Percentage of FTEs who perform the process group "develop and manage human resources (HR) planning, policies, and strategies" who perform the process "develop and implement human resource plans"

This measure calculates the percentage of "develop and manage human resources (HR) planning, policies, and strategies" full-time equivalent employees (FTEs) who perform the process "develop and implement human resource plans," which involves planning for the workforce, compensation, succession, and employee benefits; developing an employee diversity plan; developing/administering HR programs and policies; and developing strategies for HR systems, tools, and technologies. It is a Supplemental Information measure that helps companies evaluate additional variables not covered elsewhere for the "develop and implement human resources plans" process.

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Measure Category:
Supplemental Information
Measure ID:
106250
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 (HR) planning, policies, and strategies" who perform the process "develop and implement human resource plans"

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.

Measure Scope

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Cross Industry (6.0.0)

  • 6.1.2.1 - Gather skill requirements according to corporate strategy and market environment (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.
  • 6.1.2.2 - Plan employee resourcing requirements per unit/organization (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.
  • 6.1.2.3 - Develop compensation plan (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.
  • 6.1.2.4 - 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.
  • 6.1.2.5 - Develop employee diversity 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.
  • 6.1.2.6 - 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.
  • 6.1.2.7 - 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.
  • 6.1.2.8 - Administer HR policies (10430) - Ensuring rules and regulations are followed and are flexible enough to accommodate indispensable deviations.
  • 6.1.2.9 - 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.
  • 6.1.2.10 - 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.
  • 6.1.2.11 - Develop work force 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.