Number of FTEs that perform the process group "manage employee on-boarding, development, and training" per $1 billion revenue

This measure calculates number of full-time equivalent employees (FTEs) that perform the process group "manage employee on-boarding, development, and training" per $1 billion revenue. The Process group "manage employee on-boarding, development, and training" includes [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.]. This Process Efficiency measure is intended to help companies minimize waste and refine resource consumption related to the process group "Manage employee on boarding, development, and training".

Benchmark Data

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Measure Category:
Process Efficiency
Measure ID:
106171
Total Sample Size:
3,588 All Companies
Performers:
25th Median 75th
- - -
Key Performance Indicator:
Yes

Sample image showing interactive filters for more detailed measure peer group data and an interactive graph.

Compute this Measure

Units for this measure are FTEs.

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Number of FTEs that perform the process group "manage employee on-boarding, development, and training" / (Total business entity revenue * 0.000000001)

Key Terms

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Total annual revenue is net proceeds generated from the sale of products or services. This should reflect the selling price less any allowances such as quantity, discounts, rebates and returns. If your business entity is a support unit and therefore does not directly generate revenue, then provide the revenue amount for the units you support. For government/non-profit organizations, please use your non-pass-through budget. For insurance companies the total annual revenue is the total amount of direct written premiums, excluding net investment income. Note: Business entity revenue needs to only include inter-company business segment revenue when the transactions between those business segments are intended to reflect an arm's length transfer price and would therefore meet the regulatory requirements for external revenue reporting.

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

Process efficiency represents how well a process converts its inputs into outputs. A process that converts 100% of the inputs into outputs without waste is more efficient than one that converts a similar amount of inputs into fewer outputs.

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

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.

Measure Scope

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Cross Industry (7.4)

  • 7.3.1 - Manage employee orientation and deployment (10469)
    • 7.3.1.1 - Create/maintain employee onboarding program (10474)
      • 7.3.1.1.1 - Develop employee induction program (10477)
      • 7.3.1.1.2 - Maintain/Update employee induction program (10478)
    • 7.3.1.2 - Evaluate the effectiveness of the employee onboarding program (11243)
    • 7.3.1.3 - Execute onboarding program (17050)
  • 7.3.2 - Manage employee performance (10470)
    • 7.3.2.1 - Define employee performance objectives (10479)
    • 7.3.2.2 - Review employee performance (21434)
    • 7.3.2.3 - Manage employee performance (21435)
    • 7.3.2.4 - Evaluate and review performance program (10481)
  • 7.3.3 - Manage employee career development (10472)
    • 7.3.3.1 - Define employee development guidelines (10487)
    • 7.3.3.2 - Develop employee career plans and career paths (10488)
    • 7.3.3.3 - Manage employee skill and competency development (17051)
  • 7.3.4 - Develop and train employees (10473)
    • 7.3.4.1 - Align employee with organization development needs (10490)
    • 7.3.4.2 - Define employee competencies and skills (16940)
    • 7.3.4.3 - Align learning programs with competencies and skills (10491)
    • 7.3.4.4 - Establish training needs by analysis of required and available skills (10492)
    • 7.3.4.5 - Develop, conduct, and manage employee and/or management training programs (10493)
    • 7.3.4.6 - Manage examinations and certifications (20125)
      • 7.3.4.6.1 - Liaise with external certification authorities (20126)
      • 7.3.4.6.2 - Administer certification tests (20127)
      • 7.3.4.6.3 - Appraise experience qualifications (20128)
      • 7.3.4.6.4 - Administer certificate issue and maintenance (20129)
    • 7.3.4.7 - Monitor and evaluate learning programs (21436)