# Number of business entity employees per HR function FTE

This measure calculates the number of business entity employees (temporary, part-time, and full-time headcount) per human resources (HR) function full-time equivalent (FTE). It is part of a set of Staff Productivity measures that help companies assess the efficiency of their staff related to the process "develop and manage human capital."

## Benchmark Data

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Measure Category:
Staff Productivity
Measure ID:
100943
Total Sample Size:
3,066 All Companies
Performers:
25th
-
Median
-
75th
-
Key Performance
Indicator:
Yes

## Compute this Measure

Units for this measure are employees.

`Number of business entity employees / Number of FTEs who perform the function "develop and manage human capital"`

## Key Terms

#### 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.

#### Median

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.

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

#### Cross Industry (7.3.0)

• 7.1 - Develop and manage human resources (HR) planning, policies, and strategies (17043) - Creating strategies for the HR function. Create and implement strategies for managing the work force. Supervise and enhance the strategies, plans, and policies supporting the HR function. Developing models for managing competency levels of the HR of the organization.
• 7.1.1 - Develop human resources strategy (20958) - Creating a long-term plan to associate human resource requirements with the strategic goals of the company to ensure that there is enough qualified staffing to achieve those goals, to maintain competitive advantage and to reduce employee turnover.
• 7.1.1.1 - Identify strategic HR needs (10418) - Strategically defining the current and future needs for developing an efficient HR strategy.
• 7.1.1.2 - Define HR and business function roles and accountability (10419) - Outlining the charge and duty of the HR function by defining its responsibility areas, as well as ensuring its accountability. Establish the HR function by laying out the roles and responsibilities for this function and the rules and regulations guiding HR. Define the goals and objectives of the HR, as well as a mission and vision for this function. Create a mechanism involving a set of policies, code of conduct, and institutional procedure to ensure HR accountability.
• 7.1.1.3 - Determine HR function roles and structure (21430) - Establishing the roles that are required to execute the HR function. This process also examines the organizational structure required to support the organization.
• 7.1.1.4 - Determine HR delivery model (21431) - Determining how an organization's human resources department offers services to and interacts with employees.
• 7.1.1.5 - Determine HR costs (10420) - Ascertaining the costs and expenses of the HR function. Identify and report HR investments using, for example, a cost approach or a present value of future earnings approach.
• 7.1.1.6 - Establish HR measures (10421) - Evaluating the performance of HR function. Lay out the course of HR procedures that would formulate a plan of action needed to fulfill strategic HR needs. Deploy measures such as hiring policies, leave management, internal code of conducts, and compensation structure.
• 7.1.1.7 - Communicate HR strategies (10422) - Conveying the strategies of HR function to employees and management. Effectively explain the vision, plans, and anticipated benefits of the HR strategy employees, as well as the public. Develop statements and messages that are easy to read, informative, and relevant to the audience.
• 7.1.1.8 - Develop strategy for HR systems/technologies/tools (10432) - Creating a strategy for the use of systems/technologies/tools in operating the HR function. Create a strategy concerning the use and utility of HR support tools and technologies. Decide what specific tools to use and in what quantity. Determine the levels of technology required for the HR management.
• 7.1.1.9 - Manage employer branding (20606) - Creating, maintaining and communicating company's reputation and values to keep current employees and attract potential hires.
• 7.1.1.10 - Manage job families and positions (21432) - Overseeing a group of similar individual or teams with similar education, skills, training, or experience.
• 7.1.2 - Develop and implement workforce strategy and policies (17045) - Creating and executing strategies and policies for smooth administration of work force. Determine and gather skill requirements. Plan the requirements for employee resourcing per unit. Create compensation, succession, HR program, and employee diversity plans. Develop and administer policies for HR. Develop benefits for employees. Create models for work force strategies.
