industry and job title, plus the latest HR trends at a glance!
What does your company define as "performance"? Today, performance management is rapidly evolving beyond simple outcome assessment to include a comprehensive examination of the nature and execution of work.
However, many domestic companies face institutional, capacity, and cultural limitations when it comes to immediately applying sophisticated and systematic performance management systems and the latest HR trends, such as OKRs, like those of global innovative companies.
In reality, many companies are experiencing a situation where the strategies and goals established by leaders are not clearly communicated, and employees become exhausted due to evaluations for the sake of evaluation.
Performance management without a clear system and standards like this only slows down the growth of the organization.
In this reality, the first key to successful performance management is KPIs. KPIs are not simply numbers or indicators; they are the starting point for performance management, linking organizational goals to individual employee behavior and providing fair evaluations and meaningful feedback.
If your organization lacks established KPIs or is simply using them as management tools, it's crucial to design them accurately and apply them effectively to your practice to achieve their original goals of improving performance and accumulating organizational capabilities.
"KPI Practical Notes in One Volume" is a book that systematically guides you through the design, operation, and application of KPIs so that you can immediately apply them to the field.
It covers in detail everything from deriving key indicators, setting evaluation criteria, and improving errors in the operational process, and provides practical guidance through examples by industry, position, and job.
This is a must-read for every member of an organization, from employees to executives.
Korea's first practical KPI utilization guide!
From KPI design and operation methods that can be applied directly to practice
KPI templates by industry and job title, plus the latest HR trends at a glance!
What does your company define as "performance"? Today, performance management is rapidly evolving beyond simple outcome assessment to include a comprehensive examination of the nature and execution of work.
However, many domestic companies face institutional, capacity, and cultural limitations when it comes to immediately applying sophisticated and systematic performance management systems and the latest HR trends, such as OKRs, like those of global innovative companies.
In reality, many companies are experiencing a situation where the strategies and goals established by leaders are not clearly communicated, and employees become exhausted due to evaluations for the sake of evaluation.
Performance management without a clear system and standards like this only slows down the growth of the organization.
In this reality, the first key to successful performance management is KPIs. KPIs are not simply numbers or indicators; they are the starting point for performance management, linking organizational goals to individual employee behavior and providing fair evaluations and meaningful feedback.
If your organization lacks established KPIs or is simply using them as management tools, it's crucial to design them accurately and apply them effectively to your practice to achieve their original goals of improving performance and accumulating organizational capabilities.
"KPI Practical Notes in One Volume" is a book that systematically guides you through the design, operation, and application of KPIs so that you can immediately apply them to the field.
It covers in detail everything from deriving key indicators, setting evaluation criteria, and improving errors in the operational process, and provides practical guidance through examples by industry, position, and job.
This is a must-read for every member of an organization, from employees to executives.
index
Getting Started: A KPI Guidebook for Managers and Members
Part 1: Things You Must Know Before Designing KPIs
Chapter 1: Understanding the KPI System
The history of human attempts to express achievements in numbers
Not all metrics are KPIs
Examples of incorrect KPI management
Chapter 2: Misconceptions and Truths About KPIs
Misconception #1: The more KPIs, the better?
Second misconception: KPIs must be derived from a BSC perspective?
Third misconception: KPIs must always be quantified numerically?
The fourth misconception: Once a KPI is designed, it never needs to be touched again?
Fifth misconception: KPIs are indicators that only emphasize results?
Chapter 3 Classification of KPIs by Type
Classification by unit
Classification by stage
How to Design and Operate Part 2 KPIs
Chapter 4: Strategic KPIs and Job KPIs
How to derive strategic KPIs
How to derive job KPIs
Chapter 5: Key Elements of KPI Design
Selection of key indicators
Mountain formula settings
Weighting
Create a KPI management form
Chapter 6: KPI Operation Method
How to operate quantitative indicators
How to operate qualitative indicators
KPIs in Part 3 Case Studies
Chapter 7: Manufacturing Cases
automotive industry
semiconductor industry
Pharmaceutical/Biotechnology Industry
Advanced materials industry
ODM industry
Chapter 8: F&B Industry Cases
F&B manufacturing industry
F&B distribution industry
Chapter 9: IT Industry Cases
IT service industry
IT manufacturing industry
Chapter 10: Financial Industry Cases
banknote
Securities/Investment Finance
Chapter 11: Service Industry Cases
Chapter 12: Public Institution Cases
Chapter 13 KPI Manager KPI by Position
Practitioner KPIs
Chapter 14 KPIs by Job Group
Sales/Marketing
Research and Development
Production/Production Management
IT (development/operations/security)
Finance/Accounting
purchase
Human Resources/General Affairs
Quality Control
CS (Customer Support)
Logistics/SCM
Strategy/Planning
Part 4: The Future of HR and Performance Management
Chapter 15 HR Megatrends
The emergence of OKR
Addition of process-centered evaluation
KPIs as a cornerstone for realizing megatrends
Skill set-based competency management
Chapter 16: Labor Management Points for Introducing the New System
Issue of unfavorable changes to employment rules
Discrimination issues under labor law
Key talent and underperforming employee management issues
Regular wage and average wage issues
Negotiation obligation issues under the Yellow Envelope Act
Labor Risk Assessment Checklist
In conclusion
Part 1: Things You Must Know Before Designing KPIs
Chapter 1: Understanding the KPI System
The history of human attempts to express achievements in numbers
Not all metrics are KPIs
Examples of incorrect KPI management
Chapter 2: Misconceptions and Truths About KPIs
Misconception #1: The more KPIs, the better?
