Research and development (R&D) FTEs as a percentage of total business entity FTEs

The measure calculates the percentage of total business full-time equivalent employees (FTEs) that are specifically dedicated to research and development (R&D). Research is a planned search and exploration for discovering new knowledge; development translates research findings and other knowledge into a plan/design for new products, services, or processes, or a plan/design for significantly improving existing products. This Supplemental Information measure is intended to help companies evaluate additional variables related to the function "Develop and Manage Products and Services".

Benchmark Data

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Measure Category:
Supplemental Information
Measure ID:
102462
Total Sample Size:
435 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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(Number of FTEs who perform research and development (R&D) / Number of business entity FTEs) * 100.0

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

Process efficiency

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.

Business Entity

For survey purposes, a business entity is defined as an entity that:

  1. performs significant aspects of the processes for the surveys identified, or
  2. is part of a cost or revenue center within the company.

Within your organization, diverse departments may be geographically co-located, with closely integrated operations that form part of one "business entity" which may be a great distance apart. When trying to determine if related parts of your operation should be considered a single business entity, look for the following characteristics:

  • Do they operate closely together?
  • Do they serve many of the same customers?
  • Do they support the same region or product group?
  • Do they share any performance measures?
  • Is data meaningful at a consolidated level?

Examples of business entity definition:

  1. A general ledger accounting unit located in Germany has two groups. One performs general ledger accounting for the corporate headquarters, which has three business units. The other group does general ledger accounting for one of the three business units. In spite of their geographic co-location, their roles are substantially different and consolidating their data into a single response would make it less meaningful. Each group should be treated as a separate business entity.
  2. Three business units within a corporation use a shared services center for accounts payable and expense reimbursement, but are self-supporting for the other financial processes. The best approach is to make the shared services centre a separate business entity for accounts payable and expense reimbursement, and to retain the three original business units for the other financial processes.
  3. A global manufacturing company has five plant locations, each manufacturing product and each with its own logistics operations. For purposes of completing a manufacturing and logistics survey, they should be treated as five separate business entities.

Measure Scope

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Cross Industry (7.3.1)