• 7.1.2.1 - Perform workforce planning (10423) - Evaluating the current and future skill requirements of the organization with regard to the overall corporate strategy of the organization and market conditions. Identify and establish the minimum skills needed for the requisite HR needs.
• 7.1.2.2 - Perform operational workforce planning (10424) - Determining the requirements for employees and the need for employee resourcing for each every unit/function. Lay out a plan detailing employee resourcing requirements of individual functions and the organization as a whole.
• 7.1.2.3 - Develop compensation strategy (10425) - Designing a plan that specifies the combination of wages, salaries, and benefits the employees receive in exchange for work. Define the total amount of compensation, in addition to the manner in which the compensation is paid and the purposes for which employees can receive bonuses, salary increases, and incentives.
• 7.1.2.3.1 - Establish incentive strategy (10210) - Creating a scheme of awards and recognition for sales employees to promote a results-based culture. Create specific incentives to reach desired outcomes, such as landing key clients, growing the customer base, providing exceptional servicing, and increasing profit margins.
• 7.1.2.4 - Develop succession plan (10426) - Creating and implementing the plan for continuation of key positions within the organization. Identify internal people with the potential to fill key business leadership positions. Provide critical development experiences to employees who can move into important roles. Engage leaders to support the development of high-potential leaders.
• 7.1.2.5 - Develop high performers/leadership programs (16938) - Creating a program that incorporates incentives and compensation put forth by the organization to recognize high performing workers and excellence in leadership.
• 7.1.2.6 - Develop diversity, equity, and inclusion plan (10427) - Creating and implementing the plan for ensuring a diverse work force. Develop and hire employees with varying characteristics including, but not limited to, religious and political beliefs, gender, ethnicity, education, socioeconomic background, sexual orientation, and geographic location.
• 7.1.2.7 - Implement diversity, equity, and inclusion plan (21433) - Execution of diversity, equity, and inclusion plans within an organization. Often called a DEI plan.
• 7.1.2.8 - Design talent development program (11622) - Identifying skills, knowledge, and attributes that need enhancement in order to perform a job. Develop the appropriate training programs. These programs can be computer-based, classroom, or on-the-job training, etc.
• 7.1.2.9 - Design talent acquisition program (11623) - Developing a program to entice prospective resources to engage with the organization for a position of employment.
• 7.1.2.10 - Develop other HR programs (10428) - Creating HR programs and services such as employee engagements programs to promote positive employee behavior. Create a variety of programs and services to support employees' professional and personal needs at work and at home.
• 7.1.2.11 - Develop HR policies (10429) - Creating rules and regulations that govern the HR function. Develop a policy plan that serves as a guideline for setting rules and regulations that help in achieving the HR goals and objectives.
• 7.1.2.12 - Administer HR policies (10430) - Ensuring rules and regulations are followed and are flexible enough to accommodate indispensable deviations.
• 7.1.2.13 - Plan employee benefits (10431) - Planning benefits in kind (also called fringe benefits, perquisites, or perks). Include various types of non-wage compensations provided to employees in addition to normal wages or salaries.
• 7.1.2.14 - Develop workforce strategy models (10433) - Creating and implementing models for effectively strategizing the work force of the organization. Develop a model that specifies the organization's overall approach for maximizing the performance of its work force by defining the goals, objectives, and expectations of the work force. Manage all aspects of performance required for the work force to function, including recruitment, selection, retention, and professional development.
• 7.1.2.15 - Implement workforce strategy models (20122) - Implementing models for effectively strategizing the work force of the organization. Carry out all aspects of performance required for the work force to function, including recruitment, selection, retention, and professional development.
• 7.1.3 - Monitor and update strategy, plans, and policies (10417) - Supervising the HR strategy, plans, and policies in order to refurbish them whenever needed. Determine the performance of HR plans and policies by measuring the objective achievement rate and its contribution to the overall business strategy. Ensure that information about these plans and strategies is effectively communicated to various stakeholders. Incorporate any suggestions by these stakeholders when revising HR plans and policies.
