Hi Everyone..!!
My VP has asked me to prepare HR Yearly Reports before the closing of December 2008.
Can anyone guide me as to what all should i include or are there any formats where in i can refer or look into. Please Help Me Out...!!!
Thank You,
Arsha
From India, Madras
1My VP has asked me to prepare HR Yearly Reports before the closing of December 2008.
Can anyone guide me as to what all should i include or are there any formats where in i can refer or look into. Please Help Me Out...!!!
Thank You,
Arsha
From India, Madras
ARSHA MERCY,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=============================================
Your HR report must reflect your organization's current
HR activities/achievements/ results against plans/ target.
WHAT I PROPOSE TO GIVE A WIDE GUIDELINES,
COVERING ALMOST ALL ELEMENTS OF HR.
YOU CAN PICK THE ONES THAT RELEVENT TO
YOUR CURRENT YEAR.
AND ALSO WHAT YOU PLAN TO DO IN FUTURE.
================================================
NORMALLY THE REPORT OF THIS NATURE HAS
TWO ELEMENTS
MONTH [ ACTUAL vs BUDGET ]
2. YEAR TO DATE [ ACTUAL vs BUDGET ]
================================================== ======
MONTH AND YEAR TO DATE [YTD ] PERFORMANCE HIGHLIGHTS.
EXECUTIVE SUMMARY
HR budget / actual
-highlights
-actions taken/ justification.
-outcomes.
-old policies reviewed
-new HR policies developed
[example retirement/retention/workplace discipline/organization wellness etc]
[ YOU CAN COVER ANY OTHER ''EXCEPTIONAL '' ITEMS.]
================================================== =======
THE TYPES OF HR PERFORMANCE MEASURES.
1. HR BUDGET ELEMENTS
The elements in YOUR HR department annual budget would vary with
-company policy
-budget process
-company accounting system
-nature of the business operation
etc
HERE is a broad set of guidelines what the budget could contain
ACTUAL vs BUDGET
-recruitment/ selection [ internal/ outsourcing ] monthly/ annual.
-contractors [external ]monthly/ annual.
-salary/ wages---monthly/ annual.
-training/ development [ includes induction/ orientation]monthly/ annual.
-staff benefits----monthly/ annual.
-staff amenities---monthly/ annual.
-workplace facilities---monthly/ annual.
-workplace safety [ OHS]
-salary contingency---monthly/ annual.
-workers compensation---monthly/ annual.
-staff communication [ includes newsletter/ intranet ]---monthly/ annual.
-labor relations [ legal/ investigations]---monthly/ annual.
-HR administration expenses---monthly/ annual.
-HR travels expenses---monthly/ annual.
etc etc.
================================================== ========
2. Employee behaviour criteria
Employee behaviour criteria include:
*employee retention and turnover rates;
* absenteeism rate;
* ratio of suggestions received to number of employees;
* number of usable proposals from quality circles or improvement groups;
*cost savings arising from suggestions and/or quality circle recommendations; *frequency/ severity rate of accidents;
* ratio of grievances to number of employees;
*time lost through disputes;
*number of references to industrial tribunals on unfair dismissal, equal opporrunity~ equal pay, harassment, racial discrimination issues etc and the outcome of
such references.
=======================================
3. Service-level criteria
Service level criteria include:
*average time to fill vacancies;
*time to respond to applicants;
*ratio of acceptance to offers made;
*cost of advertisements per reply/ engagement;
* training hours/days per employee;
*time to respond to and settle grievances;
* cost of induction training per employee;
*cost of benefits per employee;
===================================
4. HR IMPACT ON BUSINESS
*measurable improvements in productivity as a direct result of training;
*measurable improvements in individual and organizational performance as direct result of the operation of performance-related pay and performan management schemes;
*ratio of HR department costs to profit, sales turnover or added value;
* personnel costs in relation to budget;
*ratio of HR staff to employees.
======================================
5. Achievement of specified goals
This approach involves measuring achievements against agreed objectives - it could be the final outcome or a measure of progress towards a goal as indicated by the extent to which specified 'milestones' have been reached.
The specified objectives could be expressed in terms such as:
*all employees to have received training on the implementation of equal opportunities policies by 1 June;
* an agreement with the various trade unions to setting up single table bargaining to be reached by the end of the year;
* the competence analysis programme to be completed within 12 months;
* salary surveys to be conducted and a report on the implications on salary scales to be submitted by 1 September;
*the new performance management system to be fully operational within the next six months.
