Hello All ,
Everyday we discuss about so many topics on HR and we share so many informations .....But today let us all discuss and understand an interesting topic about HRD........The topic for discussion today is
"CAN HRD BE REALLY QUANTIFIED????"
If you feel HRD can be quantified then kindly state in the reasons validating them and if you feel HRD cannot be quantified then put in your Views validating them.
Please post in your views about this topic and lets all try to understand if HRD can be really Quantified.
Regds
Malini
From India, Bangalore
5Everyday we discuss about so many topics on HR and we share so many informations .....But today let us all discuss and understand an interesting topic about HRD........The topic for discussion today is
"CAN HRD BE REALLY QUANTIFIED????"
If you feel HRD can be quantified then kindly state in the reasons validating them and if you feel HRD cannot be quantified then put in your Views validating them.
Please post in your views about this topic and lets all try to understand if HRD can be really Quantified.
Regds
Malini
From India, Bangalore
Malini,
there are certain situations wherein quantification is difficult eg cumulative impact assessment.
there we go in for the opinion of experts, however an expert too needs to explain how he reached a particular conclusion.
Then all of us would be aware of "Bias". in stats terms Bias is permanent error.
now how do we reduce bias in critical areas eg amongst appraisers during annual appraisal?
The answer is "Caliberation" amongst participants.
am encl APQC metrics, you would need to take their membership should you req further help.
suryavrat
--------------------------------------------------------------------------------
ฉ 2006 APQC
The following pages list standard measures and computed performance ratios that APQC captures
for human resources functions and processes for its benchmark database. These measures
coordinate with categories 6.1 Create & Manage HR Planning, Policy, and Strategies, 6.2 Recruit,
Source, & Select Employees, 6.3 Recruit Candidates, 6.4 Reward & Retain Employees, 6.5 Redeploy
& Retire Employees and 6.6 Manage Employee Information in the APQC Process Classification
FrameworkSM(PCF), the high-level enterprise model that allows organizations to see activities from a
cross-industry viewpoint. These measures are contained in human resources benchmarking
reports available for purchase. A more detailed set of measures are available to organizations that
complete the comprehensive supply chain surveys.
In addition to human resources, APQC collects measures and benchmarks in Finance and
Accounting, Supply Chain, Information Technology, Facilities Management, Contact Centers,
Knowledge Management, and many other categories and processes in the PCF.
For more information on these measures or access to the APQC database, please contact APQC at
800-776-9676 or outside the United States at +1-713-681-4020.
The Open Standards Benchmarking
CollaborativeSM (OSBC) Database
Human Resources
Human Resources Measures
ฉ 2006 APQC
2
Create & Manage Measures
Cost Effectiveness
Total costs of the process "Create and manage HR planning, policy and strategies" per
<$1,000> revenue
Total costs of the process "Create and manage HR planning, policy and strategies" per
employee (headcount)
Total internal personnel costs of the process "Create and manage HR planning, policy and
strategies" per <$1,000> revenue
Total personnel costs of the process "Create and manage HR planning, policy and strategies"
per employee (headcount)
Total cost of the process "Create and manage HR planning, policy and strategies" per "Create
and manage HR planning, policy and strategies" FTE
Staff Productivity
Number of employees per "Create and manage HR planning, policy and strategies" FTE
Staff to Management ratio for the process "Create and manage HR planning, policy and
strategies"
Percentage of senior management / executives for the process "Create and manage HR
planning, policy and strategies"
Percentage of middle management / specialist for the process "Create and manage HR
planning, policy and strategies"
Percentage of operational workers / office staff for the process "Create and manage HR
planning, policy and strategies"
Process Efficiency
Number of FTEs for the process "Create and manage HR planning, policy and strategies" per
<$1 billion> revenue
Percentage of senior management /executives with formal succession planning process in
place
Percentage of middle management /specialist with formal succession planning process in
place
Percentage of operation staff /office staff with formal succession planning process in place
Source, Recruit, & Select Measures
Cost Effectiveness
Total costs of the process "Source, recruit and select" per <$1,000> revenue
Total costs of the process "Source, recruit and select" per employee
Total costs of the process "Source, recruit and select" per new hire
Total costs of the process "Source, recruit and select" per "Source, recruit and select" FTE
Staff Productivity
Number of employees per "Source, recruit and select" FTE