• 7.1.3.1 - Measure realization of objectives (10434) - Determining the accomplishment of HR goals and objectives. Evaluate the effectiveness of the HR function by estimating the present rate of achievement of the established objectives. Use metrics to determine if the objectives are being realized. Leverage measures such as turnover, training, return on human capital, costs of labor, and expenses per employee.
• 7.1.3.2 - Measure contribution to business strategy (10435) - Determining the role of HR function in implementing the organizational strategy. Measure the correlation between the HR performance and the overall business strategy. Calculate the amount of contribution of the HR function to the overall business growth.
• 7.1.3.3 - Communicate plans and provide updates to stakeholders (10436) - Conveying the plans for HR function to stakeholders. Ensure that the HR plans and strategy are effectively communicated to the people who can affect or be affected by the organization's actions, objectives, and policies such as the creditors, shareholders, employees, and suppliers. Provide regular updates to these stakeholders to ensure effective communication.
• 7.1.3.4 - Review and revise HR plans (10438) - Reassessing the strategies, plans, and policies of the HR function, with the objective of revising them. Revisit the schematic plans for the HR function. Taking stock of any suggestions or feedback from the stakeholders, revamp the blueprint of HR strategies and plans.
• 7.1.4 - Develop competency management models (17046) - Creating and implementing the tools for managing the competency levels of HR. Design a model for integrating HR planning with business planning. Assess current HR capacity based on the competencies against the capacity needed to achieve the vision, mission, and business goals of the organization. Consider factors such as employee development, career path, compensation policies, and performance management.
• 7.2 - Recruit, source, and select employees (10410) - Determining and handling employee requirements. Recruit or source the candidates as per the requirements. Screen and select the most appropriate candidates. Take care of the newly hired and re-hired employees. Maintain records of information for all applicants.
• 7.2.1 - Manage employee requisitions (10439) - Handling the requirements for new employees. Create and open job requisitions by clearly defining the job descriptions. Post these requirements internally and externally, and modify them as appropriate. Manage the dates of the whole requisition process.
• 7.2.1.1 - Align staffing plan to work force plan and business unit strategies/resource needs (10445) - Creating a correspondence between the plan for hiring new employees and the desired employee requirements. Staff an adequate amount of people with the appropriate skills to effectively accomplish its legislative, regulatory, service, and production requirements.
• 7.2.1.2 - Develop and maintain job descriptions (10447) - Creating descriptions for job requisitions. Define the normal components of a job description, such as the overall position description with general areas of responsibility listed, essential functions of the job described with a couple of examples of each, required knowledge, skills, abilities, required education and experience, a description of the physical demands, and a description of the work environment.
• 7.2.1.3 - Open job requisitions (10446) - Developing specific job requisitions, and ensuring their accessibility. Create and open a job requisition to fill the vacant positions within the organization. Clearly describe the job title, department, fill date, and the requisite skills and qualifications for the job.
• 7.2.1.4 - Post job requisitions (10448) - Posting and advertising job descriptions. Display open job descriptions internally and externally. Use public portals, online portals, and websites to upload these requisitions in order for applications to be received.
• 7.2.1.5 - Modify job requisitions (10450) - Making the necessary alterations to job requisitions. Revamp or revise the job requisitions in case a position is filled or is not vacant anymore, as well as in case of any new openings. (It involves Manage the internal/external job posting websites [10449] to make the necessary changes.)
• 7.2.1.6 - Notify hiring manager (10451) - Informing and communicating with the hiring manager. Notify the manager responsible for the hiring process in cases of any new position openings or changes.
• 7.2.1.7 - Manage requisition dates (10452) - Determining and managing the dates for the employee requisition process.
• 7.2.2 - Recruit/Source candidates (10440) - Recruiting new candidates for deployment across various functional areas inside the organization. Select methods for sourcing new employees. Manage relationships with third-party agencies. Stage recruitment fairs and drives. Manage employee referral programs.
