Organization and Operations. Metric Name Formula Description

Transcription

1 Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees and contingents on payroll) Total Revenue Factor Revenue / Total FTE Revenue per FTE (including all contingent employees) *New Product or Service Revenue Per New Products & Services Revenue/ Regular FTE Revenue generated per FTE from products and services developed within the past 3 years. *Expense Factor Operating Expense / Regular FTE Operating expenses per FTE. Workforce s Expense Factor Operating Expense / Workforce On Payroll FTE Operating expenses per FTE (including all regular employees and contingents on payroll) Total Expense Factor Operating Expense / Total FTE Operating expenses per FTE (including all contingent employees) *Income Factor (Revenue - Operating Expense) / Regular FTE The pre-tax profit per FTE. Workforce s Income Factor Total Income Factor Human Capital Value Added Workforce s Human Capital Value Added Total Human Capital Value Added (Revenue - Operating Expense) / Workforce On Payroll FTE (Revenue - Operating Expense) / Total FTE (Revenue - (Operating Expense - (Regular Cost + Benefit Costs EPTNW))) / Regular FTE (Revenue - (Operating Expense - (Workforce On Payroll Cost + Benefit Costs EPTNW))) / Workforce On Payroll FTE (Revenue - (Operating Expense - (Total Cost + Benefit Costs EPTNW))) / Total FTE Pre-tax profit per FTE (including all regular employees and contingents on payroll) Pre-tax profit per FTE (including all contingent employees) The profit an organization would generate if it didn t have to pay salary and benefits to its employees. Estimates profit an organization would generate if it didn t have to pay salary and benefits to employees (including all regular employees and contingents on payroll) Estimates profit an organization would generate if it didn t have to pay salary and benefits to employees (including all contingent employees) 1

2 Organization and Operations *Human Capital ROI (Revenue - (Operating Expense - (Regular Cost + Benefit Costs EPTNW))) / (Regular Cost + Benefit Costs EPTNW) The pre-tax profit for each dollar invested in employee pay and benefits. Workforce s Human Capital ROI Total Human Capital ROI (Revenue - (Operating Expense - (Workforce On Payroll Cost + Benefit Costs EPTNW))) / (Workforce On Payroll Cost + Benefit Costs EPTNW) (Revenue - (Operating Expense - (Total Cost + Benefit Costs EPTNW))) / (Total Cost + Benefit Costs EPTNW) Pre-tax profit for each dollar invested in employee pay and benefits (including all regular employees and contingents on payroll) Pre-tax profit for each dollar invested in employee pay and benefits (including all contingent employees) Manager Ratio Regular / Manager Number of employees each Manager supports (AKA Manager span of control) Workforce s Manager Ratio Workforce On Payroll / Manager Number of employees (including all regular employees and contingents on payroll) each Manager supports (AKA Manager span of control) Total Manager Ratio Total / Manager Number of employees (including all contingent employees) each Manager supports (AKA Manager span of control) Executive Ratio Workforce s Executive Ratio Regular / Executive Workforce On Payroll / Executive The number of headcount employees supported by each Executive (AKA Executive span of control) The number of employees (including all regular employees and contingents on payroll) supported by each Executive AKA span of control. Total Executive Ratio Total / Executive The number of employees (including all contingent employees) supported by each Executive (AKA Executive span of control) *Management Ratio Workforce s Management Ratio Total Management Ratio *Executive Stability Ratio Average Tenure in Current Management Position Bench Strength Succession Planning Ratio Regular / Management Workforce On Payroll / Management Total / Management Executive with Greater than 3 Years of Service / Executive Total Tenure in Current Management Position / Management Management Ready for Promotion / Management Number of Succession Planning Candidates / Number of Key Roles The number of employees each Manager and Executive supports AKA span of control. Number of employees (including all regular employees and contingents on payroll) each Manager and Executive supports (AKA span of control) Number of employees (including all contingent employees) each Manager and Executive supports (AKA span of control) The percent of Executives with 3 or more years of service. The average amount of time leadership (Managers and Executives) has been in their current positions. The percent of Management that has been identified as ready for promotion by the organization. of key roles that have succession planning candidates associated with them. 2