Staff to management ratio for the process "Source, recruit and select
Human Resources Measures
ฉ 2006 APQC
3
Source, Recruit, & Select Measures
Process Efficiency
Number of FTEs for the process "Source, recruit and select" per <$1 billion> revenue
Number of FTEs for the process "Source, recruit and select" per new hire
Number of accepted job offers for senior management/executives as a percentage of job offers
made for senior management/executives
Number of accepted job offers for middle management/specialists as a percentage of job
offers made for middle management/specialists
Number of accepted job offers for operational workers/office staff as a percentage of job offers
made for operational workers/office staff
Number of new hires for senior management/executives as a percentage of job offers made
for senior management/executives
Number of new hires for middle management/specialists as a percentage of job offers made
for middle management/specialists
Number of new hires for operational workers/office staff as a percentage of job offers made for
operational workers/office staff
Cycle Time
Cycle time in days from identification of need to hire to approval of job requisition
Cycle time in days from job acceptance to beginning of new hire in agreed position
Cycle time in days from transfer request to transfer completion
Develop & Counsel Measures
Cost Effectiveness
Total costs of the process "develop and counsel-learning only" per <$1,000> revenue
Total costs of the process "develop and counsel-learning only" per employee
Total internal personnel costs of the process "develop and counsel-learning only" per
<$1,000> revenue
Total internal personnel costs of the process "develop and counsel-learning only" per
employee
Total costs of the process "develop and counsel-Employee performance and relations" per
<$1,000> revenue
Total costs of the process "develop and counsel-Employee performance and relations" per
employee (headcount)
Total internal personnel costs of the process "develop and counsel-Employee performance
and relations" per <$1,000> revenue
Total internal personnel costs of the process "develop and counsel-Employee performance
and relations" per employee (headcount)
Total costs of the process "develop and counsel-learning only" per "develop and counsellearning
only" FTE
Total costs of the process "develop and counsel-learning only" per "develop and counsel-
Employee performance and relations" FTE
Staff Productivity
Number of employees per "develop and counsel-learning only" FTE
Human Resources Measures
ฉ 2006 APQC
4
Develop & Counsel Measures
Staff to management ratio for the process "develop and counsel-learning only
Staff to management ratio for the process "develop and counsel-Employee performance and
relations"
Process Efficiency
Number of FTEs for "develop and counsel-learning only" per <$1 billion> revenue
Number of FTEs for the process "develop and counsel-Employee performance and relations"
per <$1 billion> revenue
Average number of training days
Reward & Retain Measures
Cost Effectiveness
Total costs of the process "reward and retain" per <$1,000> revenue
Total costs of the process "reward and retain" per employee
Total internal personnel costs of the process "reward and retain" per <$1,000> revenue
Total internal personnel costs of the process "reward and retain" per employee
Total internal costs of payroll administration per <$1,000> revenue
Total costs of the process "reward and retain" per "reward and retain" FTE
Staff Productivity
Number of employees per "reward and retain" FTE
Number of employees per "payroll administration" FTE
Staff to management ratio for the process " reward and retain"
Process Efficiency
Number of FTEs for the process "reward and retain" per <$1 billion> revenue
Number of FTEs for payroll administration per <$1 billion> revenue
Number of days absence per employee including maternity and paternity leave
Number of days absence per employee excluding maternity and paternity leave
Average number of vacation days per year per employee
Manage Employee Information Measures
Cost Effectiveness
Total costs of the process "manage information" per <$1,000> revenue
Total costs of the process "manage information" per employee
Total personnel costs of the process "manage information" per <$1,000> revenue
Total personnel costs of the process "manage information" per employee
Overhead costs of the process manage employee information per employee
Outsourced costs of the process manage employee information per employee
Total costs of the process "manage employee information" per "manage employee
information" FTE
Human Resources Measures
ฉ 2006 APQC
5
Manage Employee Information Measures
Staff Productivity
Number of employees per "manage employee information" FTE
Staff to management ration for the process "manage employee information"
Process Efficiency
Number of FTEs for the process "manage information" per <$1 billion> revenue
Number of FTEs for "HR information systems - maintenance and support" per <$1 billion>
revenue
Percentage of employees with access to Employee Self Service (ESS) system
