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8/9/2019 HR_Intro
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Introducing HR Measurement andIntroducing HR Measurement andReportingReporting
Ensuring Executive Alignment and Understanding
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C ritical QuestionC ritical Question
Why would we want to measure human
resourceswhat value does it add?
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ReRe--aligning the HR Contributionaligning the HR Contribution
Enhance CEO/senior executive team understanding
Demonstrate the opportunity available
Re-align our thinking and contribution
Key performance indicators and detailed reporting
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Administrativespecialists
Employee advocates
How CEOs and senior executives often view HRHow CEOs and senior executives often view HR
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
Business partners Change agents
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Business partners Change agents
Administrativespecialists
Employee advocates
How HR wants to be viewedHow HR wants to be viewed
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
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Business partnersBusiness partners Change agentsChange agents
Administrativespecialists
Employee advocates
How HR wants to be viewedHow HR wants to be viewed
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
= Missedopportunity!
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S tages in Human Resources functionalS tages in Human Resources functional developmentdevelopment
COMPETITIVEADVANTAG E
(Consolidation)
Total line manager accountabilityInternal consultantsAdd valueIntegral to company successLong term vision and strategyBUS INESS
PARTNERS (Integrated)
Integral contribution to business planS trong influence on other departmentsMember of top teamQuality systems and processesS ervice managementIntellectual capital/knowledge managementWorkforce empowerment and teamsReturn on investmentCost/benefit analysisComprehensive database
PRO ACTIVE(Rapid growth) Customer/needs focused
Pro-active/improvementManagement developmentLeadership trainingS uccession planningWorkforce planningPerformance managementWorkforce productivity
INTERNALPOLI CE
(Emerging)Policies and manualsControls headcount, hiring,
restructuring, travel, relocationReporting systems & budgetsBasic measures turnover,
absenteeismTechnical and skills trainingIR disputes, grievancesOH&S procedures
KIND HEARTS (Lending S upport) CafeteriaCar parkS ecurityGymnasiumS ocial clubChristmas party
BAS IC NEEDS RecruitmentInduction
PayrollAdmin/RecordsLeave
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Human Resources transformationHuman Resources transformation
To
knowledge-based enterprise
From
industrial enterprise
individual employees
regulatory authorities
workplace policies
workplace stabilityworkforce administrator
stockholders
CEO
business performance tools
core competenciesfinance officer for human capital
S ervice to
C reation of
S ervice to
Guardian of Chief
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TheThe globalglobal marketplacemarketplace
Pricesensitivity
Sq ueeze onmargins
Emphasis on productinnovation
S horter lead times
Tighter cost
control
Enhanced
customer service
Wo rkf o rce c o ntributi o n?
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Organisational critical success factorsOrganisational critical success factors
Product q uality
Competitive price
Cost of labour
S taff capability
Product innovation
Excellence in customer service
Wo rkf o rce c o ntributi o n?
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CEO/senior executive team recognition...CEO/senior executive team recognition...
To capitalise on workforce potentialTo capitalise on workforce potential
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The Human Resources contribution...The Human Resources contribution...
To optimise workforce performanceTo optimise workforce performance
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S earch for the Holy G rail of HR managementS earch for the Holy G rail of HR management
Kaizen
TQM
7 Habits
Change Management
MBWA
Intrapreneuring
Hierarchy of Needs
Matrix Empowerment
Delayering
Quality C ircles
One Minute Managing
Theory X & Y
Plan-Organize-Direct- Control
Rightsizing
Emotional Intelligence
Customer S erviceS elf-Directed TeamsWork S implification
Human RelationsDownsizing
Reengineering
Excellence
Portfolio Management
Managerial Grid
Management by Objectives
Balanced S corecard
EVA
Continuous Improvement
Corporate Culture
Organization Renewal
Value Chain
Management S cience
Work-life Balance
Benchmarking
Relationship Marketing
Diversification
Hygiene and Motivators
Decision Tree
?
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Dilberts version of HRM!Dilberts version of HRM!