=================================================
6. HR SERVICE EFFECTIVENESS
HR function, service level standards could be drawn up for such activities as:
*response to requests for help or guidance in specific areas, eg recruitment, training,
handling discipline cases and grievances and health and safety;
*time taken to prepare job descriptions, fill vacancies or conduct a job evaluation
*the amount of time lost through absenteeism or work-related sickness or accidents;
*the proportion of discipline and grievance issues settled at the time of the first involvement
of HR;
ETC
==================================================
FROM THE ABOVE, I HAVE DEVELOPED
A RANGE OF HR METRICS , WHICH CAN BE USED.
GENERAL
PER EMPLOYEES [DAYS]
RECRUITMENT TIME [DAYS]
TURNOVER [ % ]
SATISFACTION [ LEVELS ]
EMPLOYEE TENURE [ YEARS]
TRAINING [ % OF NEW EMPLOYEES]
7. TRAINING WORKSHOP [ % ] CONDUCTED/PLANNED
8. TRAINING AT EXTERNAL COURSES [ %] ACTUAL / PLANNED
APPRAISALS [ NOS.] AGAINST TOTAL EMPLOYEES.
================================================== ===
HERE ARE SOME HR OPERATIONAL METRICS
1
HR UTILIZATION
%
TOTAL PAYROLL $ / TOTAL SALES $
2.
HR PRODUCTIVITY
%
TOTAL EMPLOYMENT COST $/TOTAL
PRODUCTION VOLUME IN $ X 100
3.
HR BUDGET
%
ACTUAL $ / BUDGET $ X 100
4'.
ACCIDENT COSTS
%
CURRENT ACTUAL $ / LAST YEAR $ X 100
5'.
ACCIDENT SAFETY
%
CURRENT ACTUAL $ / LAST YEAR $ X 100
RATINGS
6'.
EMPLOYEE
%
EMPLOYEE BENEFITS $ / TOTAL PAYROLL $ X100
BENEFITS
EMPLOYEE BENEFITS $ /TOTAL SALES $ X 100
7'.
HR BUDGET
%
ACTUAL HR EXPENSES $ / TOTAL SALES $ X 100
sales effectiveness
8'.
HR EXPENSES
$
TOTAL HR EXPENSES $ / TOTAL NO. OF EMPLOYEES
per head
9'.
HR EXPENSES
%
HR EXPENSES $ / TOTAL EXPENSES $ X 100
cost effectivenss
10'.
NO.OF COURSES
%
ACTUAL CONDUCTED / PLANNED X 100
CONDUCTED
11.
NO. OF SAFETY
%
ACTUAL CONDUCTED / PLANNED X 100
training programs
12.
TRAINING DAYS
%
ACTUAL TRAINING DAYS / PLANNED X 100
EFFECTIVENESS
13.
EMPLOYEES
%
ACTUAL TAKING PART / PLANNED X 100
involvement in train
14.
SICK DAYS
nos.
TOTAL SICKDAYS TAKEN/ TOTAL EMPLOYEES
managemeent effectiveness
15.
STAFF orientation
%
NO. OF NEW STAFF LEAVING IN THREE MONTHS/
EFFECTIVENESS
TOTAL NO. OF NEW STAFF ORIENTED
X 100
16.
TIME TO FILL AN
NO.DAYS
TOTAL NO OF DAYS / TOTAL NO positions filled
OPEN POSITION
17.
TURNOVER BY
%
TURNOVER / TOTAL RECRUITMENTS X100
RECRUITING source
BY EACH SOURCE
18.
TURNOVER BY
%
TURNOVER / TOTAL EMPLOYEES BY EACH
EACH JOB
CATEGORY
CATEGORY
X 100
19.
WORKERS
%
ACTUAL $ / PLANNED BUDGET $ X 100
çompensation costs
20.
HR STAFFING
NO.
TOTAL HR STAFF / TOTAL EMPLOYEES
EFFICIENCY
1
HR UTILIZATION
%
TOTAL PAYROLL $ / TOTAL SALES $
2.
HR PRODUCTIVITY
%
TOTAL EMPLOYMENT COST $/TOTAL
PRODUCTION VOLUME IN $ X 100
3.
HR BUDGET
%
ACTUAL $ / BUDGET $ X 100
4'.
ACCIDENT COSTS
%
CURRENT ACTUAL $ / LAST YEAR $ X 100
5'.
ACCIDENT SAFETY
%
CURRENT ACTUAL $ / LAST YEAR $ X 100
RATINGS
6'.
EMPLOYEE
%
EMPLOYEE BENEFITS $ / TOTAL PAYROLL $ X100
BENEFITS
EMPLOYEE BENEFITS $ /TOTAL SALES $ X 100
7'.
HR BUDGET
%
ACTUAL HR EXPENSES $ / TOTAL SALES $ X 100
sales effectiveness
8'.
HR EXPENSES
$
TOTAL HR EXPENSES $ / TOTAL NO. OF EMPLOYEES
per head
9'.