Percentage of managers with access to Manager Self Service (MSS) system
Re-deploy & Retire Measures
Cost Effectiveness
Total costs of the process "re-deploy and retire" per <$1,000> revenue
Total costs of the process "re-deploy and retire" per employee
Total internal personnel costs of the process "re-deploy and retire" per <$1,000> revenue
Total internal personnel costs of the process "re-deploy and retire" per employee
Total costs of the process " re-deploy and retire" per " re-deploy and retire" FTE
Staff Productivity
Number of employees per "re-deploy and retire" FTE
Staff to management ration for the process "re-deploy and retire "
Process Efficiency
Number of FTEs for the process "re-deploy and retire" per <$1 billion> revenue
Percentage of vacancies filled by internal candidates during the last calendar year for senior
management/executives
Percentage of vacancies filled by internal candidates during the last calendar year for middle
management/specialists
Percentage of vacancies per site filled by internal candidates during the last calendar year for
operational workers/office staff
Percentage of senior management/executives voluntary terminations
Percentage of middle management/specialists voluntary terminations
Percentage of operational workers/office staff voluntary terminations
Percentage of senior management/executives involuntary terminations
Percentage of middle management/specialists involuntary terminations
Percentage of operational workers/office staff involuntary terminations
Cycle Time
Average cycle time for the internal transfer process
Human Resources Measures
ฉ 2006 APQC
6
General Human Resources Measures
Cost Effectiveness
Total budget for the HR function per <$1,000> revenue
Total budget for the HR function per employee (headcount)
Total costs of the HR function per <$1,000> revenue
Total costs of the HR function per employee (headcount)
Total personnel costs of the HR function per <$1,000> revenue
Total personnel costs of the HR function per employee (headcount)
Overall personnel costs for the business site (including benefits) per <$1,000> revenue
Overall personnel costs for the business site (including benefits) per employee
Staff Productivity
Number of employees serviced by HR function per HR FTE
Number of senior management / executive employees serviced by HR function per HR FTE
Number of middle management / specialists employees serviced by HR function per HR FTE
Number of office staff employees serviced by HR function per HR FTE
Number of employees per "HR administration" FTE
Process Efficiency
Total number of HR FTEs per <$1 billion> revenue
Number of FTEs for HR administration per <$1 billion> revenue
About APQC
An internationally recognized resource for process and performance improvement, APQC helps
organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a
competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality
improvement initiatives, APQC works with its member organizations to identify best practices, discover
effective methods of improvement, broadly disseminate findings, and connect individuals with one another
and the knowledge, training, and tools they need to succeed. Learn more about APQC by visiting
www.apqc.org or calling 800-776-9676 or +1-713-681-4020.
From India, Delhi
there are certain situations wherein quantification is difficult eg cumulative impact assessment.
there we go in for the opinion of experts, however an expert too needs to explain how he reached a particular conclusion.
Then all of us would be aware of "Bias". in stats terms Bias is permanent error.
now how do we reduce bias in critical areas eg amongst appraisers during annual appraisal?
The answer is "Caliberation" amongst participants.
am encl APQC metrics, you would need to take their membership should you req further help.
suryavrat
--------------------------------------------------------------------------------
ฉ 2006 APQC
The following pages list standard measures and computed performance ratios that APQC captures
for human resources functions and processes for its benchmark database. These measures
coordinate with categories 6.1 Create & Manage HR Planning, Policy, and Strategies, 6.2 Recruit,
Source, & Select Employees, 6.3 Recruit Candidates, 6.4 Reward & Retain Employees, 6.5 Redeploy
& Retire Employees and 6.6 Manage Employee Information in the APQC Process Classification
FrameworkSM(PCF), the high-level enterprise model that allows organizations to see activities from a
cross-industry viewpoint. These measures are contained in human resources benchmarking
reports available for purchase. A more detailed set of measures are available to organizations that
complete the comprehensive supply chain surveys.
In addition to human resources, APQC collects measures and benchmarks in Finance and
Accounting, Supply Chain, Information Technology, Facilities Management, Contact Centers,
Knowledge Management, and many other categories and processes in the PCF.
For more information on these measures or access to the APQC database, please contact APQC at
800-776-9676 or outside the United States at +1-713-681-4020.
