人力资源管理考核指标

1、如何考核招聘经理Quality / Accuracy1. # of "superstar" hires in Productivity rates or error rates.2. Speed of promotions of hires.3. # of awards / recognition's of hires.4. 5. Dollar amount of bonuses / pay for performance of hires.5.# or % of qualifiedapplicants who exceedthe qualificationsof

2、our best currentemployees.6. # or % of hires who exceed the qualifications of our best current EE's.7. # or % of offers accepted.8. % of new hires involuntary terminated.9. % of unqualified applicants sent to managers.10. % of diverse applicants / hires.11. Accuracy of work force demand / supply

3、 forecasts.12. # or % of "Agile" hires (Multi-capable, flexible, "continuous learning individuals").13. # or % of top tier (top 1%) of college hires.14. Accuracy of pre-employment "tests" in predicting the quality of a hire.15. Accuracy of recruiters "assessments&q

4、uot; in predicting the quality of a hire.Quantity17. # of "offered" candidates lost to direct competitors.18. # OR % of all applicants that are qualified for the position.19. # of total responses to our recruiting efforts.20. # of recruits identified / referred per position.21. % (ratio) o

5、f referred applicants who are hired (hit rate)22. % of required / scheduled employment processes (references, interviews etc.) actually completed.23. # or % of hard to fill positions filled.24. # or % of EEO complaints / lawsuits.25. # of termination's of new hires within 6 months of hire (volun

6、tary and non-voluntary).26. # or % of internal placements.27. # of applicants in "Applicant Pool" available for "fast" hire.28. % or # of "non-active" job seekers (currently employed and not looking for a job) identified.29. % of recruitment sources evaluated and droppe

7、d for newer more effective sources (per year).30. # or % of hires from our "direct" competitors.Time or Speed31. Time to respond to initial requisition (response time).32. Time until resumes received.33. Time between receipt of resumes and time received by managers.34. Time to offer / hire

8、 (time to fill).35. Time until termination / tenure of new hires (months of tenure rate).36. Time required for new hire "break-in" / Training required by new hires.37. Average # of days each position is open.38. Speed to hire for critical / emergency positions.Customer Satisfaction(Applica

9、nts and Hiring Managers)39. % of applicants (both initial rejects and those selected for assessment) satisfied with the recruitment process.40. % of hires satisfied with the recruitment process.41. % of hiring managers satisfied with the recruitment process.42. % of satisfied applicants of internal

10、placements.43. Ranking of employment (by managers) as a contributor to meeting their goals / profitability.44. # of complaints or legal actions.45. The ranking of employment by managers (as a contributor to profitability) compared to all other "overhead functions" and compared to last year

11、s ranking.Money or Costs46. Starting salary of new hires (Compared to industry average or per unit/ $ of their productivity).47. $ spent on recruiting / per new hire (cost per hire).48. Relocation expenses per hire.49. % of total recruitment budget that is "variable" (not fixed) to allow f

12、or easy reductions during slow hire times.50. % of total budget (total administrative and/or HR) spent on employment.51. Lowest cost per unit of employment service (Ex : per reference check) than ourprimary competitors.Other Indications of Quality Employment Systems52. The extent to which each of ou

13、r employment that of our direct competitors.practices/systemsis superiorto53. Becoming an / the Employer of Choice (EoC) for our industry or region.54. Increased corporate "capability" as a result of strategic hiring.55. All employment systems use technology, require no formal training and

14、 are paper less.56. Managers can access the employment intranet 24 hours a day.57. All employment systems have international capabilities.58. Periodically tracks acceptance and turndown reasons / causes and uses them to continually improve our systems.59. All employment systems produce quality emplo

15、yment documentation.60. All employment systems continually evaluate the effectiveness of each individual recruiter, screener and employment system.61. It does comparisons of all of our employment data with last years, industry average, best in industry, our chief competitor in order to continually i

16、mprove.62. It continually increases the amount of time, priority and the extent of commitment(or "ownership") of line managers to the employment process.1. Organizational EffectivenessRevenue ÷Total FTERevenue FactorOperating Expense Total÷ FTEExpense Factor(RevenueOperatingExpen

17、se) Total÷ FTEIncome FactorRevenue(OperatingExpenseCompensation Cost + Benefit Cost* )Total FTE÷Human Capital Value AddedRevenue-(OperatingExpense-Compensation Cost+ Benefit Cost*)(Compensation÷Cost+Benefit Cost*)2. Human Resources (HR) StructureHR Expense PercentageHR FTE RatioHR Exp

18、ense ÷Operation ExpenseTotal FTE÷Total HR FTE÷Total HR FTEHR Investment FactorHR Separation RateHR Structure BreakdownHR Expense ÷Total FTEHR SeparationsHR÷ Head CountHR FTE by CategoryTotal÷ HRFTE3. CompensationCompensation Revenue PercentageCompensation Cost Revenue&#

19、247;Total Compensation Revenue Percentage(CompensationCost+BenefitCost*) Revenue÷Total Labor Cost Revenue Percentage(CompensationCost+BenefitCost*+Other Labor Cost)Revenue÷Compensation Expense PercentageCompensationCost ÷OperatingExpenseTotal Compensation Expense Percentage(Compensati

