Personnel cost to perform the process "evaluate and manage financial performance" per process FTE

This measure calculates personnel cost per process full-time equivalent (FTE) employee to perform the process "evaluate and manage financial performance," which involves developing and evaluating a framework for the internal and external business environment by qualifying the resources and investment costs in relation to profitability expectations for the current and anticipated market, customers, and product portfolios. Personnel cost refers to employee salaries/wages, bonuses, benefits, etc. This measure is part of a set of Cost Effectiveness measures that help companies understand all cost expenditures related to the process "evaluate and manage financial performance."

Benchmark Data

Lock

Sorry! Not all users have access to all of our resources. Question mark icon

Want to unlock access to all of our resources?

Learn about Membership icon--arrow--right

Measure Category:
Cost Effectiveness
Measure Id:
102921
Total Sample Size:
1,801 All Companies
Performers:
25th
Median
75th

Compute this Measure

Units for this measure are dollars. Lower values are better.

Back to Top

Personnel cost to perform the process "evaluate and manage financial performance" / Number of FTEs who perform the process "evaluate and manage financial performance"

Key Terms

Back to Top

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

Personnel Cost

Personnel cost is the cost associated with personnel compensation and fringe benefits of employees (i.e., those classified as FTEs which includes both full-time and salaried/hourly employees) contributing to each respective process. Personnel cost should include all of the following costs.

Employee Compensation: Includes salaries and wages, bonuses, overtime and benefits.

Fringe: Includes contributions made towards the employees' government retirement fund, workers compensation, insurance plans, savings plans, pension funds/retirement plans, and stock purchase plans. This should also include special allowances, such as relocation expenses and car allowances.

Cost Effectiveness

Cost effectiveness measures are those in which two related variables, one of which is the cost and one of which is the related outcome related to the expenditure are used to determine a particular metric value.

Median

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.

Measure Scope

Back to Top

Cross Industry (7.2.1)

  • 9.1.4.1 - Assess customer and product profitability (10782) - Studying product demand and targeted customer preferences. Study customers' demands or preferences after deducting the cost of delivering the final product.
  • 9.1.4.2 - Evaluate new products (10783) - Checking demand about a specific product by a customer segment. Conduct a detailed study--or research a customer behavior or preference for a product--in order to determine its production and profitability in a specific market.
  • 9.1.4.3 - Perform life cycle costing (10784) - Determining the cost of delivering an end product at different stages of production. Study the total life cycle of a product/process to determine how much revenue and production cost will be incurred at every stage in order to make strategic decisions.
  • 9.1.4.4 - Optimize customer and product mix (10785) - Creating the best fit between a product and the end user. Maximize the customer base by providing different products in the market.
  • 9.1.4.5 - Track performance of new-customer and product strategies (10786) - Observing the behavior of a new set of customers for different products. Prepare strategies to improve sales and profits.
  • 9.1.4.6 - Prepare activity-based performance measures (10787) - Evaluating performance based on different sets of activities created by management to measure performance.
  • 9.1.4.7 - Manage continuous cost improvement (10788) - Conducting activities to improve cost distribution regularly. Follow or adopt different ways of reducing costs.