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Agenda
Welcome & Introduction The HR Measurement Journey Five Metrics that Matter Average Headcount Age Staffing Breakdown Average Workforce Tenure Termination Rate Employee Engagement Index Reference Information and Learning Opportunities Questions
Todays Presenters
Paige Menge The Infohrm Group Brian Kelly The Infohrm Group
Our Expertise
Business Reporting Services Workforce Reporting Services g Workforce Planning Business & Employee Surveying Human Capital Management ROI B i Business & Workforce A l ti l S i W kf Analytical Services Metrics & Benchmarking Strategic HR Consulting
Flexible Solutions
Programs Tools Consulting Professional Development
Percentage of Survey Respondents Citing Each Item as One of the Top Three Goals of HR Measurement Efforts
60%
35%
8%
0%
Control HR Cost
Support Identify Respond to Organizational Opportunities Measurement Strategic For HR Impact Pressure Planning from Senior Management
Percentage of Survey Respondents Citing Each Item as One of the Top Three Challenges of HR Measurement Efforts
55% 50%
35%
0%
Quantifiably Linking HR and Business Goals Identifying ValueAdded HR Metrics Lack of Technology Integrating HR and Corporate Measurement Subjectivity of HR Metrics Obtaining Raw Data HR Staff Skills Gap Accountability for Metrics Access to Metrics Tying Incentives to HR Metrics
Phase 4 Phase 3
Business Partner Integrate HC data into planning processes Identify problematic HR trends Business Driver Build a data-driven HR function Manage core HR processes with data Quantify impact of HR interventions e e o s Analytically determine HC drivers of business success Focus organization on right HR measures Build data-driven business case for HR interventions High
Low Low
Time / Sophistication
Source: CLC and InfoHRM Research
10
Common Concerns The Gold Standard: 60% or greater penetration: Termination Rate Staffing Rate (by gender, ethnic background, ) The Silver Standard: 40% to 59% penetration: Employees at Risk Factor Employee Engagement Managerial Bench Strength The Bronze Standard: 30% to 39% penetration: Revenue per FTE Net Workforce Growth P fit per FTE Profit C t of Turnover Cost f T Performance-Based Pay Differential Training Investment per FTE Management Performance ROI of Training Successor Pool Coverage New Hire Failures Long t il suggests diff L tail t differentiation of company strategies. ti ti f t t i
2 6
16
KPI's Selected
207
11
20 Workforce Metrics
8 Organizational Units
10 Demographic Dimensions
1. 1 Formula and Importance of Measure 2. Case Study 3. Limitations of Measure 4. Related Measures
Average Headcount
Formula: Why it s its important:
Rolling daily headcount average
1.
Serves as the denominator for many workforce measures, including: Termination Rate Promotion/Demotion/Transfer Rate External/Internal Hire Rate Training Expense per Employee End of period/Start of period headcount can be misleading due to seasonal termination patterns
2.
Company size
Does not detail demographics, skill levels, or experience of the g p p workforce Does not reflect churn within the workforce Does not indicate internal movement patterns p
Age Staffing Breakdown End of Period Headcount External Hire Rate Organization Tenure Staffing Breakdown Promotion Rate Staffing Rate High Potential Termination Rate Transfer Rate
1.
Generational differences Employee motivations Employee attitudes about work Employee benefits Capability within company to execute on strategy Training and development Career paths
2.
Experience
3. 3
Age Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 Grade 13 Grade 14 Total
21
21-25 8 14 1
26-30 5 7 15 9 1 1
30-35 2 4 4 8 6 1 1
36-40 2 4 2 2 2
41-45 4 5 4 1 1 1
46-50 6 2 2 1
51-55 5 6 3 2
56+ 1 1 3
Total 27 47 29 27 10 5
2 1 3 2 12 16 12
4 4 2 155
23
38
26
12
16
Age Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 Grade 13 Grade 14 Total
21
21-25 8 14 1
26-30 5 7 15 9 1 1
30-35 2 4 4 8 6 1 1
36-40 2 4 2 2 2
41-45 4 5 4 1 1 1
46-50 6 2 2 1
51-55 5 6 3 2
56+ 1 1 3
Total 27 47 29 27 10 5
2 1 3 2 12 16 12
4 4 2 155
23
38
26
12
16
Does not account for age p g profile of those entering and leaving the g g organization Does not provide information on cost of retirements (pensions, defined (pensions benefit vs. defined contributions, etc) Does not indicate the skill set, knowledge base, or tenure of employees
Average Workforce Age Benefits Satisfaction Index Educational Attainment Breakdown Employee Engagement Index External Hire Rate Organization Tenure Staffing Breakdown Successor Pool Coverage Termination Rate Training Course Content Breakdown
Termination Rate
Formula: Why it s its important:
Terminations / Average Headcount * 100 1. Monitors adequacy of employment offer 2. Indicates effectiveness of staffing function 3. Represents costs to the company g p Cost of hiring replacement Lost productivity during vacancy and training g g Training and onboarding costs Lower morale and increased workload
months of tenure
**For each graph the differential in percentage points from low engagement to For graph, high engagement is 6% Finding #3: When combined with manager stability, average workforce tenure, and satisfaction with pay, employee engagement accounts for a 4% variance pay in financial profitability
Interpretive text describes what is measured, the importance of the measure, and the impact of high or low results.
Captures the lessons learned from CLC Metrics members experience ith e perience with this metric.
Provides a listing of variations and interrelated measures for those on the hunt for the most appropriate metric or set of metrics f a given set of for f circumstances.