The Open Standards Benchmarking
CollaborativeSM (OSBC) Database
Human Resources
Human Resources Measures
ฉ 2006 APQC
2
Create & Manage Measures
Cost Effectiveness
Total costs of the process "Create and manage HR planning, policy and strategies" per
<$1,000> revenue
Total costs of the process "Create and manage HR planning, policy and strategies" per
employee (headcount)
Total internal personnel costs of the process "Create and manage HR planning, policy and
strategies" per <$1,000> revenue
Total personnel costs of the process "Create and manage HR planning, policy and strategies"
per employee (headcount)
Total cost of the process "Create and manage HR planning, policy and strategies" per "Create
and manage HR planning, policy and strategies" FTE
Staff Productivity
Number of employees per "Create and manage HR planning, policy and strategies" FTE
Staff to Management ratio for the process "Create and manage HR planning, policy and
strategies"
Percentage of senior management / executives for the process "Create and manage HR
planning, policy and strategies"
Percentage of middle management / specialist for the process "Create and manage HR
planning, policy and strategies"
Percentage of operational workers / office staff for the process "Create and manage HR
planning, policy and strategies"
Process Efficiency
Number of FTEs for the process "Create and manage HR planning, policy and strategies" per
<$1 billion> revenue
Percentage of senior management /executives with formal succession planning process in
place
Percentage of middle management /specialist with formal succession planning process in
place
Percentage of operation staff /office staff with formal succession planning process in place
Source, Recruit, & Select Measures
Cost Effectiveness
Total costs of the process "Source, recruit and select" per <$1,000> revenue
Total costs of the process "Source, recruit and select" per employee
Total costs of the process "Source, recruit and select" per new hire
Total costs of the process "Source, recruit and select" per "Source, recruit and select" FTE
Staff Productivity
Number of employees per "Source, recruit and select" FTE
Staff to management ratio for the process "Source, recruit and select
Human Resources Measures
ฉ 2006 APQC
3
Source, Recruit, & Select Measures
Process Efficiency
Number of FTEs for the process "Source, recruit and select" per <$1 billion> revenue
Number of FTEs for the process "Source, recruit and select" per new hire
Number of accepted job offers for senior management/executives as a percentage of job offers
made for senior management/executives
Number of accepted job offers for middle management/specialists as a percentage of job
offers made for middle management/specialists
Number of accepted job offers for operational workers/office staff as a percentage of job offers
made for operational workers/office staff
Number of new hires for senior management/executives as a percentage of job offers made
for senior management/executives
Number of new hires for middle management/specialists as a percentage of job offers made
for middle management/specialists
Number of new hires for operational workers/office staff as a percentage of job offers made for
operational workers/office staff
Cycle Time
Cycle time in days from identification of need to hire to approval of job requisition
Cycle time in days from job acceptance to beginning of new hire in agreed position
Cycle time in days from transfer request to transfer completion
Develop & Counsel Measures
Cost Effectiveness
Total costs of the process "develop and counsel-learning only" per <$1,000> revenue
Total costs of the process "develop and counsel-learning only" per employee
Total internal personnel costs of the process "develop and counsel-learning only" per
<$1,000> revenue
Total internal personnel costs of the process "develop and counsel-learning only" per
employee
Total costs of the process "develop and counsel-Employee performance and relations" per
<$1,000> revenue
Total costs of the process "develop and counsel-Employee performance and relations" per
employee (headcount)
Total internal personnel costs of the process "develop and counsel-Employee performance
and relations" per <$1,000> revenue
Total internal personnel costs of the process "develop and counsel-Employee performance
and relations" per employee (headcount)
Total costs of the process "develop and counsel-learning only" per "develop and counsellearning
only" FTE
Total costs of the process "develop and counsel-learning only" per "develop and counsel-
Employee performance and relations" FTE
Staff Productivity
Number of employees per "develop and counsel-learning only" FTE
Human Resources Measures
ฉ 2006 APQC
4
Develop & Counsel Measures
Staff to management ratio for the process "develop and counsel-learning only
Staff to management ratio for the process "develop and counsel-Employee performance and
relations"
Process Efficiency
Number of FTEs for "develop and counsel-learning only" per <$1 billion> revenue
Number of FTEs for the process "develop and counsel-Employee performance and relations"
per <$1 billion> revenue
Average number of training days
Reward & Retain Measures
Cost Effectiveness
Total costs of the process "reward and retain" per <$1,000> revenue
