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#1
12-17-2008, 05:49 AM
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HR Yearly Report
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 1.CURRENT MONTH [ ACTUAL vs BUDGET ] 2. YEAR TO DATE [ ACTUAL vs BUDGET ] ================================================== ====== 1.CURRENT 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 ================================================== 
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#2
12-17-2008, 05:51 AM
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1.ABSENTEEISM PER EMPLOYEES [DAYS]
2.AVERAGE RECRUITMENT TIME [DAYS] 3.EMPLOYEE TURNOVER [ % ] 4.EMPLOYEE SATISFACTION [ LEVELS ] 5.AVERAGE EMPLOYEE TENURE [ YEARS] 6.INDUCTION TRAINING [ % OF NEW EMPLOYEES] 7. TRAINING WORKSHOP [ % ] CONDUCTED/PLANNED 8. TRAINING AT EXTERNAL COURSES [ %] ACTUAL / PLANNED 9.PERFORMANCE 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
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#3
12-17-2008, 05:52 AM
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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 21.Absenteeism - Percentage of Employees 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. 22.Absenteeism Combined Calculation No. of lost workdays due to absence divided by the average number of workdays during period multiplied by 100. 23.Absenteeism Rate Per Employee The formula for average absence rate per employee is the number of absences divided by the total number of employees 24.Cost Per Hire INTERNAL COST [ HR DEPT SALARY/ TRAVEL ETC] + EXTERNAL COST [ ADVERTISEMENTS ETC] DIVIDED BY NO. OF RECRUITS. 25.Human Capital ROI TOTAL REVENUE minus TOTAL OPERATING EXP minus COMPENS/BENEFITS EXPENSES divided by COMPENS/BENEFITS EXPENSES. 26.Human Resource Ratio FULL TIME HR STAFF is divided by FULL TIME ALL STAFF. 27.Labor Costs as Percentage of Revenue COMPENSATION/ BENEFITS is divided by TOTAL REVENUE X 100 28.Profit Per Employee TOTAL REVENUE minus OPERATING EXPENSES is divided by TOTAL NO. OF FULL TIME STAFF. 29.Revenue Per Employee TOTAL REVENUE is divided by TOTAL NO. OF FULL TIME STAFF 30.Training Costs Per Employee TOTAL TRAINING COST [ training + travel] is divided by TOTAL TRAINEES 31. Turnover Calculation TOTAL NO. OF EMPLOYEE SEPARATION is divided by AVERAGE TOTAL EMPLOYEES X 100 ================================================== ===========
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