3 Organization and Operations One to Two Candidate Succession Planning Depth Three or More Candidate Succession Planning Depth Succession Plan Promotion Rate Number of Key Roles with 1 or 2 Unique Successors / Number of Key Roles Number of Key Roles with 3 or More Unique Successors / Number of Key Roles Number of Succession Planning Candidates Promoted / Number of Succession Planning Candidates of key roles that have a succession pool of one to two unique candidates. of key roles that have a succession pool of 3 or more unique candidates. of succession plan candidates promoted during the survey period. *Average Tenure Total Tenure / Regular The average length of service for all active employees. *Promotion Rate Total Promotions / Regular of headcount that was promoted during the survey period. Average Time to Promotion Average Time to First Promotion Number of Months to Promotion / Total Promotions Number of Months to First Promotion / Number of First Time Promotees *Career Path Ratio Total Promotions / (Total Promotions + Total Transfers) Executive Career Path Ratio Manager Career Path Ratio Professional Career Path Ratio Executive Promotions / (Executive Promotions + Executive Transfers) Manager Promotions / (Manager Promotions + Manager Transfers) Professional Promotions / (Professional Promotions + Professional Transfers) Sales Career Path Ratio Sales Promotions / (Sales Promotions + Sales Transfers) Office & Clerical Career Path Ratio Operative Career Path Ratio First Year Transfer Rate Office & Clerical Promotions / (Office & Clerical Promotions + Office & Clerical Transfers) Operative Promotions / (Operative Promotions + Operative Transfers) Number of First Year Transfers / Regular with 0 to 1 Year of Service The average number of months required for an employee to be promoted. The average number of months required for an employee to be promoted for the first time. The percent of employee movement (transfers and promotions) within an organization that is upward (promotions) The percent of Executive employee movement (transfers and promotions) within the organization that is upward (promotions) The percent of Manager employee movement (transfers and promotions) within the organization that is upward (promotions) of Professional employee movement (transfers and promotions) within the organization that is upward (promotions) of Sales employee movement (transfers and promotions) within the organization that is upward (promotions) of Office & Clerical employee movement (transfers and promotions) within the organization that is upward (promotions) of Operative employee movement (transfers and promotions) within the organization that is upward (promotions) The percent of employees transferred to a new position during their first year of service. Organization Layers Number of Levels Highest number of distinct reporting layers within an organization. Executive FTE Executive FTE / Regular FTE The percent of full-time equivalent (FTE) employees classified as Executive. Manager FTE Manager FTE / Regular FTE of full-time equivalent (FTE) employees classified as Manager. 3

4 Organization and Operations Professional FTE Professional FTE / Regular FTE of full-time equivalent (FTE) employees classified as Professional. Sales FTE Sales FTE / Regular FTE of full-time equivalent (FTE) employees classified as Sales. Office & Clerical FTE Office & Clerical FTE / Regular FTE of full-time equivalent (FTE) employees classified as Office & Clerical. Operative FTE Operative FTE / Regular FTE of full-time equivalent (FTE) employees classified as Operative. Finance FTE Finance FTE / Regular FTE The percent of full-time equivalent (FTE) employees classified as Finance. Information Technology FTE Research & Development FTE Procurement FTE of with 1 to 3 Years of Service of with 3 to 5 Years of Service of with 5 to 10 Years of Service of with 10+ Years of Service Contingent On Payroll Contingent Off Payroll Workforce with Advanced Degrees *Rookie Ratio of s Eligible for Retirement In Next Five Years Call Center Manager Span of Control Information Technology FTE / Regular FTE Research & Development FTE / Regular FTE Procurement FTE / Regular FTE (Regular with 1 to 2 Years of Service + Regular with 2 to 3 Years of Service) / Regular Regular with 3 to 5 Years of Service / Regular Regular with 5 to 10 Years of Service / Regular Regular with 10 + Years of Service / Regular Contingent On Payroll / Total Contingent Off Payroll / Total Regular with Advanced Degrees / Regular (Regular with 0 to 1 Year of Service + Regular with 1 to 2 Years of Service) / Regular s Eligible for Retirement in Next 5 Years / Regular Call Center / Call Center Manager The percent of full-time equivalent (FTE) employees classified as Information Technology. of full-time equivalent (FTE) employees classified as Research & Development. of full-time equivalent (FTE) employees classified as Procurement. of non contingent workforce with one to three years of service at the end of the survey period. of non contingent workforce with three to five years of service at the end of the survey period. of non contingent workforce that had five to ten years of service at the end of the survey period. of non contingent workforce with more than ten years of service at the end of the survey period. The percent of an organization s workforce that is contingent on payroll (e.g., contractors) The percent of an organization s workforce that is contingent off payroll (e.g., those who come in through a third party agency) of employees that have advanced degrees (Masters or above) of employees with less than two years of service. of employees who will be eligible for retirement in the next five years New metric for Number of Call Center employees each Call Center Manager supports (AKA Manager span of control) 4

