HRP extras

Workload Analysis:  A tool used to predict and plan future work and skills requirements (the number of persons required and the skills)based upon historical data.

Job design (the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal

requirements of the job holder.)is the important component for work load analysis.

Work Study Technique is used to analyze workload.

Work Study Technique is used to analyze workload

Work study technique is based on the volume operation and work efficiency of personnel. Volume of operation is derived from the organizational plan documents and increase/decrease in operation can be measured.

Planned outputStandard output per hour x standard hours per person

1) Activity Analysis for each activity of all individual workers for several days (a complex job):2) Creation of a job list (a very simple process);3) Preparation of job description sheet with each fragmented step of activity for each job type listed in the job list (somewhat complex job);4) Time test for measurable jobs to be conducted on selected population of workers at various places for time taken by each worker for each individual step of every job segment out of the job description sheet (The most complex part);5) Work measurement (quantification) of total No. of different jobs entrusted to each workers with time intervals, i.e., daily, weekly, monthly, yearly, or casually;6) Analytical estimation of time for jobs that cannot be time tested easily and arriving at a workable standard time for such jobs (a tough job);7) Arriving at the average time taken by each individual time test performer for each step of job and job as a whole separately to arrive at some measurable time factor for each job;8 ) Working out some sufficient coefficient for the unforeseen items of work and events, like interruptions, distrubances, inward calls, visitors, personal attendance on call by superiors, attending to call of nature, attending to queries from internal audit, statutory audit, tax audit, vigilance inquiries, and so on;

HR is not hire and fire and the metrics brings value to the table -STRATEGIC HR METRICS EXAMPLES

Monthly Turnover Rate = (number of separations during month / average number of employees during month) x 100).

Revenue per Employee = total revenue / total number of employees.  This is especially important when evaluating the cost of a lost employee due to voluntary or involuntary turnover.

Yield Ratio = percentage of applicants for a recruitment source that make it to a determined stage of the application process.

Leveraging metrics as part of your HR strategy

Human Capital Cost = Pay + Benefits + Contingent Labor Cost / Full Time Equivalents.

HR to Staff Ratio = Employees / Human Resources Team Members.  This ratio is important since during the recession HR departments have reduced in number dramatically.  HR serves as the internal customer support staff just like call center customer service employees serve as external facing.

Return on Investment = (total benefit – total costs) x 100. Promotion Rate =  Promotions / Headcount. Percentage Female at Management Level = Female

Management Level Employees/Management Level Headcount.  This formula can also be used when evaluating executives at a female level and other diversity categories like veterans and race.

Employee Absence Rate = number of days in month / (average number of employees during month x number of days).  I have used this analysis to look at employee absence rates for different departments and managers.  Sometimes the best way to determine if their is a culture or manager opportunity is through evaluating the percentage of absences by department or manager.

Worker’s Compensation Cost Per Employee = total workers compensation cost for year / average number of employees.

Worker’s Compensation Incident Rate = (number of injuries and/or illnesses per 100 full-time employees  ∕  total hours worked by all employees during the calendar year) x 200,000.

Overtime per Individual Contributor Headcount = Overtime Hours/Individual Contributor Headcount.

 Average Employee Age = Total Age of Employees / Headcount.  This is an important metric in my mind when looking at succession planning and forecasting staffing areas of opportunity as older workers begin to consider retirement.  Also an important metric when calculating benefits cost for your organization.

Worker’s Compensation Incident Rate = (number of injuries and/or illnesses per 100 full-time employees  ∕  total hours worked by all employees during the calendar year) x 200,000.

Overtime per Individual Contributor Headcount = Overtime Hours/Individual Contributor Headcount.

 Average Employee Age = Total Age of Employees / Headcount.  This is an important metric in my mind when looking at succession planning and forecasting staffing areas of opportunity as older workers begin to consider retirement.  Also an important metric when calculating benefits cost for your organization.