Show -/+ Progress with Percentages

[cparks]

I'm trying to come up with a formula to show negative/positive improvements with my employees over the course of a month.

Ive done the simple [new number - old number]/old number * 100, it works fairly well, but when dealing with negatives, it gets messed up.

I've tried mile long "IF" statements and even using the "ABS" function...still no real luck. Also, some of these calculations although are "accurate", they don't seem feasible as far as reasonable/realistic negative or positive percentages.

Ive uploaded a sample of my data. There are three groups. Green is the highest percentage. Yellow is the highest difference.

Thoughts? Any help will be very much appreciated!

 

[Chihiro]

I'm a bit confused with your calculation.

Shouldn't progress be shown as % increase or decrease from previous month?
i.e. =(B3-A3)/ABS(A3)

You currently have
=(B3-A3)/ABS(B3)

Above will produce accurate increase in terms of %.

However, hard to say if this is good KPI to use or not. Since, you didn't specify what each numbers meant.

Also, should larger increase be valued more over someone with very high number for two consecutive month, but with very small increase/decrease be valued more?

 

[cparks]

I'm a bit confused with your calculation.

Shouldn't progress be shown as % increase or decrease from previous month?
i.e. =(B3-A3)/ABS(A3)

You currently have
=(B3-A3)/ABS(B3)

Above will produce accurate increase in terms of %.

However, hard to say if this is good KPI to use or not. Since, you didn't specify what each numbers meant.

Also, should larger increase be valued more over someone with very high number for two consecutive month, but with very small increase/decrease be valued more?

I'm a night stock manager of a grocery store and I keep track of my employees progress for Pieces/Hour, Aisle-Employee Comparison, and Facing.

Pieces Per Hour (1st group): How many boxes/product an employee can stock an aisle after a variable amount of time

Aisle-Employee Comparison (2nd Group): A number calculated after a employee stocks an aisle (Pieces per hour) from that aisle's average pieces per hour (i.e. if an employee stocks at a rate of 60 pieces/hour and the aisle's pieces/hour is 55, then the employee gets a +5. Just the opposite, if the employee got a 50, then they get a -5. It gauges on average and their dependability in any given aisle.

Face (3rd group): How quickly an employee can bring product to the front of the shelf to give a "full" appearance. Given in ft/min.

I prefer the larger increase...to show "most improved".

I redone the calculation as you suggested. For the 2nd group, it still doesnt show the highest increase as the highest percentage.

 

[Chihiro]

No, since increase is calculated based on percentage change from previous value.

So, if previous value is very large number. Even if the change by value is highest, it won't necessarily mean largest % increase.

That's just how math works.

For your purpose, you probably don't want to use % increase as measure from what you've described.

 

[cparks]

No, since increase is calculated based on percentage change from previous value.

So, if previous value is very large number. Even if the change by value is highest, it won't necessarily mean largest % increase.

That's just how math works.

For your purpose, you probably don't want to use % increase as measure from what you've described.

Ok, I didnt know if there was some hidden factor I wasnt thinking about or if it was just how it is.

So what would you suggest? Or would there be another way/better way I can show their improvement?

 

[NARAYANK991]

Hi ,

It all depends on what you intend to do after all this evaluation.

It also depends on whether you want to reward employees solely for improvement or also for efficiency.

You need to define the levels of efficiency for each measure , based on an employee's experience ; a novice / trainee employee cannot have the same efficiency as someone who has spent years on the job.

Secondly , you need to decide whether you want only above-average performers or can you live with the average or even the below-par ones , as long as you think they have the potential to improve. In such a case , you can have more than one benchmark for each measure , one for the trainee / below-average employee , one for the average ones , and one for those with superior skills. These will all be absolute values , not percentage values.

Percentage values are solely to show a comparison between two values , irrespective of their absolute values ; thus , in percentage terms , an improvement from 5 to 7.5 is more than the improvement from 50 to 60 , although the latter might have required more effort and skill and ....

If you have rewards only for improvement , then it is easy for employees to play the system , so that they slide in one month just so that they can show an improvement in the next ! Thus , improvement should be rewarded only if it is accompanied by consistency ; if an employees improves over a period of 3 or even 6 months , then that is a praise-worthy achievement.

If you do decide to reward improvement over just a month , then have a penalty for deterioration too !

Narayan