5 Organization and Operations Call Center Cost Per Hire Call Center Time To Fill Call Center Voluntary Call Center New Hire Voluntary Separation Rate of Total Call Center Voluntary Turnover Occurring in First Year of Service Call Center Poor Quality Hire Rate Nurse Per Diem Costs as a of Operating Expenses Nurse Overtime Pay Nurse Paid Time Off Rate (Total Call Center Hiring Cost * 1.1 Factor) / Total Call Center Hires Total Call Center Days to Fill / Total Call Center Hires Total Call Center Voluntary Separations / Call Center Total Call Center Voluntary Separations with 0 to 3 Months of Service / Total Call Center Hires Total Call Center Voluntary Separations with 0 to 1 Year of Service / Total Call Center Voluntary Separations Total Call Center Separations with 0 to 3 Months of Service / Total Call Center Hires Nurse Per Diem Costs / Operating Expense Nurse Overtime Pay / Nurse Cost Nurse Paid Time Off Days / Nurse New metric for Average amount spent on hiring costs for each Call Center employee hired New metric for Average number of calendar days from the date a job requisition is approved to the date an offer is accepted by a Call Center hire. New metric for of Call Center employees who voluntarily left the organization during the survey period. New metric for of total Call Center hires that voluntarily left the organization within their first 3 months of service during the survey period. New metric for of total Call Center voluntary separations that occurred during the first year of service. New metric for of Call Center hires that voluntarily or involuntarily left the organization during the first 3 months of employment. New metric for of operating expenses devoted to paying agencies or independent contractors for temporary nursing work assignments that add to or substitute for full time nursing staff. New metric for of Nurse compensation costs devoted to overtime pay. New metric for of workdays Nurses used for paid time off. Nurse Absence Days Nurse Absence Days / FTE Workdays New metric for of Nurse FTE workdays missed due to illness. Nurse Cost Per Hire (Total Nurse Hiring Cost * 1.1 Factor) / Total Nurse Hires Nurse Agency Cost Per Hire Nurse Time To Fill Nurse Voluntary Nurse New Hire Voluntary Separation Rate of Total Nurse Voluntary Turnover Occurring in First Year of Service Total Nurse Agency Hiring Cost / Total Nurse Agency Hires Total Nurse Days to Fill / Total Nurse Hires Total Nurse Voluntary Separations / Nurse Total Nurse Voluntary Separations with 0 to 3 Months of Service / Total Nurse Hires Total Nurse Voluntary Separations with 0 to 1 Year of Service / Total Nurse Voluntary Separations New metric for Average amount spent on hiring costs for each Nurse hired New metric for Average amount spent on agency hiring costs for each Nurse hired New metric for Average number of calendar days from the date a job requisition is approved to the date an offer is accepted by a Nurse hire. New metric for of Nurses who voluntarily left the organization during the survey period. New metric for of total Nurse hires that voluntarily left the organization within their first 3 months of service during the survey period. New metric for of total Nurse voluntary separations that occurred during the first year of service. 5