• 7.2.2.1 - Determine recruitment methods and channels (10453) - Defining the methods and channels for recruitments in order to maximize the amount of candidate availability. Use channels such as headhunting, job postings, job portals, networking websites, and media advertising. Choose from the various methods of recruitment such as internal/external third-party sourcing.
• 7.2.2.2 - Perform recruiting activities/events (10454) - Organizing and executing recruiting activities and events. Activities and events include on-campus hiring, refresher courses, information sessions, career fairs, etc. to increase the coverage of the sourcing in order to ensure that the most deserving and appropriate candidates are hired.
• 7.2.2.3 - Manage recruitment vendors (10455) - Establishing and maintaining relationships with recruitment vendors (suppliers). Create and maintain relationships with third-party agencies such as staffing and firms to expand. Use these relationships to implement the sourcing process effectively.
• 7.2.2.4 - Manage employee referral programs (17047) - Creating and managing a recruiting strategy where current employees are rewarded for referring qualified candidates for employment.
• 7.2.2.5 - Manage recruitment channels (17048) - Establishing and maintaining channels for recruiting. Extract the best out of every recruitment channel. Manage all the processes related to all the sourcing channels.
• 7.2.3 - Screen and select candidates (20123) - Evaluating and selecting potential employees through interviews, tests, etc.
• 7.2.3.1 - Identify and deploy candidate selection tools (10456) - Identifying and implementing tools for the selection of candidates. Recognize candidate selection tools such as screening, telephone interviews, hiring manager interviews, drug testing, and skills assessment. Effectively deploy these tools to check if the candidates fit in the workplace or not, as well as to ensure workplace safety.
• 7.2.3.2 - Interview candidates (10457) - Assessing the candidates by their performance in the interviews. Conduct HR interview, technical interview, hiring manager interview, etc. Understand the mindset of the candidate, and comprehend his/her personal and professional lives.
• 7.2.3.3 - Test candidates (10458) - Examining the candidates through tests. Prepare tools such as aptitude, technical, and grammar tests. Test the skills of the candidate through a written, oral, or computerized test.
• 7.2.3.4 - Select and reject candidates (10459) - Approving the deserving candidates, and rejecting the others. Examining the performance of candidates. Ensure candidates would fit well with the organization. (Assess performance from Interview candidates [10457] and Test candidates [10458].)
• 7.2.4 - Manage new hire/re-hire (10443) - Creating and making job offers to the selected candidates. Fairly negotiate the job offers. Agree on terms with the candidate to complete the hiring process.
• 7.2.4.1 - Draw up and make offer (10463) - Compiling job-related information for the selected candidates in order to make up a job. Include information about the job description, reporting relationship, salary, bonus potential, benefits, and vacation allotment.
• 7.2.4.2 - Negotiate offer (10464) - Negotiating an offer with selected candidates. Discuss the job offer with the candidate to ensure a mutual understanding.
• 7.2.4.3 - Hire candidate (10465) - Wrapping up the process for hiring candidates. Agree to all hiring terms and conditions. Have the candidate accept and sign the job offer.
• 7.2.5 - Manage applicant information (10444) - Creating and maintaining a system for managing the information of applicants. Create records for all candidates who apply. Maintain and track information through the use applicant-tracking systems.
• 7.2.5.1 - Obtain candidate background information (10460) - Conducting a background investigation on the candidates with the objective of looking up and compiling criminal, commercial, and financial records.
• 7.2.5.2 - Create applicant record (10466) - Creating and documenting the records of all applicants. Manage all individual applicants, including hires and non-hires. Maintain records to avoid any duplication and promote efficiency.
• 7.2.5.3 - Manage/track applicant data (10467) - Keeping track of all the information about the candidates who apply for jobs. Use applicant-tracking systems that can be accessed online as a central location and database for recruitment efforts.