HR EXPENSES
%
HR EXPENSES $ / TOTAL EXPENSES $ X 100
cost effectivenss
10'.
NO.OF COURSES
%
ACTUAL CONDUCTED / PLANNED X 100
CONDUCTED
11.
NO. OF SAFETY
%
ACTUAL CONDUCTED / PLANNED X 100
training programs
12.
TRAINING DAYS
%
ACTUAL TRAINING DAYS / PLANNED X 100
EFFECTIVENESS
13.
EMPLOYEES
%
ACTUAL TAKING PART / PLANNED X 100
involvement in train
14.
SICK DAYS
nos.
TOTAL SICKDAYS TAKEN/ TOTAL EMPLOYEES
managemeent effectiveness
15.
STAFF orientation
%
NO. OF NEW STAFF LEAVING IN THREE MONTHS/
EFFECTIVENESS
TOTAL NO. OF NEW STAFF ORIENTED
X 100
16.
TIME TO FILL AN
NO.DAYS
TOTAL NO OF DAYS / TOTAL NO positions filled
OPEN POSITION
17.
TURNOVER BY
%
TURNOVER / TOTAL RECRUITMENTS X100
RECRUITING source
BY EACH SOURCE
18.
TURNOVER BY
%
TURNOVER / TOTAL EMPLOYEES BY EACH
EACH JOB
CATEGORY
CATEGORY
X 100
19.
WORKERS
%
ACTUAL $ / PLANNED BUDGET $ X 100
çompensation costs
20.
HR STAFFING
NO.
TOTAL HR STAFF / TOTAL EMPLOYEES
EFFICIENCY
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The formula for percentage of employees absent is the number of employees absent during the time period divided by the total number of employees on payroll during the period.
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No. of lost workdays due to absence divided by the average number of workdays during period multiplied by 100.
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The formula for average absence rate per employee is the number of absences divided by the total number of employees
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INTERNAL COST [ HR DEPT SALARY/ TRAVEL ETC] + EXTERNAL COST [ ADVERTISEMENTS ETC]
DIVIDED BY NO. OF RECRUITS.
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TOTAL REVENUE minus TOTAL OPERATING EXP minus COMPENS/BENEFITS EXPENSES
divided by COMPENS/BENEFITS EXPENSES.
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FULL TIME HR STAFF is divided by FULL TIME ALL STAFF.
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COMPENSATION/ BENEFITS is divided by TOTAL REVENUE X 100
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TOTAL REVENUE minus OPERATING EXPENSES is divided by TOTAL NO. OF FULL TIME STAFF.
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TOTAL REVENUE is divided by TOTAL NO. OF FULL TIME STAFF
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TOTAL TRAINING COST [ training + travel] is divided by TOTAL TRAINEES
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TOTAL NO. OF EMPLOYEE SEPARATION is divided by AVERAGE TOTAL EMPLOYEES X 100
================================================== ===========
From India, Mumbai
Hi Leo,
It is really nice to see your info.. I really admire your expertise on HR. I am umesh consultant from India. I need some info on HR Audit and HR Monthly report. Can u pl share yr mail id and info about you so atht I can mail u the detail.
Regards,
Umesh Belludi
Founder CEO & Managing Director
BrainTreeHR Consulting Private Limited
#19,5th floor, "Shivashankar Plaza"
Richmond Circle,Above Tata Motors(Arvind),
Bangaluru - 560 027. Karnataka, India.
Phone: 080-4074 6401(Dir) +91-80-40746400-25(Lines)
Mobile: 0-98453 96908
URL : BrainTree HR Consulting
Champions aren't made in are made from something they have deep inside them - a desire, a dream, a VISION.
They have the skill & the will, But the will must be Stronger than the Skill"
From India, Bangalore
It is really nice to see your info.. I really admire your expertise on HR. I am umesh consultant from India. I need some info on HR Audit and HR Monthly report. Can u pl share yr mail id and info about you so atht I can mail u the detail.
Regards,
Umesh Belludi
Founder CEO & Managing Director
BrainTreeHR Consulting Private Limited
#19,5th floor, "Shivashankar Plaza"
Richmond Circle,Above Tata Motors(Arvind),
Bangaluru - 560 027. Karnataka, India.
Phone: 080-4074 6401(Dir) +91-80-40746400-25(Lines)
Mobile: 0-98453 96908
URL : BrainTree HR Consulting
Champions aren't made in are made from something they have deep inside them - a desire, a dream, a VISION.
They have the skill & the will, But the will must be Stronger than the Skill"
From India, Bangalore
Dear One, Please provide me the Employee Sickness ratio in India for this year. Vaishaali — — — — — — —
From Netherlands
From Netherlands
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