6 Organization and Operations of Total Nurse Voluntary Turnover Occurring between 1-3 Years of Service of Total Nurse Voluntary Turnover Occurring between 3-5 Years of Service of Total Nurse Voluntary Turnover Occurring between 5-10 Years of Service of Total Nurse Voluntary Turnover Occurring with 10+ Years of Service Nurse Poor Quality Hire Rate Total Nurse Voluntary Separations with 1+ to 3 Years of Service / Total Nurse Voluntary Separations Total Nurse Voluntary Separations with 3+ to 5 Years of Service / Total Nurse Voluntary Separations Total Nurse Voluntary Separations with 5+ to 10 Years of Service / Total Nurse Voluntary Separations Total Nurse Voluntary Separations with 10+ Years of Service / Total Nurse Voluntary Separations Total Nurse Separations with 0 to 3 Months of Service / Total Nurse Hires New metric for of total Nurse voluntary separations that occurred between 1-3 years of service. New metric for age of total Nurse voluntary separations that occurred between 3-5 years of service. New metric for of total Nurse voluntary separations that occurred between the 5-10 years of service. New metric for of total Nurse voluntary separations that occurred for employee with 10+ years of service. New metric for of Nurse hires that voluntarily or involuntarily left the organization during the first 3 months of employment. HR Staff and Structure *HR FTE Ratio Regular FTE / Direct HR FTE Number of FTE employees that each HR FTE employee supports in the organization Direct and Indirect HR FTE Ratio HR Leadership & Strategy FTE Ratio Regular FTE / (Direct HR FTE + Indirect HR FTE) Regular FTE / HR Leadership & Strategy FTE Number of full-time equivalent (FTE) employees supported by both Direct HR employees (those charged to the HR budget) and Indirect HR employees (HR shadow support such as staffing occurring in the business line) (FTE) employees supported by each HR Leadership & Strategy FTE Benefits FTE Ratio Regular FTE / Benefits FTE (FTE) employees supported by each HR Benefits FTE Benefits Strategy and Program Design FTE Ratio Health and Welfare Plans Administration FTE Ratio Defined Benefit Plan Administration FTE Ratio Regular FTE / Benefits Strategy and Program Design FTE Regular FTE / Health and Welfare Plans Administration FTE Regular FTE / Defined Benefit Plan Administration FTE (FTE) employees supported by each Benefits Strategy and Program Design FTE (FTE) employees supported by each Health & Welfare Plans Administration FTE (FTE) employees supported by each Defined Benefit Plan Administration FTE 6

7 Defined Contribution Plan Administration FTE Ratio Leave Management FTE Ratio FTE Ratio Executive Administration FTE Ratio Executive Strategy and Program Design FTE Ratio Non Executive Administration FTE Ratio Non Executive Strategy and Program Design FTE Ratio Recruiting & Staffing FTE Ratio HR Talent Management FTE Ratio & Labor Relations FTE Ratio Workforce Mobility Services FTE Ratio Regular FTE / Defined Contribution Plan Administration FTE Regular FTE / Leave Management FTE Regular FTE / FTE Regular FTE / Executive Administration FTE Regular FTE / Executive Strategy and Program Design FTE Regular FTE / Non Executive Administration FTE Regular FTE / Non Executive Strategy and Program Design FTE Regular FTE / Recruiting & Staffing FTE Regular FTE / HR Talent Management FTE Regular FTE / and Labor Relations FTE Regular FTE / Workforce Mobility Services FTE (FTE) employees supported by each Defined Contribution Plan Administration FTE (FTE) employees supported by each Leave Management FTE (FTE) employees supported by each FTE (FTE) employees supported by each Executive Administration FTE (FTE) employees supported by each Executive Strategy and Program Design FTE (FTE) employees supported by each Non-Executive Administration FTE (FTE) employees supported by each Non-Executive Strategy and Program Design FTE (FTE) employees supported by each Recruiting and Staffing FTE (FTE) employees supported by each HR Talent Management FTE (FTE) employees supported by each & Labor Relations FTE (FTE) employees supported by each Workforce Mobility Services FTE HRIT FTE Ratio Regular FTE / HRIT FTE (FTE) employees supported by each HRIT FTE Vendor Management FTE Ratio Records & Administration FTE Ratio Communications FTE Ratio Regular FTE / Vendor Management FTE Regular FTE / Records & Administration FTE Regular FTE / Communications FTE (FTE) employees supported by each Vendor Management FTE (FTE) employees supported by each Records & Administration FTE (FTE) employees supported by each Communications FTE 7

