...hope this helps...
Employee Turnover Improvement %
-For All employees
-For Top performers
Culture Survey Improvement %
Increase in Back-ups "ready now" to fill top 20% of key jobs (succession)
Cost per hire
Revenue or Profits per employee on payroll
Performance of new hires (Avg performance rating after 6 or 12 months)
New hire failure rate (% of new hires in key jobs that were terminated or asked to leave)
Turnover of new hires (% that quit within their first yr or avg tenure compared to a standard),
Source quality (% of hires in key jobs from sources that have the highest on the job performance)
New hire time to productivity (time it takes for new hires to meet the minimum output standard)
Diversity hires (% of hires in key jobs that are diverse).
lamont
10 Ways To Retain Top Talent
www.successinhr.com/b01.htm
From United States, Chicago
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1Employee Turnover Improvement %
-For All employees
-For Top performers
Culture Survey Improvement %
Increase in Back-ups "ready now" to fill top 20% of key jobs (succession)
Cost per hire
Revenue or Profits per employee on payroll
Performance of new hires (Avg performance rating after 6 or 12 months)
New hire failure rate (% of new hires in key jobs that were terminated or asked to leave)
Turnover of new hires (% that quit within their first yr or avg tenure compared to a standard),
Source quality (% of hires in key jobs from sources that have the highest on the job performance)
New hire time to productivity (time it takes for new hires to meet the minimum output standard)
Diversity hires (% of hires in key jobs that are diverse).
lamont
10 Ways To Retain Top Talent
www.successinhr.com/b01.htm
From United States, Chicago
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I would add as a KRA - value added
This could be direct - e.g. how much money (less expenses) has been added to company profits as a direct result of HR activity
Or indirect - how much money (less expenses) has been added by others who were helped and enabled by HR activity (e.g. through training).
Additionally, 'pipeline value add' which is an indication only (but a reasonably accurate one) of possible future added value - a bit like projected sales.
These 2 kinds of KRA really help to get HR thinking strategically.
This is not as difficult as it sounds.
From United Kingdom,
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This could be direct - e.g. how much money (less expenses) has been added to company profits as a direct result of HR activity
Or indirect - how much money (less expenses) has been added by others who were helped and enabled by HR activity (e.g. through training).
Additionally, 'pipeline value add' which is an indication only (but a reasonably accurate one) of possible future added value - a bit like projected sales.
These 2 kinds of KRA really help to get HR thinking strategically.
This is not as difficult as it sounds.
From United Kingdom,
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Hey! That was a good presentation on Linking people strategy and performance! Regards Shyamali
From India, Nasik
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From India, Nasik
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Hi Friends,
I have over 4 years of experience in the administration department, and I am currently pursuing an MBA in HR. I am currently assisting the HR manager, but I am looking to transition my career into a more HR-focused role rather than continuing in administration. I am willing to start fresh as a beginner in HR roles. Can somebody guide me on creating an effective cover letter and career objective to include in my resume?
Nitu, Mumbai
From India, Mumbai
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I have over 4 years of experience in the administration department, and I am currently pursuing an MBA in HR. I am currently assisting the HR manager, but I am looking to transition my career into a more HR-focused role rather than continuing in administration. I am willing to start fresh as a beginner in HR roles. Can somebody guide me on creating an effective cover letter and career objective to include in my resume?
Nitu, Mumbai
From India, Mumbai
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