Arsha Mercy
Hr Executive(internal)
Leolingham2000
Management Consultant
Vaishaali
Service
+1 Other

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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

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


21.
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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.
25.
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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.
27.
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COMPENSATION/ BENEFITS is divided by TOTAL REVENUE X 100
28.
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TOTAL REVENUE minus OPERATING EXPENSES is divided by TOTAL NO. OF FULL TIME STAFF.

29.
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TOTAL REVENUE is divided by TOTAL NO. OF FULL TIME STAFF
30.
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TOTAL TRAINING COST [ training + travel] is divided by TOTAL TRAINEES
31.
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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
Dear One, Please provide me the Employee Sickness ratio in India for this year. Vaishaali — — — — — — —
From Netherlands
Dear Leo,
The above informations are wounderfull, would you please provide me the fromats for all of above reports on my email -
Thanks & Regards
Vaishaali
-------------

From Netherlands
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