8 HR Customer Service Center FTE Ratio Business Partners FTE Ratio Regular FTE / HR Customer Service Center FTE Regular FTE / Business Partners FTE (FTE) employees supported by each HR Customer Service Center FTE (FTE) employees supported by each Business Partners FTE HR Generalist FTE Ratio Regular FTE / HR Generalist FTE (FTE) employees supported by each HR Generalist FTE Payroll and Time & Attendance FTE Ratio Regular FTE / Payroll and Time & Attendance FTE (FTE) employees supported by each Payroll and Time & Attendance FTE Training FTE Ratio Regular FTE / Training FTE (FTE) employees supported by each Training FTE *HR Ratio Direct and Indirect HR Ratio *HR Management and Professionals Staff HR Leadership & Strategy FTE Regular / Direct HR Regular / (Direct HR + Indirect HR ) (HR Management FTE+HR Professionals FTE) / Direct HR FTE HR Leadership & Strategy FTE / Direct HR FTE Number of headcount employees supported by each HR employee who has costs charged to the HR budget Number of headcount employees supported by both Direct HR employees (those charged to the HR budget) and Indirect HR employees (HR shadow support such as staffing occurring in the business line) New metric for of HR employees classified as Management (Manager and above) and Professional New metric for of HR full-time equivalent staff who are Director and above HR employees (e.g., Senior VP of HR) who DO NOT report directly into an HR function and management and individual contributors focusing on HR budgeting and metrics Benefits FTE Benefits FTE / Direct HR FTE of HR full-time equivalent staff dedicated to designing and administering benefit programs of Benefits Function Devoted to Benefits Strategy and Program Design of Benefits Function Devoted to Health & Welfare Plans Administration of Benefits Function Devoted to Defined Benefit Plan Administration of Benefits Function Devoted to Defined Contribution Plan Administration of Benefits Function Devoted to Leave Management Benefits Strategy and Program Design FTE / Benefits FTE Health and Welfare Plans Administration FTE / Benefits FTE Defined Benefit Plan Administration FTE / Benefits FTE Defined Contribution Plan Administration FTE / Benefits FTE Leave Management FTE / Benefits FTE of the Benefits function dedicated to overall benefits strategy for the organization and designing plan provisions and programs of the Benefits function dedicated to the administration of health and welfare programs of the Benefits function dedicated to pension administration and retiree benefits administration of the Benefits function dedicated to 401(k) administration of HR full-time equivalent staff dedicated to administration of employee leave 8

9 FTE of Function Devoted to Executive Strategy and Program Design of Function Devoted to Executive Administration of Function Devoted to Non Executive Strategy and Program Design of Function Devoted to Non Executive Administration Recruiting & Staffing FTE HR Talent Management FTE & Labor Relations FTE Workforce Mobility Services FTE FTE / Direct HR FTE Executive Design FTE / FTE Executive Administration FTE / FTE Non Executive Design FTE / FTE Non Executive Administration FTE / FTE Recruiting & Staffing FTE / Direct HR FTE HR Talent Management FTE / Direct HR FTE & Labor Relations FTE / Direct HR FTE Workforce Mobility Services FTE / Direct HR FTE of HR full-time equivalent staff dedicated to compensation strategy, design and administration of HR full-time equivalent staff dedicated to the strategy and design of executive compensation programs of HR full-time equivalent staff dedicated to administering compensation programs for executives of HR full-time equivalent staff dedicated to the strategy and design of non-executive compensation programs of HR full-time equivalent staff dedicated to administering compensation programs for nonexecutives of HR full-time equivalent staff dedicated to recruitment strategy, design and administration New metric for of HR full-time equivalent staff dedicated to workforce strategy and program design, succession strategy and program design, performance management design, and organizational development of HR full-time equivalent staff dedicated to policy development, employee advocacy, diversity programs, disciplinary action administration, and union grievance management New metric for of HR full-time equivalent staff dedicated to employee transfer processing, relocation services, and administration of outplacement services, severance plan, expatriate, service award, and performance management HRIT FTE HRIT FTE / Direct HR FTE New metric for of HR full-time equivalent staff dedicated to strategy, design and maintenance of the HRIT function Vendor Management FTE Records & Administration FTE Vendor Management FTE / Direct HR FTE Records & Administration FTE / Direct HR FTE of HR full-time equivalent staff dedicated to managing external HR vendors New metric for of HR full-time equivalent staff dedicated to employee records administration, transaction processing and reporting, employee records, and knowledge base management 9

