Measurable KPIs For Executive Admin Assistants

What Are Some Measurable KPIs for Executive Assistants?

Key Performance Indicators (KPIs) refer to a set of quantifiable measurements. They are used to gauge a company’s overall long-term performance by measuring progress through data. KPIs specifically help determine a company’s strategic, financial, and operational achievements. KPIs are implemented for various departments and roles within organizations like sales, customer care, marketing, and human resources.

Obviously, there are some roles within a company for which it is easier to identify KPIs because the data is more objective, like sales. For a sales department, you could track monthly revenue increases and set a goal to increase total revenue by 10% within 90 days. For other roles and departments, however, the metrics are more subjective and thus harder to both identify and track.

More executives are asking administrative assistants to identify KPIs for their role. This may be a new concept for some assistants.

Why are KPIs important?

KPIs are important because they give us a target. If we know the target we need to hit, we can better plan how to get there. For example, one assistant I coached years ago set a KPI of decreasing her executive’s email inbox by 20% over three months. Do you see how specific and measurable this is? Once she identified that KPI, she wrote her action steps on how she would achieve it.

KPIs are also helpful in making sure an employee is on track. As the CEO and owner of Office Dynamics, each person on my team has established KPIs. I review an employee’s KPIs every three months with them. They help guide our discussion and provide focus. It lets both the employee and leader know how things are going and gives the leader an opportunity to provide feedback where necessary. This is much better than waiting an entire year to learn if you hit your goals or not.

What are some examples of KPIs for administrative professionals?

To provide some examples of KPIs for administrative and executive assistants, I am going to use parts of Office Dynamics’ proprietary Administrative Professional Effectiveness Assessment, better known as a competency assessment.

Competencies refer to a set of attitudes, actions, and behaviors by which an assistant’s performance can be measured. We often use our competency assessment for pre- and post-training assessments. I also use our competency assessment when coaching assistants on improving performance. Examples:

Leader Support:

  • Initiate daily touch base meeting whether in person or virtually to confirm the day’s priorities, clarify assignments, and resolve open issues.
  • Ensure leader is organized, on-time, and well prepared for whatever lies ahead.
  • Help increase executive’s productivity by 20% by taking on assignments and projects.

Meeting Preparation and Implementation:

  • Research and filter information or pre-reads for leader.
  • Flawless execution of pre-meeting, meeting proper, and post-meeting stages.
  • Post meeting: holds a debrief with leader to capture action items, follow-up items, and calendar dates.

Appointment Coordination

  • When scheduling appointments, allows adequate time between appointments.
  • Gathers necessary information related to appointment (contact information, venue, and other relevant information.)
  • Looks at calendar from a holistic perspective for better planning.

Office Communication:

  • Writes clear, concise correspondence.
  • Proofreads all material for errors, omission, and consistency.
  • Adept at delivering difficult messages in a tactful manner.

 Teamwork and Collaboration:

  • Networks across the organization.
  • Willing to teach team members processes or how to use technologies.
  • Applies emotional intelligence by facilitating situations for a positive outcome.

Creating KPIs for your role may seem intimidating. In reality, if you focus on the fact that implementing KPIs will actually help you hit your targets more effectively, you’ll find that they are a powerful tool that can help you improve as an assistant. As you start to develop your own KPIs, here are a few things to keep in mind:

  1. Think baby steps. You can identify and implement KPIs slowly and thoughtfully.
  2. Keep your KPIs at a reasonable number. Don’t set unrealistic goals.
  3. Have different KPIs to track progress throughout the year. Create monthly, quarterly, and annual KPIs.
  4. Make sure they can be observed or measured. KPIs can be objective or subjective.
  5. Once you set your KPIs, write the steps you will take to achieve them. This will be your formula for success!
  6. Track your own KPIs. Keep them where you can see them weekly and assess yourself. Are you on track? If not, why not? If yes, great!
Training for Executive and Administrative Assistants

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19 thoughts on “What Are Some Measurable KPIs for Executive Assistants?”

  1. Training for Executive and Administrative Assistants

    KPI’s for assistants will become increasingly important I believe. Apart from showing your value to the company and to your executive, it is also valuable to assistants themselves, as it helps them focus on measurable tasks. This will not only spark their ambition but also show them very clearly how much they have achieved and will make it easy to communicate those achievements, include them into a portfolio, and ultimately, build their confidence.

  2. Training for Executive and Administrative Assistants

    Every year it is difficult to set objectives and KPIs and I end up waiting until about Dec 15 before doing it – not a good practice, I know! My boss takes the year end review and annual goal planning process very seriously for the executives on her team, but tends to rush when I try to discuss my objectives or desire for training and development. I keep persisting, putting the ask or the discussion into little chunks that can be completed in 5 to 10 minutes. It’s not ideal, but it is something. Thoughts or suggestions?

  3. Training for Executive and Administrative Assistants

    This is interesting – I’ve been trying to figure out how to measure my performance for some time now. It seems like my boss is able to keep track of these in his head but how does one get a solid # and keep track of the progress? Is everything manual or are there tools being used? I provide high-level support for leaders as an Executive Assistant at my company so I’m running at the speed of light and happy to just make it through the day with all of the asks I’m trying to learn where I can fit in tracking the KPIs and turning them into solid metrics.

  4. Training for Executive and Administrative Assistants
    Lori Bodesheimer

    I have been confused by KPIs so I appreciated learning that they are meant to provide focus and help you know how you are doing on your goals. And if you look them over weekly, you can easily correct matters if you have gotten off track with any of your goals.