Total costs of the process "reward and retain" per employee
Total internal personnel costs of the process "reward and retain" per <$1,000> revenue
Total internal personnel costs of the process "reward and retain" per employee
Total internal costs of payroll administration per <$1,000> revenue
Total costs of the process "reward and retain" per "reward and retain" FTE
Staff Productivity
Number of employees per "reward and retain" FTE
Number of employees per "payroll administration" FTE
Staff to management ratio for the process " reward and retain"
Process Efficiency
Number of FTEs for the process "reward and retain" per <$1 billion> revenue
Number of FTEs for payroll administration per <$1 billion> revenue
Number of days absence per employee including maternity and paternity leave
Number of days absence per employee excluding maternity and paternity leave
Average number of vacation days per year per employee
Manage Employee Information Measures
Cost Effectiveness
Total costs of the process "manage information" per <$1,000> revenue
Total costs of the process "manage information" per employee
Total personnel costs of the process "manage information" per <$1,000> revenue
Total personnel costs of the process "manage information" per employee
Overhead costs of the process manage employee information per employee
Outsourced costs of the process manage employee information per employee
Total costs of the process "manage employee information" per "manage employee
information" FTE
Human Resources Measures
ฉ 2006 APQC
5
Manage Employee Information Measures
Staff Productivity
Number of employees per "manage employee information" FTE
Staff to management ration for the process "manage employee information"
Process Efficiency
Number of FTEs for the process "manage information" per <$1 billion> revenue
Number of FTEs for "HR information systems - maintenance and support" per <$1 billion>
revenue
Percentage of employees with access to Employee Self Service (ESS) system
Percentage of managers with access to Manager Self Service (MSS) system
Re-deploy & Retire Measures
Cost Effectiveness
Total costs of the process "re-deploy and retire" per <$1,000> revenue
Total costs of the process "re-deploy and retire" per employee
Total internal personnel costs of the process "re-deploy and retire" per <$1,000> revenue
Total internal personnel costs of the process "re-deploy and retire" per employee
Total costs of the process " re-deploy and retire" per " re-deploy and retire" FTE
Staff Productivity
Number of employees per "re-deploy and retire" FTE
Staff to management ration for the process "re-deploy and retire "
Process Efficiency
Number of FTEs for the process "re-deploy and retire" per <$1 billion> revenue
Percentage of vacancies filled by internal candidates during the last calendar year for senior
management/executives
Percentage of vacancies filled by internal candidates during the last calendar year for middle
management/specialists
Percentage of vacancies per site filled by internal candidates during the last calendar year for
operational workers/office staff
Percentage of senior management/executives voluntary terminations
Percentage of middle management/specialists voluntary terminations
Percentage of operational workers/office staff voluntary terminations
Percentage of senior management/executives involuntary terminations
Percentage of middle management/specialists involuntary terminations
Percentage of operational workers/office staff involuntary terminations
Cycle Time
Average cycle time for the internal transfer process
Human Resources Measures
ฉ 2006 APQC
6
General Human Resources Measures
Cost Effectiveness
Total budget for the HR function per <$1,000> revenue
Total budget for the HR function per employee (headcount)
Total costs of the HR function per <$1,000> revenue
Total costs of the HR function per employee (headcount)
Total personnel costs of the HR function per <$1,000> revenue
Total personnel costs of the HR function per employee (headcount)
Overall personnel costs for the business site (including benefits) per <$1,000> revenue
Overall personnel costs for the business site (including benefits) per employee
Staff Productivity
Number of employees serviced by HR function per HR FTE
Number of senior management / executive employees serviced by HR function per HR FTE
Number of middle management / specialists employees serviced by HR function per HR FTE
Number of office staff employees serviced by HR function per HR FTE
Number of employees per "HR administration" FTE
Process Efficiency
Total number of HR FTEs per <$1 billion> revenue
Number of FTEs for HR administration per <$1 billion> revenue
About APQC
An internationally recognized resource for process and performance improvement, APQC helps
organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a
competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality
improvement initiatives, APQC works with its member organizations to identify best practices, discover
effective methods of improvement, broadly disseminate findings, and connect individuals with one another
and the knowledge, training, and tools they need to succeed. Learn more about APQC by visiting
www.apqc.org or calling 800-776-9676 or +1-713-681-4020.
From India, Delhi
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