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HR perspective: organisational contributionHR perspective: organisational contribution
Productivity
Wellbeing S atisfaction
Capability
WorkforceWorkforce
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HR perspective: organisational contributionHR perspective: organisational contribution
Labour costsLabour mix and utilisationS taff rostering and utilisationNew technology applicationC ross-functional project teamsEmployee participation/teams
Workforce forecasting
Productivity
WorkforceWorkforce
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HR perspective: organisational contributionHR perspective: organisational contribution
Performance feedbackInduction programsTechnical and skills trainingLearning centresTertiary assistance/MB AsRecruitment programRole clarity
Capability
WorkforceWorkforce
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HR perspective: organisational contributionHR perspective: organisational contribution
WellbeingLeadership trainingNon-discriminatoryworkplaceFair treatment processS afe work practicesEq uipment and physicalfactorsWorklife balance programs
WorkforceWorkforce
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HR perspective: organisational contributionHR perspective: organisational contribution
S atisfaction
Career path optionsInternal communication plan
Remuneration and incentivesRecognition and reward programsEffective payrollHuman resources policy manual
WorkforceWorkforce
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CEO/senior executive perspective: ownership of workforce issuesCEO/senior executive perspective: ownership of workforce issues
Employees
HR departmentS enior executive team
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HR perspective: senior executive team accountabilitiesHR perspective: senior executive team accountabilities
S enior executive team
Budget centres Hiring and firing
Organisational charts
Pay and promotions
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HR perspective: ownership of workforce issuesHR perspective: ownership of workforce issues
S enior executive team
Employees
HR department
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Human ResourcesHuman Resources
Key Performance IndicatorsKey Performance Indicators
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To highlight to the senior executive team:
areas where the organisation is performing wellareas where intervention is re q uired
HR Key performance indicatorsHR Key performance indicators
Objectives and purpose
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One page, once per month
Measuring o rganisati o nal performance, not
that of the HR DepartmentMust be big ticket items (business-linked)
Must be user friendly and easy to understand
S upported by detailed tables and/or graphs
HR key performance indicatorsHR key performance indicators
Key principles
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Contain credible/reliable information (start off slowly...be willing to amend/change)
Progressively introduce agreed targets (internal,then external)
Must become institutionalised within the senior management team
HR team must be fully conversant
HR key performance indicatorsHR key performance indicators
Key principles ( c o ntinued)
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Example KPI reportExample KPI report
Ke Per ormance Ind cator eport
For Per
od ended
Cr
ter
a easure escr
pt
on Assoc
ated report Last per
od h
sper
odChange
a g
Nu be o
F
E Wo k
o e
ead oun
epo
o
a
hou u
ed Wo k
o e
a
on
epo
% o
o
a
w o k
o e
e
na
ng
o
a
$ o
o
u no e
%
o
a
hou
o
o ab en
ee
o
a
$ o
Nu be o
o
e
nju
e (L
I)
Nu
be
o
o
e day
!
e age du a
on a
e o
L
I
F equen y a
e o
L
I
$ o
o
w o ke o pen a
onWo ke
"
o pen a
on"
o
ng
epo
Nu be o
d
na
on o p
a
n
e d
Nu be o
e # ua
ha a en
o p
a
n
e d
Nu be o
phy
a
ha a en
o p
a
n
e d
Nu be o
w o en
n anage en
po
on
- en
o anage en
-
dd
e anage en
a
o o
e a
e appo
n
en
a
e
% o
w o en e
u n
ng
o w o k a
e a
ea e
!
b en
ee
pe
o an e and o
pa
upon
he o gan
a
on
$ eadcount
%
ork & orce turno er unplanned
"
hange
n w o k
o e nu be andhou u
edbye p
oyee a
ego y
u no e pe
o an e and o
pa
upon
he o gan
a
on%
ork & orceabsentee
sm unplanned
Wo k
o e
u no e
epo
Wo k
o e!
b en
ee
epo
%
orkerscompensat
on
O upa
ona
hea
h and a
e
ype
o an e
h oughou
heo gan
a
on
O
upa
ona
ea
h'
Sa
e
y epo
Eq ual emplo ( mentopportun
t (
Equa
e p
oy en
oppo
un
y anda
a
e a
onpe
o an e
h oughou
he o gan
a
onE
S
a
u
epo
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Example KPI reportExample KPI report ( c o ntinued)( c o ntinued)
$ ) abou 0 cos1
as 2 o3
sa ) es
4 e 5 enuegene 0 a1
edpe 0 F6
7 s
8 n 9 1
p 0 oduc1
9 onpe 0 F6
7 s
Labou 0 u1
9 ) 9 sa1
9 on 0 a1
e
Qua ) 9 1
@
0 eA
ec1
0 a1
e B e C p ) o@ ee e 0 0 o 0 D
E u C be 0 o3
c 0 ed 9 1
0 e1
u 0 ns B ) 9 n F ed G 9 1
h e C p ) o@ eee 0 0 o 0 D
E u C be 0 o3
cus1
o C e 0 co C p ) a 9 n1
s B e C p ) o@ ee0 e ) a
1
ed D
RecruH
I
me nI
P
5 e 0 ageda @ s 5 acanc @ du 0 a1
9 on Q C anage C en1
P
5 e 0 ageda @ s 5 acanc @ du 0 a1
9 on Q s1
a3 3
P
5 e 0 agecos1
0 ec 0 u 9 1
C en1
Q
