Overhead and other cost to perform the process "manage employee relations" as a percentage of total process cost

This measure calculates the percentage of the total cost to perform the process "manage employee relations" that comes from overhead and other costs. Core components of this process include the policies and practices concerned with the management and regulation of relationships between the organization, the individual staff member, and groups of staff within the working environment. Overhead costs refer to those that an organization cannot identify as direct costs of performing a process; these include occupancy, facilities, utilities, and maintenance, etc. Other costs include costs other than personnel, equipment, material, systems, or outsourced costs (e.g., costs for supplies and office equipment, travel, training and seminars). This measure is part of a set of Supplemental Information measures that help companies evaluate additional variables not covered elsewhere for the "manage employee relations" process.

Benchmark Data

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Measure Category:
Supplemental Information
Measure ID:
104710
Total Sample Size:
564 All Companies
Performers:
25th Median 75th
- - -
Key Performance Indicator:
No

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Compute this Measure

Units for this measure are percent.

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(Percentage of total cost to perform the process "manage employee relations" allocated to internal costs * Percentage of internal cost to perform the process "manage employee relations" allocated to overhead and other costs) / 100

Key Terms

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Other Cost

Other costs are costs associated with the specified process, but not specifically covered in personnel cost, systems cost, overhead cost and outsourced cost in this questionnaire. These other costs include costs for supplies and office equipment, travel, training and seminars. Include the cost of telephones, except for that portion captured in systems cost.

Supplemental Information

Supplemental information is data that APQC determines is relevant to decision support for a specific process, but does not fit into the other measure categories such as cost effectiveness, cycle time, or staff productivity.

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.

Measure Scope

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Cross Industry (6.0.0)

  • 6.3.3.1 - Manage health and safety (10482)
  • 6.3.3.2 - Manage labor relations (10483) - Managing labor relations, the collective bargaining process, and the relationships between the labor and management. Take care of employee grievances.
  • 6.3.3.3 - 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.
  • 6.3.3.4 - 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.