• 7.2.5.3.1 - Complete position classification and level of experience (20124) - Identifying the requirements for the position to be filled. Determine the experience and skills necessary to perform the tasks outlined.
• 7.2.5.4 - Archive and retain records of non-hires (10468) - Retaining and storing the records of the candidates who were rejected and not hired to ensure future availability in case the need arises. Create a centralized repository of profiles. Label these records in order to readily identify them. Add remarks for any future consideration.
• 7.3 - Manage employee onboarding, training, and development (20599) - Assisting employees in developing their capabilities, and providing them counseling services. Handle the orientation and deployment of the employees. Administer the performance of employees. Administer the development and enhancement of the employees. Provide training and development programs for employees.
• 7.3.1 - Manage employee orientation and deployment (10469) - Creating and maintaining various employee on-boarding programs typically known as induction programs in order to ensure that the new employees are effectively introduced to the organization and its existing employees. Examine and evaluate the performance of these induction programs. Execute these programs on the ground level.
• 7.3.1.1 - Create/maintain employee onboarding program (10474) - Creating and maintaining a mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Conduct formal meetings, lectures, videos, printed materials, and/or computer-based orientations to introduce newcomers to their new jobs and the organization.
• 7.3.1.1.1 - Develop employee induction program (10477) - Designing a program to systematically introduce newly hired employees to the organizational culture of the company.
• 7.3.1.1.2 - Maintain/Update employee induction program (10478) - Managing the orientation and training of new employees about the organizational culture of the company.
• 7.3.1.2 - Evaluate the effectiveness of the employee onboarding program (11243) - Assessing the performance and effectiveness of employee on-boarding program. Examine the performance of on-boarding program through feedback and reviews from the new employees. Create web and written forms. Obtain information through face-to-face discussions.
• 7.3.1.3 - Execute onboarding program (17050) - Bringing the employee on-boarding program into effect. Implement Create/Maintain employee on-boarding program [10474]. Conduct training sessions and employee engagement programs.
• 7.3.2 - Manage employee performance (10470) - Defining individual performance objectives. Review performance in order to provide appraisals. Evaluate the efficiency and effectiveness of the current performance program. Update it regularly.
• 7.3.2.1 - Define employee performance objectives (10479) - Outlining the objectives for employee performance. Establish key performance objectives and measures such as customer-focus objectives, financially focused objectives, and employee growth objectives.
• 7.3.2.2 - Review employee performance (21434) - Execution of employee reviews/performance on a frequent basis.
• 7.3.2.3 - Manage employee performance (21435) - Management of reviewing employee performance. This includes the tools that are used, the frequency of the reviews, and how the reviews are used within the organization.
• 7.3.2.4 - Evaluate and review performance program (10481) - Assessing and revamping performance programs, including the instruments used to measure employee performance standards. Review and upgrade these performance programs to avoid any deprivations and ensure effectiveness.
• 7.3.3 - Manage employee career development (10472) - Establishing employee development guidelines. Lay out career paths and plans for them. Manage the development of their skills to enhance their skills, ability, and knowledge.
• 7.3.3.1 - Define employee development guidelines (10487) - Outlining the guidelines for development of employees. Design development policies and procedures to identify areas of growth for employees, either in their current position or in preparation for future roles. Include topics related to knowledge and skill development.
• 7.3.3.2 - Develop employee career plans and career paths (10488) - Designing a future career path for the employees that encourages them to explore and gather information.
• 7.3.3.3 - Manage employee skill and competency development (17051) - Administering the development of employee skills. Conduct training, coaching and mentoring, job-rotation and cross training, lateral moves, etc.
• 7.3.4 - Develop and train employees (10473) - Creating a link between employee and organizational development needs. Conduct and manage employee training programs by considering the need and availability of these programs.
• 7.3.4.1 - Align employee with organization development needs (10490) - Aligning the needs of the employees to development needs.
• 7.3.4.2 - Define employee competencies and skills (16940) - Defining the skills, knowledge, abilities, and attributes needed to carry out a specific job.