  5. Training for Executive and Administrative Assistants

    I am currently working on my KPI’s. Is it a good idea to take some of the reports I run and base the KPI on the accuracy of the reports?

  6. Training for Executive and Administrative Assistants

    My boss is making me write my own Key Performance Indicators.

    What do you suggest for measurable ones for an Executive Assistant?

  7. Training for Executive and Administrative Assistants

    Marje M,

    Were you able to gather any KPIs? I’ve been asked to do the same and wanted to see what the industry standard was for Executive Assistants.

    Thank you,
    Stephenie

  8. Training for Executive and Administrative Assistants

    You are right, is difficult to measure objectives for Admin. I would add the following:
    -Keep records in order and updated
    -Organize x amount of team integration activities (Just for the Admin with some Human Resources Responsibilities)
    -Provide a refreshment to all the team in the Admin policies and procedures

  9. Training for Executive and Administrative Assistants

    Surveys are a great way to measure performance for events. Questions such as:
    1. How organized was the event?
    2. Did the event contribute to community engagement?
    3. Did you attend the event (not for measurable performance, but to gauge attendance over time and therefore save money by reducing waste/expense; savings is measurable)

  10. Training for Executive and Administrative Assistants
    Elizabeth Ayoub Blatchford

    I agree with Jean. SMART goals are important, especially since they are measurable. KPI’s specifically address the measurable nature of such goals. They can be quantified or time-bound depending upon the function.

    In my company, we also break down our goals into WHAT (actual tangible action) and HOW (less tangible, i.e. living our Ownership Culture).

    For instance, I got a new boss this year, a delegate from Europe. WHAT goal: onboard new boss (new computer, office setup, systems access, etc). HOW goal: ease the new boss’ transition to new culture, new team, bridge the gap and remove the barriers between the physical arrival and a successful launch to help her become efficient in as short a time as possible.

    As you can see, the HOW goal is measurable – does she have a new PC – yes, is her office set up?- yes, does she have systems access – yes, yes, yes, etc. The HOW goal is not so measurable. It’s more the “spirit” of the experience. Did she feel cared for and feel like she got her feet on the ground right away? As it turned out, she did, but there is no metric to quantify it.

    The WHAT/HOW pairing reflects the company recognition that culture and collaboration are also significant contributors to success, and as such should be included.

    I usually have one financial goal: Keep to supply budget. Measurable was the following: 0% saved = Achieved, 1-10% saved was Partially Exceeded, >10% saved was Exceeded (our highest rating).

  11. Training for Executive and Administrative Assistants

    This is honestly my biggest struggle every year. There are no set metrics for the work we do, so it’s up to us to lay the framework. Here are some of mine, I hope they are helpful:

    *Stewardship of financial resources: meeting departmental budget goals, or being within a certain percent of the budget (e.g. ordering supplies, catering, book flights at least 1 month in advance to take advantage of lowest prices)

    *Professional Education/Development: 8 hours of webinars/training and 1 professional conference. It’s imperative you include this if you want to attend training!

    *Strategic Relationships: Building collaborative relationships with other admins in your company, with vendors, and with other leadership. This may be hard to measure, but you can commit to meet with leadership in your department, or monthly lunches with the admins. The key here is engaging with others. It also help you step out of your silo.

    *and the old standby… Maintaining department calendars: efficiently managing XYZ’s calendar – focus on promptness of setting up meetings (e.g. within 24 hrs), proactively managing conflicts, acting as the administrative lead in scheduling key department and leadership meetings (e.g. team meetings, leadership offsite meetings, orientation, board meetings, etc). You can even set up expectations for each meeting by ensuring you have agenda, documentation, slides a certain number of days before the meeting and committing to post minutes and keeping track of action items.

  12. Training for Executive and Administrative Assistants

    A great question in which I too welcome input. I had a boss that required her entire team to have a team goal, a project, and a financial goal, and I’m the only non-executive on her team. I had no problem with the project and team goal, but used the following for financial [it felt lame]:
    Goal: Manage costs in expenses related to meetings (travel, venue, food), purchasing (supplies), and FTE’s.
    *Partner with vendors, supply management, and internal staff to acquire the best price advantage for air, lodging, food, meeting, and office supplies.
    *Continue to ensure utilization of discounts and our tax-exempt status [I had a summary of $ saved by consistently ensuring tax-exempt was applied]
    *Limit meeting and office supply purchasing to basic necessity (i.e., recognition supplies)
    *Network internally to acquire surplus meeting & office supplies for free [this worked, and there were savings; also, had a network across the nation so no matter where my boss was I saved money]
    *Continue to acquire no overtime through FY
    *Accept and seek additional responsibilities where it can help with efficiency and expense [assisted those in my bosses vertical who didn’t have assistants – it was a win win because it helped them get deliverables to my boss in a fashion she desired].

  13. Training for Executive and Administrative Assistants

    A SMART goal is a carefully planned, clear and trackable objective. It stands for Specific, Measurable, Achievable, Relevant and Time-based. You can Google for examples, but an easy one is watch an Executive Assistant training webinar 1x/mo. or more if you can. It’s specific, relevant and time-based and trackable but your attendance certificate.

    Do you have any reports/projects that are due by a certain date or there will be monetary penalties, i.e. late tax payments, registration fees?

    Ask your Manager if there may be projects down the road that you may be able to get involved in and include those.

  14. Training for Executive and Administrative Assistants

    You can measure errors in Outlook calendaring. Savings in $$ on office supplies. Accuracy on documents. Improved turn-around times on projects month over month. It’s true though — our work is very difficult to measure. I’ll be anxious to see what other’s say. Good luck!

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