C anage C en1
P
5 e 0 agecos1
0 ec 0 u 9 1
C en1
Q s1
a3 3
2 neG
h 9 0 esach 9 e5
9 ng 6 C on1
hsse 0 5
9 ce
2 ne G h 9 0 esach 9 e 5 9 ng12 C on1
hsse 0 5 9 ce
2 ne G h 9 0 esach 9 e 5 9 ngsa1
. app 0 a 9 sa ) a1
3
9 0 s1
assess C en1
P
5 e 0 age $ cos1
pe 0 5 acanc @ 3
9 ) ) edP
5 e 0 agecos1
o3
5 acanc 9 es3
9 ) ) ed
R o C pan @ 1
0 a 9 n 9 ng e S pend 9 1
u 0 e B 2 o3
sa ) a 0 9 es T G ages D
$ co C C 9 1
C en1 1
o s1
a3 3
1
0 a 9 n 9 ngandde 5 e ) op C en
1
6
0 a 9 n 9 ng T U e 5 e ) op C en1
7
S pend 9 1
u 0 e 4 epo 0 1
P
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0 a 9 n 9 nghou 0 s pe 0 e C p ) o@ ee6
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C en1 1
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1
0 a 9 n 9 ngandde 5 e ) op C en
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6
0 a 9 n 9 ng V ou 0 sP
) ) oca1
9 on 4 epo 0 1
2
1
0 a 9 n 9 ngcou 0 sepa 0 1
9 c 9 pan1
sa1
9 s3
ac1
9 onPa 0
1
9 c 9 pan1
sa1
9 s3
ac1
9 on G 9 1
h1
0 a 9 n 9 ngcou 0 ses p 0 o5 9 ded
2
1
0 a 9 n 9 ngcou 0 se a1 1
endancePa 0
1
9 c 9 pan1
a1 1
endance a1 1
0 a 9 n 9 ngcou 0 ses p 0 o5 9 ded
E u C be 0 o3
e C p ) o@
ees co C p ) e1
9 ng sponso 0 ed1
e 0 1
9 a 0 @ s1
ud 9 esE u C be 0 o
3
e C p ) o@ ees co C p ) e1
9 ng sponso 0 ed MBP
p 0 og 0 a C s
Lea 0 n 9 ngcen1
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Q nu C be 0 o3
cou 0 ses o3 3
e 0 ed
Q
2 cou 0 sepa 0 1
9 c 9 pa1
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Q
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hou 0 s u1
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Q
2 e Q ) ea 0 n 9 ngpass 0 a1
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0 a 9 n 9 ng Pe 0 3
o 0 C ance 4 epo 0 1
X
roducI
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Y
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on
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9 on
d R K ey P er e
ormance Ind f cag
or Repor g
h
or Per H
od ended
i
r H
I
er H
ap
easureq
escr H
pI
H
onr
ssocH
aI
ed repor I
s
asI
per H
odb t H
s per
H
odi t
angeu b q
(a Y g
v
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Example KPI reportExample KPI report ( c o ntinued)( c o ntinued)
% of internal appointments above level __
Avg length of service of staff apptd above level ___
w
umber of unfair dismissal c laims
Workforce lost time (hours)w
umber of formal union grievances
% workf orce on individual contracts
Internal communications
- number of bulletins issued
- number of emails issued
- number of staff briefing sessions conducted
Work/life balance
- number of active f lexible work agreements
- number of active w orking from homeagreements
- number of active job sharing agreements
Workforce teams
- number of active teams
- number of team meetings
% compa ratio
$ pay for performance gaps
$ pay equity gaps
% employee shar e scheme take-up rate
Level of outstanding annual leave liabilityOrganisation performance in managingannual leave
Accrued Annual Leave Report
w
umber o f manual payroll adjus tment s Payrol l per formancew
umber of employees aged under 25w
umber of employees aged 2535w
umber of employees aged 3545w
umber of employees aged 4555w
umber of employees aged over 55
Avg length of service (current employees)
Avg length of service (terminating employees)
% ratio of salaried staff to waged staff
% ratio of surplus staff to required staff
Organisational success in providing aneff ective work/life balance programfor all employees
Employee r elations perf ormancethroughout the organisation
Organisational effectiveness increating and sus taining a team-basedstructure/culture
Organisational c ompetitiveness andequity in remunerationpackaging/policy
Administration
Organisation profile
Demographic prof ile of employees byage across the organisation
Average length of service of employees across the organisationand terminating
Adequacy of workf orce planning
Succession Planning StatusReportSuccession planning
Succession planning effectiveness
ER Status Report
Staff alignment and commitment to theorganisation
Employee relations
Remuneration
HR Key Performance Indicator Report
For Period ended
Criteria Measure Description Associated report Last period Thisperiod
Change YTD(avg)
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Example KPI reportExample KPI report ( c o ntinued)( c o ntinued)
Nu x be y o
F
s n
o y
o y ce eadcoun
epo y
F
s as o
o
a o y
o y ce F
s
abou y cos
as o
sa es/ y e enue
$ cos
as o
o
a o y
o y ce F
s
Le e o
sa
s
ac
on
h ages/sa a y /bene
s
Le e o
sa
s
ac
on
h cond
ons/ph s ca o y en y on x en
Le e o
sa
s
ac
on
h
ob
Le e o
sa
s
ac
on
h pe y sona y e a
ons
Le e o
sa
s
ac
on
h pa y
c pa
onandy ecogn
on
Le e o
sa
s
ac
on
h oppo y
un
es
o y de e op x en
Nu x be y o
e x p o ees ho ou d y eco x x endco x pan
Nu x be y o
e x p o ees ho ou d see y e
e x p o x en
h co x pan
o
app y a sa s co x p e
edon
x e
Nu x be y o
o y x a s
a
g y e ances y a sed
o
nd dua
y a n ng p ans co x p e
ed
o
e x p o eesabo e co x pe
en
o
e x p o eesbe o co x pe
en
e y age sa
s
ac
on s no y x
e y age sa
s
ac
on s p y e ous su y e
E x
in
er vie s
a
sa
s
ac
on e e s
h
heo y gan sa
onand y easons
o y ea ng.