• 7.3.4.3 - Align learning programs with competencies and skills (10491) - Aligning the learning programs with the core capabilities and competencies of the organization. Contextualize the training programs so that employees can expand their knowledge base and add new skills in line with the core competencies of the organization.
• 7.3.4.4 - Establish training needs by analysis of required and available skills (10492) - Determining the training necessitated by business processes, using an examination of skill sets that are needed by the organization and those already possessed. Examine the various skills required by individual employees. Design training in light of the availability of resources to provide specific segments of training.
• 7.3.4.5 - Develop, conduct, and manage employee and/or management training programs (10493) - Creating, implementing, and managing the programs for training employees. Create and design sessions on the basis of the needs and the availability of the skills. Conduct the sessions on the ground. Manage all aspects related to the training programs. Consider including literacy training, interpersonal skills training, technical training, problem-solving training, diversity or sensitivity training, etc.
• 7.3.4.6 - Manage examinations and certifications (20125) - Managing identified training programs for employees. Engage with industries to provide certifications, administer certification test, and maintain active certification.
• 7.3.4.6.1 - Liaise with external certification authorities (20126) - Coordinating with third party certification authorities to provide training and certifications for necessary skills.
• 7.3.4.6.2 - Administer certification tests (20127) - Providing tests to the workforce that will satisfy completion of certifications.
• 7.3.4.6.3 - Appraise experience qualifications (20128) - Ascertaining the experience level needed to qualify for a specific job or certification within the organization. Some certificates require practical experience as well as training programs.
• 7.3.4.6.4 - Administer certificate issue and maintenance (20129) - Administering certificates to all candidates that have successfully met experience qualifications, and passed all tests necessary to obtain the certificate.
• 7.3.4.7 - Monitor and evaluate learning programs (21436) - Oversight of the organization's learning programs. This process also includes the effectiveness of these programs.
• 7.4 - Manage employee relations (17052) - Assisting general management in developing, maintaining, and improving employee relationships. This is accomplished through communication, performance management, processing grievances, and/or dispute. Interpret and convey organizational policies.
• 7.4.1 - Manage labor relations (10483) - Managing labor relations, the collective bargaining process, and the relationships between the labor and management. Take care of employee grievances.
• 7.4.2 - Manage collective bargaining process (10484) - Managing any negotiations between an employer and a group of employees that determine the conditions of employment. Engage employees to reach agreements in regulating working conditions.
• 7.4.3 - Manage labor management partnerships (10485) - Handling partnerships between labor and management. Develop a lasting two-way relationship that is beneficial for the labor, management, and the organization.
• 7.4.4 - Manage employee grievances (10531) - Taking care or resolving any complaint raised by an employee by procedures provided for in a collective agreement, an employment contract, or by other mechanisms established by an employer.
• 7.4.5 - Understand legal and regulatory environment (21437) - Awareness of the employee legislature that is in place for the organization. The regulatory environment could include areas, regions, or countries.
• 7.5 - Reward and retain employees (10412) - Creating frameworks for rewarding and recognizing employees with the objective of retaining them. Create and manage programs for provision of rewards, recognition, and motivation. Manage and administer the benefits for employees. Help assist and retain employees. Administer payroll to employees.
• 7.5.1 - Develop and manage reward, recognition, and motivation programs (21438) - Managing and executing the programs required to reward, recognize, and retain employees.
• 7.5.1.1 - Develop salary/compensation structure and plan (10498) - Creating the framework for the provision of salary/compensation to employees. Break down the salary structure into different components such as fixed pay, variable pay, bonus, and allowances such medical allowance, and rent allowance, etc. Develop, adjust, and maintain a pay structure.
• 7.5.1.2 - Develop benefits and rewards plan (10499) - Developing a plan for provision of rewards, commission, and benefits to employees. Plan health benefits, retirement benefits, non-monetary benefits, etc.