Second misconception: KPIs must be derived from a BSC perspective?
Third misconception: KPIs must always be quantified numerically?
The fourth misconception: Once a KPI is designed, it never needs to be touched again?
Fifth misconception: KPIs are indicators that only emphasize results?
Chapter 3 Classification of KPIs by Type
Classification by unit
Classification by stage
How to Design and Operate Part 2 KPIs
Chapter 4: Strategic KPIs and Job KPIs
How to derive strategic KPIs
How to derive job KPIs
Chapter 5: Key Elements of KPI Design
Selection of key indicators
Mountain formula settings
Weighting
Create a KPI management form
Chapter 6: KPI Operation Method
How to operate quantitative indicators
How to operate qualitative indicators
KPIs in Part 3 Case Studies
Chapter 7: Manufacturing Cases
automotive industry
semiconductor industry
Pharmaceutical/Biotechnology Industry
Advanced materials industry
ODM industry
Chapter 8: F&B Industry Cases
F&B manufacturing industry
F&B distribution industry
Chapter 9: IT Industry Cases
IT service industry
IT manufacturing industry
Chapter 10: Financial Industry Cases
banknote
Securities/Investment Finance
Chapter 11: Service Industry Cases
Chapter 12: Public Institution Cases
Chapter 13 KPI Manager KPI by Position
Practitioner KPIs
Chapter 14 KPIs by Job Group
Sales/Marketing
Research and Development
Production/Production Management
IT (development/operations/security)
Finance/Accounting
purchase
Human Resources/General Affairs
Quality Control
CS (Customer Support)
Logistics/SCM
Strategy/Planning
Part 4: The Future of HR and Performance Management
Chapter 15 HR Megatrends
The emergence of OKR
Addition of process-centered evaluation
KPIs as a cornerstone for realizing megatrends
Skill set-based competency management
Chapter 16: Labor Management Points for Introducing the New System
Issue of unfavorable changes to employment rules
Discrimination issues under labor law
Key talent and underperforming employee management issues
Regular wage and average wage issues
Negotiation obligation issues under the Yellow Envelope Act
Labor Risk Assessment Checklist
In conclusion
Detailed image
Into the book
Deriving key performance indicators (KPIs), establishing formulas and evaluation criteria to quantify them, and improving errors that arise during operational processes will serve as training to build an organization's internal capacity for performance management.
Only when these internal capabilities are well-established can the basic prerequisites for transitioning to a fundamental and flexible performance management system, such as check-ins, feedback, and OKRs, be met.
--- p.7, from “Getting Started”
Accordingly, there are two points that must be noted when understanding the concept of KPI.
First, KPI means only the 'core' indicators, not 'all' indicators.
That is, among numerous activities and indicators, only a small number of indicators that the organization determines to be strategically important are adopted as KPIs.
Second, KPIs are indicators that measure performance, not indicators that evaluate the characteristics of members themselves, such as their attitudes or capabilities.
--- p.19, from “Chapter 1 Understanding the KPI System”
KPIs are not simply performance evaluation indicators. They are performance management standards and work execution tools that support employees' autonomous management of the entire process—planning, executing, reviewing, and improving work.
In other words, KPIs function as comprehensive management indicators that influence not only the ‘results’ but also the entire process.
--- p.41, from “Chapter 2 Misunderstandings and Truths about KPI”
After establishing KPIs, establishing criteria for how to operate and evaluate them is a key element in making the indicator performance management system actually work.
The operating method should be designed to fit the characteristics and evaluation criteria of each, divided into quantitative and qualitative indicators, and the evaluation perspective should also vary depending on the type of work and repetition cycle.
--- p.99, from “Chapter 6 KPI Operation Method”
The ultimate goal of performance management is not to fill numbers.