20、onCost+BenefitCost*) Operating÷ExpenseTotal Labor Cost Expense Percentage(CompensationCost+BenefitCost*+Other Labor Cost)Operating÷Compensation FactorCompensationCost ÷WorkforceHead CountSupervisor Compensation FactorSupervisorCompensationCost ÷Supervisor Head CountSupervisor Com

21、pensation PercentageSupervisorCompensationCost ÷Compensation CostExecutive Compensation FactorExecutiveCompensationCost ÷Executive Head CountExecutive Compensation PercentageExecutiveCompensationCost ÷Compensation Cost4. BenefitsBenefit Revenue PercentageBenefit CostRevenue÷Benef

22、it Expense PercentageBenefit CostOperating÷ExpenseBenefit Compensation PercentageBenefitCost ÷ CompensationCostHealth Care FactorMedical andMedicallyRelatedBenefit Cost÷Covered EmployeesWorkers Compensation FactorWorkersCompensation Cost ÷Workforce Head CountBenefit Cost Breakdow

23、nBenefitCost by Category ÷Benefit Cost5. SeparationsSeparation Rate(VoluntarySeparations+Involuntary Separations) Head Count÷Voluntary Separation RateVoluntarySeparations÷HeadCountInvoluntary Separation RateInvoluntarySeparations÷HeadCountVoluntary Separations by Length of Servic

24、eVoluntary Separations by Lengthof Service by Category Voluntary÷ Separations6. StaffingExternal Accession Rate(ExternalAddHires+ExternalReplacement Hires)Head÷ CountInternal Accession Rate(InternalAddHires+InternalReplacement Hires)Head÷ CountCollege Accession Rate(CollegeAddHires+Co

25、llegeReplacement Hires)Head÷ CountExternal Add RateExternal Add HiresHead÷ CountInternal Add RateInternal Add HiresHead÷ CountCollege Add RateCollege Add HiresHead÷ CountExternal Replacement RateExternalReplacementHires÷Head CountInternal Replacement RateInternalReplacementH

26、ires÷Head CountCollege Replacement RateCollegeReplacementHires÷Head CountExternal Cost per Hire(ExternalHiringCost ×1.1Factor)External÷HiresInternal Cost per Hire(InternalHiringCost ×1.1Factor)Internal÷HiresCollege Cost per Hire(CollegeHiringCost ×1.1Factor)College

27、÷HiresExternal Cost per Hire BreakdownExternalHiringCostbyCategory(External÷Hiring Cost1.1 Factor)×Internal Cost per Hire BreakdownInternalHiringCostbyCategory(Internal÷Hiring Cost1.1 Factor)×External Time to FillExternalDaystoFill÷ExternalHiresInternal Time to FillInte

28、rnalDaystoFill÷InternalHiresExternal Time to StartExternalDaystoFill÷ExternalHiresInternal Time to StartInternalDaysto Start÷InternalHiresExternal Hires Offer Acceptance RateExternalOffersAccepted÷External Offers ExtendedCollege Hires Offer Acceptance RateCollegeOffersAccepted

29、47;College Offers ExtendedSign-on Bonus PercentageTotalHiresReceiving Sign-onBonus ÷Total HiresSupervisor Sign-on Bonus PercentageSupervisorHiresReceivingSing-on Bonus Supervisor÷HiresExecutive Sign-on Bonus PercentageExecutiveHiresReceivingSing-on Bonus Executive÷HiresSign-on Bonus F

30、actorSign-on Bonus CostTotal÷ HiresReceiving Sign-on BonusSupervisor Sign-on Bonus FactorSupervisor Sign-onBonus Cost ÷Supervisor Hires Receiving Sign-on BonusExecutive Sign-on Bonus FactorExecutiveSign-onBonusCost ÷Executive Hires Receiving Sign-on Bonus7.Training and DevelopmentEmpl

31、oyees Trained PercentageEmployeesTrained÷TotalHeadCountTraining Cost FactorTotalTrainingCost ÷EmployeesTrainedTraining Cost PercentageTotalTrainingCost ÷OperatingExpenseTraining Investment FactorTotal TrainingCost ÷Total HeadCountTraining Staff RatioTotal FTETraining÷Staff F

32、TETraining Cost per HourTotalTrainingCost ÷ TotalTraining HoursInternal Staff Training Hours PercentageInternalStaffTrainingHoursProvided ÷Total Training HoursExternal Staff Training Hours PercentageExternalStaffTrainingHoursProvided ÷Total Training Hours人力资源指数8.组织效率销售额÷总成本营运效率营运成本÷总成本费用率（销售额营运成本）÷总成本收入指数（销售额（营运成本薪酬福利成本）÷总成本人力资源指数（销售额 （营运成本薪酬福利成本）÷薪酬福利成本9.组织结构人力成本指数人力成本÷营运成本综合人力成本率人力各项成本÷总人力成本10.薪酬方面薪酬成本率薪酬福利成本率人力成本率薪酬成本÷销售额（薪酬成本福利成本）÷销售额（薪酬成本福利成本其它人力成本）÷销售额薪酬营运指数薪酬福利指数人力成本指数薪酬效率主管人员薪酬效率