• 7.5.1.3 - Perform competitive analysis of benefits and rewards (10500) - Analyzing and evaluating the organization's benefits and rewards plan. Compare/Benchmark the benefits and employees plan with other organizations to adhere to industry standard practices.
• 7.5.1.4 - Identify compensation requirements based on financial, benefits, and HR policies (10501) - Recognizing the employee requirements for compensation on the basis of the financial, benefits, and HR policies of the organization. Recognize individual compensation requirements regarding the financial policies of the organization. Consider the benefits plan and overall HR policies while selecting compensation requirements.
• 7.5.1.5 - Administer compensation and rewards to employees (10502) - Managing the provision of compensations and rewards to the employees while maintaining consistency with the compensation and benefits plan. Follow the compensation and benefits plan rigorously in order to avoid any discrepancies.
• 7.5.1.6 - Reward and motivate employees (10503) - Rewarding and stimulating the performance efforts of employees. Create methods for motivating employees. Spur extrinsic and intrinsic motivation.
• 7.5.1.7 - Review retention and motivation indicators (10510) - Reassessing the indicators for retention and motivation of employees. Monitor the indicators that signal the levels of motivation and retention. Regularly update and upgrade indicators to avoid depreciation and ensure high efficiency.
• 7.5.1.8 - Review compensation plan (10511) - Analyzing existing compensation plans and making changes necessary to continue to retain employees.
• 7.5.2 - Manage and administer benefits (10495) - Managing and ensuring benefits enrollment by the employees. Process any benefit claims made by the employees. Balance the estimated amount and entitled amount of benefits.
• 7.5.2.1 - Deliver employee benefits program (10504) - Implementing the programs that specify employee benefits, other than salary provided, such as those concerning medical care, death, and disability.
• 7.5.2.2 - Administer benefit enrollment (10505) - Handling the employee enrollment for obtaining benefits. Manage employee enrollment and eligibility. Encourage employees to enroll for benefits.
• 7.5.2.3 - Process claims (10506) - Processing any formal requests or demands made by the employees claiming that they have earned some benefits. Send the request further up the managerial hierarchy to ensure approval.
• 7.5.2.4 - Perform benefit reconciliation (10507) - Carrying out reconciliation of benefits delivered to employees. Compare the estimated benefit requirement made by the employee and the actual amount of benefits the employee is entitled to receive.
• 7.5.3 - Manage employee assistance and retention (21439) - Managing activities centered around delivering programs to support work/life balance for employees; developing family support systems; reviewing retention and motivation indicators; and reviewing compensation plans.
• 7.5.3.1 - Deliver programs to support work/life balance for employees (10508) - Designing programs that prompt proper balance between work (i.e., career and ambition) and lifestyle (i.e., health, pleasure, leisure, family, and spiritual development/meditation). Account for dependent care, flexible working arrangements, leaves of absence, on-the-job training, etc.
• 7.5.3.1.1 - Manage flexible working (21440) - Creation and execution of a plan that might allow for work from home days, or alternate hours.
• 7.5.3.2 - Develop family support systems (10509) - Creating a support structure that aligns with local and federal laws that allow for support for families. This could include things like maternity leave, care for a family member, or in some cases, extended sick leave.
• 7.5.4 - Administer payroll (10497) - Managing the sum of all financial records of salaries for an employee, including wages, bonuses, and deductions. Use a payroll management system to deal with the financial aspects of employees' salaries, allowances, deductions, gross pay, net pay, etc. Generate pay slips for a specific period.
• 7.6 - Redeploy and retire employees (10413) - Managing the reassignment and retirement of employees. Manage the process of employee promotion and demotion. Administer separation, retirement, and leaves of absence. Outplace employees. Deploy personnel. Relocate employees in order to manage assignments.
• 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.
• 7.6.6.1 - Receive required resources/skills and capabilities (20133) - Obtaining resources necessary to fill a position utilizing specific skills and capabilities.
