Percentage of FTEs that perform the process group "reward and retain employees" that are senior management / executive level

This measure calculates percentage of full-time equivalent employees (FTEs) that perform the process group "reward and retain employees" that are senior management / executive level. Senior management/executive refers to the staffing category consisting of the highest-ranking officers and the managers below executives. These managers would typically have several managers reporting to them and have functional or business unit responsibility. Sample titles might include CxO, Executive vice president, Director, and Sr. Vice President. The Process group "reward and retain employees" includes [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.]. This Supplemental Information measure is intended to help companies evaluate additional variables related to the process group "Reward and retain employees".

Benchmark Data

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Measure Category:
Supplemental Information
Measure ID:
106198
Total Sample Size:
725 All Companies
Performers:
25th
- Median
- 75th
-
Key Performance
Indicator:
No

Compute this Measure

Units for this measure are percent.

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(Number of senior management/executive FTEs who perform the process group "reward and retain employees" / Number of FTEs who perform the process group "reward and retain employees") * 100

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

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 (7.3.0)

  • 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.