This measure projects the percentage of middle management/specialists (i.e. managers with budgetary and/or supervisory responsibility who report to senior management and/or line managers) that have succession planning processes in place. These processes ensure employees are recruited and developed to fill each key role within the company. This measure is part of a set of Process Efficiency measures that help companies optimize the performance of their "develop and manage human resources (HR) planning, policies and strategies" process by minimizing waste and refining resource consumption.
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Percentage of middle management/specialist employees with a formal succession planning process in place
Middle management/specialist refers to managers with budgetary and/or supervisory responsibility who report to senior management and/or line managers. Typically they would have supervisors and/or line managers report to them. This staff level also includes specialists. Sample titles might include functional vice president, function/department manager, and process/line manager.
Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Succession plans focus on key positions in the organization (often leadership positions but also critical positions that would put the organization at risk if left unfilled or if filled with under-qualified talent).
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.