• 7.6.6.2 - 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.
• 7.6.7.1 - 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.
• 7.7 - Manage employee information and analytics (17056) - Managing the employee reporting processes, employee inquiry process, employee information and data, and the HR information systems. Create and administer the employee metrics. Develop and handle the time and attendance systems. Refurbish the indicators for employee retention and motivation.
• 7.7.1 - Manage reporting processes (10522) - Providing information and reports regarding employees to management.
• 7.7.2 - Manage employee inquiry process (10523) - Handling instances where an employee believes that he/she has been inappropriately treated or he/she desires clarification. Encourage employees to inquire when needed. Record and clarify the issues for which the enquiry has been made.
• 7.7.3 - Manage and maintain employee data (10524) - Capturing and updating employee information and data and information on the employees.
• 7.7.4 - Manage human resource information systems HRIS (10525) - Administering and maintaining HR information systems that take care of activities related to HR, accounting, management, and payroll.
• 7.7.5 - Develop and manage employee measures (10526) - Creating and maintaining performance metrics for employees. Create and manage a strategic system of data and statistics to accurately gauge each employee's information. Consider productivity metrics, efficiency metrics, training metrics, etc.
• 7.7.6 - Develop and manage time and attendance systems (10527) - Developing and maintaining systems for managing the time and attendance of employees. Routinely upgrade the process and systems that track when employees start and stop work, the department where the work is performed, attendance in addition to tracking meals and breaks, the type of work performed, and the number of items produced.
• 7.7.7 - Develop workforce analytics (21441) - Understand, develop, and gather workforce data in support of stakeholder requirements.
• 7.7.7.1 - Determine stakeholder requirements (21442) - Collect and manage requirements from various enterprise stakeholders about workforce analytics.
• 7.7.7.2 - Identify research questions (21443) - Summarize stakeholder requirements into discrete research questions in support of workforce analytics.
• 7.7.7.3 - Select workforce analysis methodology (21444) - Consider stakeholder requirements, research questions, and organizations standards around research to select appropriate research methodology in support of workforce analytics.
• 7.7.7.4 - Identify workforce data sources (21445) - Identify appropriate data sources for workforce analytics data while considering organizational standards for data sources.
• 7.7.7.5 - Gather workforce data (21446) - Collect and procure, as needed, workforce data from internal and external data sources in support of workforce analytics.
• 7.7.8 - Implement workforce analytics (21447) - Transform, develop, and communicate workforce data into analytics in support of organizational requirements.
• 7.7.8.1 - Transform workforce analysis data (21448) - Logically and statistically validate collected or purchased data in support of analytics needs
• 7.7.8.2 - Develop insights into workforce analytics outcomes (21449) - Synthesize insights from workforce analytics data
• 7.7.8.3 - Communicate workforce analysis outcomes (21450) - Summarize, package, and distribute results of workforce analysis.
• 7.7.9 - Manage/Collect employee suggestions and perform employee research (10530) - Procuring and handling suggestions from employees, and performing research on employees. Manage and analyze the programs that help the organization to tap into employee ideas for improving the organization's processes and/or products. Use surveys, focus groups, and other data-gathering methods to find out the attitudes, opinions, and feelings of members of an organization.
• 7.8 - Manage employee communication (21451) - Creating an effective plan that initiates and promotes communication and engagement among the employees and between employees and management.
• 7.8.1 - Develop employee communication plan (10529) - Creating a plan for managing communication among employees. Inform employees of direction. Counter resistance with change management approaches. Seek specific areas of input to the decision-making process. Seek varying degrees of involvement and co-creation.
• 7.8.2 - Conduct employee engagement surveys (16944) - Questioning employees to ascertain overall workplace satisfaction.
• 7.8.3 - Deliver employee communications (10532) - Implementing the communication plan for employees. Initiate dialogues and engagement by monitoring the exchange of ideas and opinions, the development of personal relationships, etc.