Rather, KPIs should be a compass that helps employees clearly understand their roles and goals and grow through meaningful work performance.
Based on this manual, we hope that the organization's performance management system will become a foundation for the growth of its members, rather than just a management tool.
Only when these internal capabilities are well-established can the basic prerequisites for transitioning to a fundamental and flexible performance management system, such as check-ins, feedback, and OKRs, be met.
--- p.7, from “Getting Started”
Accordingly, there are two points that must be noted when understanding the concept of KPI.
First, KPI means only the 'core' indicators, not 'all' indicators.
That is, among numerous activities and indicators, only a small number of indicators that the organization determines to be strategically important are adopted as KPIs.
Second, KPIs are indicators that measure performance, not indicators that evaluate the characteristics of members themselves, such as their attitudes or capabilities.
--- p.19, from “Chapter 1 Understanding the KPI System”
KPIs are not simply performance evaluation indicators. They are performance management standards and work execution tools that support employees' autonomous management of the entire process—planning, executing, reviewing, and improving work.
In other words, KPIs function as comprehensive management indicators that influence not only the ‘results’ but also the entire process.
--- p.41, from “Chapter 2 Misunderstandings and Truths about KPI”
After establishing KPIs, establishing criteria for how to operate and evaluate them is a key element in making the indicator performance management system actually work.
The operating method should be designed to fit the characteristics and evaluation criteria of each, divided into quantitative and qualitative indicators, and the evaluation perspective should also vary depending on the type of work and repetition cycle.
--- p.99, from “Chapter 6 KPI Operation Method”
The ultimate goal of performance management is not to fill numbers.
Rather, KPIs should be a compass that helps employees clearly understand their roles and goals and grow through meaningful work performance.
Based on this manual, we hope that the organization's performance management system will become a foundation for the growth of its members, rather than just a management tool.
--- p.251, from “In Conclusion”
Publisher's Review
KPI, the starting point and goal that connects all areas of HR
The essence and practical application of KPIs for all members of an organization
In a rapidly changing business environment, KPIs are a key tool for connecting the direction of an organization with the behavior of its members.
Today's businesses face complex challenges, including intensifying competition, shifting organizational structures, and shifts in employee expectations and work styles.
In these circumstances, simply evaluating work results alone makes it difficult to achieve organizational goals or improve performance. Key performance indicators (KPIs) are a starting point and essential tool for addressing these issues.
It is necessary to 'properly' utilize KPIs as a strategy to consistently link organizational strategy and individual work, establish fair standards for evaluation and feedback, and lead to the shared growth of the organization and its members.
However, in reality, most domestic companies rarely implement and operate performance management systems smoothly. Some companies don't even have KPIs, and even when they do implement them, they often struggle to translate them into actual performance improvements.
As a result, the strategies and goals established by leaders are not accurately communicated to members, and both members and the organization become exhausted from evaluations solely for the sake of evaluation. Without properly designed and implemented KPIs, organizational growth and capacity building will inevitably slow down.
Executives and HR managers on the ground also confess this reality.
“Despite the introduction of KPIs, strategies and goals are not clearly communicated to members, leading to individual actions.”
“In the actual operational phase, members do not understand the KPI indicators and have low acceptance.”
“Leaders either don’t recognize the importance of performance management or lack the time and capacity.”
《KPI Practical Notes in One Volume》 was written to help organizations and their members who are experiencing difficulties in KPI design and operation.
Based on numerous case studies accumulated as a human resources expert who has designed HR strategies for major domestic companies, the author provides examples of KPI utilization methods and formulas for calculating indicators by industry, position, and job, so that anyone can immediately apply them in practice.
It also helps reduce risks in the process of establishing and modifying KPIs by considering recent HR trends and issues. This book provides practical and specific guidance to executives and HR professionals who are establishing or refining a KPI system for the first time, team leaders who have had to manage performance without consistent standards, and practitioners who have been confused by the intuition-based KPI establishment and feedback process.
The complete KPI guide for practical use in one volume!
"KPI Practical Notes in One Volume" systematically guides everyone, from those new to performance management systems to those struggling with field implementation, to effectively utilize KPIs.
Part 1 covers the principles and concepts essential to understanding KPI design. It explains the nature of KPIs and their connection to organizational goals, corrects common misconceptions, and explains the role of KPIs within an organization through a breakdown of units and stages.
This will help readers build a solid foundation for KPI design.
Part 2 focuses on actual KPI design and operation methods.
It presents all the steps necessary for practical application, including deriving strategic and job KPIs, selecting key indicators, setting formulas and weights, creating management forms, and operating quantitative and qualitative indicators.