  • 2.1 - Govern and manage product/service development program (19696)
    • 2.1.1 - Manage product and service portfolio (10061)
      • 2.1.1.1 - Evaluate performance of existing products/services against market opportunities (10063)
      • 2.1.1.2 - Confirm alignment of product/service concepts with business strategy (10066)
      • 2.1.1.3 - Prioritize and select new product/service concepts (10074)
      • 2.1.1.4 - Plan and develop cost and quality targets (10073)
      • 2.1.1.5 - Specify development timing targets (10075)
      • 2.1.1.6 - Plan for product/service offering modifications (10076)
    • 2.1.2 - Manage product and service life cycle (10067)
      • 2.1.2.1 - Develop plan for new product/service development and introduction/launch (16824)
      • 2.1.2.2 - Introduce new products/services (10077)
      • 2.1.2.3 - Retire outdated products/services (10078)
      • 2.1.2.4 - Identify and refine performance indicators (10079)
      • 2.1.2.5 - Conduct post launch review (11423)
        • 2.1.2.5.1 - Carry out post launch analytics to test the acceptability in the market (19646)
        • 2.1.2.5.2 - Review market performance (11424)
        • 2.1.2.5.3 - Review effectiveness of supply chain and distribution network (11425)
        • 2.1.2.5.4 - Apply data and analytics to review supply chain methodologies (19647)
        • 2.1.2.5.5 - Review quality and performance of the product/service (11426)
        • 2.1.2.5.6 - Conduct financial review (11427)
        • 2.1.2.5.7 - Conduct new product development process assessment (11428)
    • 2.1.3 - Manage patents, copyrights, and regulatory requirements (19985)
      • 2.1.3.1 - Conduct mandatory and elective reviews (19941)
      • 2.1.3.2 - Review infringement of patents and copyrights (16826)
      • 2.1.3.3 - Determine patent and copyright needs (16827)
      • 2.1.3.4 - Define product technical documentation management requirements (19697)
      • 2.1.3.5 - Manage regulatory requirements (12771)
        • 2.1.3.5.1 - Train employees on appropriate regulatory requirements (12772)
        • 2.1.3.5.2 - Maintain records for regulatory agencies (12773)
        • 2.1.3.5.3 - Manage regulatory submission life cycle (12776)
    • 2.1.4 - Manage product and service master data (11740)
      • 2.1.4.1 - Manage materials master lists (11741)
      • 2.1.4.2 - Manage bills of material (11742)
      • 2.1.4.3 - Manage routings (11743)
      • 2.1.4.4 - Manage specifications (11744)
      • 2.1.4.5 - Manage drawings (11745)
      • 2.1.4.6 - Manage product/material classification (11746)
      • 2.1.4.7 - Develop and maintain quality/inspection documents (11747)
      • 2.1.4.8 - Maintain process specification data (11748)
      • 2.1.4.9 - Manage traceability data (11749)
      • 2.1.4.10 - Review and approve data access requests (11750)
  • 2.2 - Generate and define new product/service ideas (19698)
    • 2.2.1 - Perform discovery research (10065)
      • 2.2.1.1 - Identify new technologies (10070)
      • 2.2.1.2 - Develop new technologies (10071)
      • 2.2.1.3 - Assess feasibility of integrating new leading technologies into product/service concepts (10072)
    • 2.2.2 - Generate new product/service concepts (19669)
      • 2.2.2.1 - Gather new product/service ideas and requirements (19986)
      • 2.2.2.2 - Analyze new product/service ideas and requirements (19987)
      • 2.2.2.3 - Evaluate new product/service inputs and requirements (19988)
      • 2.2.2.4 - Formulate new product/service concepts (19989)
      • 2.2.2.5 - Identify potential improvements to existing products and services (10068)
    • 2.2.3 - Define product/service development requirements (19990)
      • 2.2.3.1 - Define product/service requirements (11331)
        • 2.2.3.1.1 - Define basic functional requirements (19991)
        • 2.2.3.1.2 - Derive interoperability requirements for products and services (16808)
        • 2.2.3.1.3 - Derive safety requirements for products and services (16809)
        • 2.2.3.1.4 - Derive security requirements for products and services (16810)
        • 2.2.3.1.5 - Derive regulatory compliance requirements (16811)
        • 2.2.3.1.6 - Derive requirements from industry standards (16812)
        • 2.2.3.1.7 - Develop user experience requirements (19992)
        • 2.2.3.1.8 - Derive ‘services-as-a-product’ offering (16814)
      • 2.2.3.2 - Define post launch support model (16815)
      • 2.2.3.3 - Identify product/service bundling opportunities (17389)
  • 2.3 - Develop products and services (10062)
    • 2.3.1 - Design and prototype products and services (19993)
      • 2.3.1.1 - Assign resources to product/service project (10083)
        • 2.3.1.1.1 - Identify requirements for product/service design/development partners (19994)
      • 2.3.1.2 - Prepare high-level business case and technical assessment (10084)
      • 2.3.1.3 - Develop product/service design specifications (10085)
      • 2.3.1.4 - Develop user experience design specifications (16813)
      • 2.3.1.5 - Provide warranty-related recommendations (16817)
      • 2.3.1.6 - Document design specifications (10086)
      • 2.3.1.7 - Conduct mandatory and elective external reviews (10087)
      • 2.3.1.8 - Design products/services (19995)
        • 2.3.1.8.1 - Design for manufacturing (16819)
        • 2.3.1.8.2 - Design for product servicing (16820)
        • 2.3.1.8.3 - Design for re-manufacturing (16821)
        • 2.3.1.8.4 - Review product troubleshooting methodology (16822)
        • 2.3.1.8.5 - Design and manage product data, design, and bill of materials (16818)
        • 2.3.1.8.6 - Design for product upgrades (16823)
      • 2.3.1.9 - Build prototypes/proof of concepts (10088)
      • 2.3.1.10 - Develop and test prototype production and/or service delivery process (10098)
      • 2.3.1.11 - Eliminate quality and reliability problems (10089)
      • 2.3.1.12 - Conduct in-house product/service testing and evaluate feasibility (10090)
      • 2.3.1.13 - Identify design/development performance indicators (10091)
      • 2.3.1.14 - Collaborate on design with suppliers and external partners (10092)
    • 2.3.2 - Test market for new or revised products and services (19996)
      • 2.3.2.1 - Prepare detailed market study (10093)
      • 2.3.2.2 - Conduct customer tests and interviews (10094)
      • 2.3.2.3 - Finalize product/service characteristics and business cases (10095)
      • 2.3.2.4 - Finalize technical requirements (10096)
    • 2.3.3 - Prepare for production/service delivery (19997)
      • 2.3.3.1 - Design and obtain necessary capabilities/materials and equipment (10099)
      • 2.3.3.2 - Identify requirements for changes to manufacturing/delivery processes (10097)
      • 2.3.3.3 - Request engineering/process change (11418)
      • 2.3.3.4 - Install and validate production/service delivery process (10100)
        • 2.3.3.4.1 - Monitor initial production runs (11417)
      • 2.3.3.5 - Validate launch procedures (19998)