h s sec
on x a no
be y epo y
e d on ay egu a y x on
h bas s dependen
upon
he o u x e o
e
n
e y e s y ece edand
he need
o c y ea
e x ean ng
u da
aandp y o
ec
e x p o eecon
d
n
e y e epo y
HR h eadcoun
u x an y esou y ces e
c enc /cos
e
ec
eness
a
sa
s
ac
on e e s
h n
heo y gan sa
on.
h s sec
on s e
obe p y oducedon anannua bas s.
j
orkk
orce a
itude sur veys
P er k
ormance appra isa
l
s
Pe y
o y x ance x anage x en
e
ec
eness
h y oughou
heo y gan sa
on.
h s sec
on s e
obe p y oducedon anannua bas s.
HR K ey P er m
ormance Ind ica tor Repor t
For Per iod ended
n
r iter iao
easure
escr ip tion
ssoc ia ted repor t L as t per iod
hi s per iod
n
h an e
(av
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Example headcount reportExample headcount report
E E N E
er
od end
n
z { { | a } | on~
{ z { { | a } | on~
{ z { { | a } | on~
{ z { { | a } | on~
{ z { { | a } | on
M'gment
Staff
{ otal
M'gment
Staff
{ otal
M'gment
Staff
{ otal
M'gment
Staff
{ otal
M'gment
Staff
{ otal
M'gment
Staff
{ otal
ar
at
on on ud et
+ or ud eted he adcount
eadcount at end o
la } tpe r
od
eadcount at end o
th
} pe r
od ar
at
on on la } t per
od
+ or
epartment
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Example workforce utilisation reportExample workforce utilisation report
E S E
erio en in
as
on
as
on
as
on
as
on
as
on
M' m t
t ff
otal
M' m t
t
ff
otal
M' m t
t ff
otal
M' m t
t ff
otalM' m t
t ff
otal
otal compan
epartment
ours utilise lastperio
ours utilise t
isperio
ariation on lastperio
or
u et e
ours
ariation on u et
or
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Example workforce turnover reportExample workforce turnover reportE E E
e r o
e n
n
ummar re ult
urren t e r o
e ar to
ate
Total management cost $ $Total staff c ost $ $
Total company cos t $ $
- epar tment$
o t o f
urnover
v e a
countfor per o
e rm na t on for per o
urnover %for per o
otal co t for pe r o
$
v e a
count
-
otalte rm na t on
-
urnover %
-
otal co t
-
$
'gment
Staff
otal
'gment
Staff
otal
'gment
Staff
otal
'gment
Staff
otal
'gment
Staff
otal
otal com pan
e ar to
ate
pe r o
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Example workforce absenteeism reportExample workforce absenteeism report
WORKFOR CE ABS ENTEEIS M REPORT (Unplanned Absenteeism)
Period ending:
Input values S ummary results Current Period Year to Date
Management standard hours per da $ $
taff standard hours per da $ $
$ $
Hrs
Hrs
Hrs
Hrs Cost
Hrs
Hrs
Hrs
Hrs Cost
M'gment
taff
Total
M'gment
taff
Total
M'gment
taff
Total
M'gment
taff
Total
Total company
Total hoursavailablefor period
Department
Total compan cost
Total staff cost
Total unplannedabsenteeism
S ick leave Paid leave(other)
Unpaid leave Cost per
day
Current period
Paid leave(other)
Total unplannedabsenteeism
Year-to-date
Unpaidleave
S ick leaveTotal hoursavailable for
YTD
Total management cost
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InstructionsInstructions
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