This is not just a theory, but it is content that can help you acquire KPI operational skills that can be applied immediately in actual work.
Part 3 provides practical guidance based on industry- and job-specific examples.
We help you design and operate KPIs tailored to your organization and work environment through KPI application cases by job level and job category, as well as various fields such as manufacturing, IT, finance, F&B, service, and public institutions.
The final part, Part 4, guides you through how to connect KPIs to organizational growth and talent management strategies. It introduces the latest HR trends, such as OKRs and process-based evaluations, and key labor management points, demonstrating that KPIs go beyond short-term performance management tools and become a core strategy for organizational capacity and employee growth.
A major strength of this book is that it provides a single overview of the principles, design methods, operational know-how, industry-specific cases, the latest HR trends, and labor management points provided by each department.
This is not simply a theory, but a practical manual optimized for the domestic corporate environment, and can be considered a practical guide that can immediately put KPI design and operation into practice.
The essence and practical application of KPIs for all members of an organization
In a rapidly changing business environment, KPIs are a key tool for connecting the direction of an organization with the behavior of its members.
Today's businesses face complex challenges, including intensifying competition, shifting organizational structures, and shifts in employee expectations and work styles.
In these circumstances, simply evaluating work results alone makes it difficult to achieve organizational goals or improve performance. Key performance indicators (KPIs) are a starting point and essential tool for addressing these issues.
It is necessary to 'properly' utilize KPIs as a strategy to consistently link organizational strategy and individual work, establish fair standards for evaluation and feedback, and lead to the shared growth of the organization and its members.
However, in reality, most domestic companies rarely implement and operate performance management systems smoothly. Some companies don't even have KPIs, and even when they do implement them, they often struggle to translate them into actual performance improvements.
As a result, the strategies and goals established by leaders are not accurately communicated to members, and both members and the organization become exhausted from evaluations solely for the sake of evaluation. Without properly designed and implemented KPIs, organizational growth and capacity building will inevitably slow down.
Executives and HR managers on the ground also confess this reality.
“Despite the introduction of KPIs, strategies and goals are not clearly communicated to members, leading to individual actions.”
“In the actual operational phase, members do not understand the KPI indicators and have low acceptance.”
“Leaders either don’t recognize the importance of performance management or lack the time and capacity.”
《KPI Practical Notes in One Volume》 was written to help organizations and their members who are experiencing difficulties in KPI design and operation.
Based on numerous case studies accumulated as a human resources expert who has designed HR strategies for major domestic companies, the author provides examples of KPI utilization methods and formulas for calculating indicators by industry, position, and job, so that anyone can immediately apply them in practice.
It also helps reduce risks in the process of establishing and modifying KPIs by considering recent HR trends and issues. This book provides practical and specific guidance to executives and HR professionals who are establishing or refining a KPI system for the first time, team leaders who have had to manage performance without consistent standards, and practitioners who have been confused by the intuition-based KPI establishment and feedback process.
The complete KPI guide for practical use in one volume!
"KPI Practical Notes in One Volume" systematically guides everyone, from those new to performance management systems to those struggling with field implementation, to effectively utilize KPIs.
Part 1 covers the principles and concepts essential to understanding KPI design. It explains the nature of KPIs and their connection to organizational goals, corrects common misconceptions, and explains the role of KPIs within an organization through a breakdown of units and stages.
This will help readers build a solid foundation for KPI design.
Part 2 focuses on actual KPI design and operation methods.
It presents all the steps necessary for practical application, including deriving strategic and job KPIs, selecting key indicators, setting formulas and weights, creating management forms, and operating quantitative and qualitative indicators.
This is not just a theory, but it is content that can help you acquire KPI operational skills that can be applied immediately in actual work.
Part 3 provides practical guidance based on industry- and job-specific examples.
We help you design and operate KPIs tailored to your organization and work environment through KPI application cases by job level and job category, as well as various fields such as manufacturing, IT, finance, F&B, service, and public institutions.
The final part, Part 4, guides you through how to connect KPIs to organizational growth and talent management strategies. It introduces the latest HR trends, such as OKRs and process-based evaluations, and key labor management points, demonstrating that KPIs go beyond short-term performance management tools and become a core strategy for organizational capacity and employee growth.
A major strength of this book is that it provides a single overview of the principles, design methods, operational know-how, industry-specific cases, the latest HR trends, and labor management points provided by each department.
This is not simply a theory, but a practical manual optimized for the domestic corporate environment, and can be considered a practical guide that can immediately put KPI design and operation into practice.
GOODS SPECIFICS
- Date of issue: September 30, 2025
- Page count, weight, size: 252 pages | 152*225*20mm
- ISBN13: 9791194793236
- ISBN10: 1194793231
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