Number of business entity employees per FTE that performs the process group "redeploy and retire employees"

This measure calculates the number of business entity employees per full-time equivalent (FTE) employee that performs the process group "redeploy and retire employees," which consists of promotion/demotion/transfer processing, separation/retirement process, leave of absence administration, employee outplacement, and relocation. It is part of a set of Staff Productivity measure that helps companies assess the efficiency of their staff related to the process "redeploy and retire employees."

Benchmark Data


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Measure Category:
Staff Productivity
Measure ID:
Total Sample Size:
4,394 All Companies
Key Performance

Compute this Measure

Units for this measure are employees.

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Number of business entity employees / Number of FTEs who perform the process group "redeploy and retire employees"

Key Terms

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FTE - (full-time equivalent employee)

To calculate the number of full-time equivalents employed during the year for each respective process or activity, you must prorate the number of employees and the hours spent performing each process/activity. Assume that a full-time worker represents 40 hours per week. Provide the average number of full-time equivalents employed during the year for each respective process. Include full-time employees, part-time employees, and temporary workers hired during peak demand periods. Allocate only the portion of the employee's time that relates to or supports the activities identified for an applicable process. Prorate management and secretarial time by estimating the level of effort in support of each activity, by process.

For example, a part-time secretary in the finance department for XYZ, Inc. charges all of his time to finance department activities. He works 20 hours per week. The secretary splits his time evenly supporting employees working in the general accounting process and the financial reporting process. Thus, his time should be allocated by process. So, if he works throughout the year and supports these two processes, his time would be split evenly as:

20hrs/40hrs = .5FTE * 50% for general accounting = .25FTE for general accounting

20hrs/40hrs = .5FTE * 50% for financial reporting = .25FTE for financial reporting

Staff Productivity

Staff Productivity is a measure of the efficiency of individuals performing specific processes. Measures in staff productivity generally relate the transaction volume or outcome of the process with the effort in terms of full time equivalent employees to perform the process.


The metric value which represents the 50th percentile of a peer group. This could also be communicated as the metric value where half of the peer group sample shows lower performance than the expressed metric value or half of the peer group sample shows higher performance than the expressed metric value.

Full-time Employee, Part-time Employee, and Temporary Employee

Full-time Employee

For the purpose of this survey, a regular full-time employee is hired for an indefinite period of time and is normally scheduled to work forty hours per week. Appointment is continuous, subject to satisfactory performance and availability of funding.

Part-time Employee

For the purpose of this survey, a regular part-time employee is hired for an indefinite period of time and is scheduled to work less than forty hours per week.

Temporary Employee

A temporary employee is employed for a finite period of time, to fulfill a time-limited role, or to fill the role of a permanent employee who is absent from work. The length of time an employee can work for the organization and be considered a temporary employee may be governed by employment legislation.

Business Entity

For survey purposes, a business entity is defined as an entity that:

  1. performs significant aspects of the processes for the surveys identified, or
  2. is part of a cost or revenue center within the company.

Within your organization, diverse departments may be geographically co-located, with closely integrated operations that form part of one "business entity" which may be a great distance apart. When trying to determine if related parts of your operation should be considered a single business entity, look for the following characteristics:

  • Do they operate closely together?
  • Do they serve many of the same customers?
  • Do they support the same region or product group?
  • Do they share any performance measures?
  • Is data meaningful at a consolidated level?

Examples of business entity definition:

  1. A general ledger accounting unit located in Germany has two groups. One performs general ledger accounting for the corporate headquarters, which has three business units. The other group does general ledger accounting for one of the three business units. In spite of their geographic co-location, their roles are substantially different and consolidating their data into a single response would make it less meaningful. Each group should be treated as a separate business entity.
  2. Three business units within a corporation use a shared services center for accounts payable and expense reimbursement, but are self-supporting for the other financial processes. The best approach is to make the shared services centre a separate business entity for accounts payable and expense reimbursement, and to retain the three original business units for the other financial processes.
  3. A global manufacturing company has five plant locations, each manufacturing product and each with its own logistics operations. For purposes of completing a manufacturing and logistics survey, they should be treated as five separate business entities.

Measure Scope

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Cross Industry (7.3.0)

  • 7.6.1 - Manage promotion and demotion process (10512) - Administering the process of promoting and demoting employees. Design a system for advancing or demoting an employee's rank or position. Leverage techniques such as horizontal promotion, vertical promotion, dry promotion, and involuntary/voluntary demotion.
  • 7.6.2 - Manage separation (10513) - Managing the process of employee separation, including resignations, discharges, and layoffs. Inform the employee of the termination. Complete paperwork for continuation of benefits.
  • 7.6.3 - Manage retirement (10514) - Managing and administering instances where a person stops employment completely.
  • 7.6.4 - Manage leave of absence (10515) - Managing the period of time that an employee must be away from their primary job, while maintaining the status of employee (i.e., paid and unpaid leave of absence but not vacations, holidays, hiatuses, sabbaticals, and work-from-home programs).
  • 7.6.5 - Develop and implement employee outplacement (10516) - Helping former employees transition to new jobs or to re-orient themselves in the job market. Deliver help through one-on-one sessions or in a group format. Provide guidance in career evaluation, resume writing, interview preparation, developing networks, and job searching.
  • 7.6.6 - Manage workforce scheduling (20132) - Organizing the workforce so that all positions are covered for all shifts with the necessary skilled resources in place. Have a system in place to backfill positions while an employee is on leave.
    • - Receive required resources/skills and capabilities (20133) - Obtaining resources necessary to fill a position utilizing specific skills and capabilities.
    • - Manage resource deployment (10517) - Allocating employees. Deploy personnel to ensure that the labor of the organization is continuously in an optimal relation to the jobs and organizational structure.
  • 7.6.7 - Relocate employees and manage assignments (17055) - Managing the relocation of employees in order to carry out assignments. Manage internal business processes to transfer employees, their families, and/or entire departments of a business to a new location.
    • - Manage expatriates (10520) - Managing foreign resources. Manage employees who are sent to live abroad for a defined time period, as well as non-native employees.