Percentage of FTEs who perform the process group "develop and manage human resources planning, policies, and strategies" who perform the process "develop human resources strategy"

This measure calculates the percentage of "develop and manage human resources planning, policies, and strategies" full-time equivalent employees (FTEs) who perform the process "develop human resources strategy," which involves identifying strategic HR needs, defining HR and business function roles and accountabilities, determining HR costs, establishing HR measures, and communicating HR strategy. It is a Supplemental Information measure that helps companies evaluate additional variables not covered elsewhere for the "develop human resources strategy" process.

Benchmark Data

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Measure Category:
Supplemental Information
Measure ID:
106249
Total Sample Size:
68 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 FTEs who perform the process group "develop and manage human resources planning, policies, and strategies" who perform the process "develop human resources strategy"

Key Terms

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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 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.

Measure Scope

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Cross Industry (6.0.0)

  • 6.1.1.1 - Identify strategic HR needs (10418) - Strategically defining the current and future needs for developing an efficient HR strategy.
  • 6.1.1.2 - 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.
  • 6.1.1.3 - 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.
  • 6.1.1.4 - 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.
  • 6.1.1.5 - 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.