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Hi Leena,
Thanks for the valuable information. Can you please let me also know
how do you set the KPIs for certain areas that are not measurable.
For Example: The KRA is Implementation of HR Process & Policies - what would be the KPI for this KRA?
Expecting your reply.
Thanks,
suman

From India, Madras
There are plenty of KPIs available for each department but the real value and importance for any organization is in selecting the right set of KPIs for individual functions. KPIs help in ascertaining the health of an organization and assist the top management in keeping a finger on the pulse of the organization.
Ambarish

From India
When looking to fine-tune performance, determining metrics such as time spent on a page, the keywords used to deliver the traffic, which related keywords are relevant and overlapping. Determining the existing bounce rate or engagement metric for the page and what calls to action exists on the landing page in question.
Managing those factors allow you to create a base-level KPI analysis to improve performance individually or across all of these metrics simultaneously. However, without analytics or performance tracking, you are just grasping straws when it comes to delivering or reproducing consistent or future sales volume.
Ambarish

From India
The prime role of the Human Resources function is to support the achievement of organizational goals by ensuring that relevant and innovative people policies, practices and systems are in place so that the organization can attract, retain and develop outstanding staff. Below is a list of 75 KPIs a Human Resources department could use in order to track its performance regarding this role.

 

These metrics are split into 14 categories: recruitment, training, health & safety, performance, employee loyalty, working time, HR efficiency, compensation, labor relations, regulation compliance, employee satisfaction, HR budget, job leaving, workforce information.

 

1.Recruitment metrics

 

Recruitment cost per employee

Average time to recruit (per position)

Number of CVs per channel

Number of interviews per submitted CV

% new hires achieving 24 months service

% new hires achieving satisfactory appraisal after first assessment

 

 

2.Training KPIs

 

Training expenditures/total salaries and wages

% HR budget spent on training

% employees gone through training

Number of training hours per employee

Employee satisfaction index with training

e-learning course utilized

% e-learning pass rate

 

 

3.Health and safety metrics

 

Number of accidents per year

Percentage of employees with adequate occupational health & safety training

Health & safety prevention costs per month

Lost time (in hours) due to accidents per year

Percentage of issues raised by health & safety representatives

 

 

4.Performance KPIs

 

NB: Competence focuses on capability that includes knowledge, abilities, skills to perform tasks; while Performance focuses on result of tasks.

 

% of appraisals completed on time

% of employees above competence (and those below)

% of low performing employees (and for high performing)

% of employee with their performance decreased compared to last month (and increased)

 

 5.Employee loyalty metrics

 

Employee turnover (total staff as recruited/total staff as planned)

Rate of life cycles of employees (total time served in the company of all staff/total staff recruited)

 

6.Working time indicators

 % of total hours lost to absenteeismAverage overtime hours per person% of man days lost due to strikeTotal time lost by work lateLost time due to non-fatal accidents or accidents per year

 

 

7.HR efficiency metrics

 Sales turnover per employee (or Full Time Equivalent: FTE)Profits per employeeAdministration cost per employeeLabor cost as % of sales

 

 

8.Compensation KPIs

 

Salary rate / sales turnover

Cost rate of workers compensation

Cost rate of social insurance

Cost rate of medical insurance

Cost rate of benefits

Average income per employee by month

Average income per employee by hour

Average income per employee by position

 

9.Labor relation metrics

 

Number of emails issued

Number of staff briefing sessions conducted

Number of teams meetings

Number of unfair dismissal claims

Number of active flexible work agreements

 

 

10.Regulation compliance KPIs

 

Number of violation per year (by sector). Metric to split: small, medium, strong violation.

Costing lost by violation

Time lost by violation

Violation rate by department

 

 11.Employee satisfaction metrics

 

% average satisfaction (to be split by department, by position, by tenure, etc)

% average satisfaction by field (compensations and benefits, training, recognition, opportunities for development, leadership, work environment, personal relations, etc)

 

 

12.HR budget metrics

 

Average cost of recruitment per year

Average cost of recruitment per staff

Average cost of training per year

% training cost / sales turnover

Training cost per employee

Salary budget ratio / sales turnover

Health safety cost per year

Human resources cost per sales turnover

Compensation and benefit cost / sales turnover per year

 

 

13.Job leaving KPIs

 Job leaving ratio per yearJob leaving ratio per departmentAverage age of employees that retirePercentage of early retirementsAttitude of employee who leave job (satisfaction ratio with the following: salaries, benefits, work environment, opportunities for development, personal recognition, job, personal relations, etc)

 

 

14.Workforce metrics

 

Number of FTEs in HR

HR FTEs as % of total workforce (FTEs)

Percentage of outstanding employee probation reports.

Number of Full Time Employees

Number of Part Time Employees

Number of employees per age category (with pyramid)

Average length of service (current employees)

Average length of service (terminating employees)

% ratio of salaried staff to waged staff

From India, Mumbai
Unfortunately, huge lists of KPIs are useless. In particular such KPIs like turnover or time to hire cannot be used. I\'ve discussed this in my articles.
Basically, what we deal with in KPIs overload. Here my thoughts on how one could design better HR KPIs: http://www.bscdesigner.com/hr-kpi-excessive-measurement.htm

From India, Chennai
Hi, Sfkmujahid!
Here is a long article with HR KPIs: KPIs for HR produce the excessive measurement problem that will give you an idea about what HR KPIs you should and should not use and why.
Be ware of long lists of HR KPIs, they have nothing to do with actual performance management, they are just measure that are not aligned with any expected result.

From Spain, Rubí
I agree with SANGEETHA_07 above, just presenting a list of KPI's is not a very effective way to answer this question. I would go further, even a list of KPIs with descriptions is not going to help.
There is no substitute for doing the job properly. KPIs should be specific to the needs of the company, division or department. In this case, applying a bunch of standard HR KPIs will not be effective. The work needs to be done to determine what the Objectives of the HR department are and only then describe how the success of the objectives will be measured through the use of KPIs.
This process fully described in the white paper "Developing Meaningful Key Performance Indicators" which can be found at www.intrafocus.com/key-performance-indicators

From United Kingdom, Southampton

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