10 Communications FTE HR Customer Service Center FTE Business Partners FTE HR Generalist FTE Direct HR Indirect HR Communications FTE / Direct HR FTE HR Customer Service Center FTE / Direct HR FTE Business Partners FTE / Direct HR FTE HR Generalist FTE / Direct HR FTE Direct HR / (Direct HR + Indirect HR ) Indirect HR / (Direct HR + Indirect HR ) New metric for of HR full-time equivalent staff dedicated to employee related communications including employee reward changes, executive communications, and merger or divestiture related communications New metric for of HR full-time equivalent staff dedicated to tier 1 call center support for benefits, compensation, employee relations, and administration (e.g., address updates) of HR Director and above full- time equivalent staff dedicated to working directly with individual business units to help develop an HR strategy that meets the business unit s needs New metric for of HR full-time equivalent staff whose primary responsibility is a customer facing role that supports a set of employees of total HR (direct and indirect) that reports and has costs charged directly into HR of total HR (direct and indirect) that does not report or have costs charged directly into HR (e.g., shadow spending occurring in the line) HR Revenue Direct HR Costs / Revenue Direct HR costs as a percent of revenue Direct and Indirect HR Revenue (Direct HR Costs + Indirect HR Costs) / Revenue Direct (those charged to the HR budget) and Indirect HR costs (HR shadow support such as staffing occurring in the business line) as a percent of revenue *HR Expense Direct HR Costs / Operating Expense of total operating expenses devoted to Direct HR costs Direct and Indirect HR Expense (Direct HR Costs + Indirect HR Costs) / Operating Expenses of operating expenses devoted to HR expenses charged directly to the HR budget as well as indirectly (HR shadow spending occurring in the business line such as staffing) *HR Spend per FTE Direct HR Costs / Regular FTE Amount directly invested in the HR department for each full-time equivalent (FTE) *HR Spend per Total HR Spend per Indirect HR Costs Per HR Leadership & Strategy Function Costs Per Direct HR Costs / Regular (Direct HR Costs + Indirect HR Costs) / Regular Indirect HR Costs/ Regular HR Leadership & Strategy Function Costs / Regular Amount directly invested in the HR department for each headcount employee Amount charged directly to the HR budget and indirectly invested (HR shadow spending occurring in the business line such as staffing) in HR activities for each employee New metric for Amount invested per employee in HR related spending that is not charged directly to the HR budget (e.g., shadow spending occurring in the line) New metric for Amount spent on HR Leadership & Strategy salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and other miscellaneous costs 10

11 Benefits Function Costs Per Benefits Strategy and Program Design Function Costs Per Health & Welfare Plans Administration Function Costs Per Defined Benefit Plan Administration Function Costs Per Defined Contribution Plan Administration Function Costs Per Leave Management Function Costs Per Function Costs Per Executive Administration Function Costs Per Executive Strategy and Program Design Function Costs Per Non Executive Administration Function Costs Per Non Executive Strategy and Program Design Function Costs Per Benefits Function Costs / Regular Benefits Strategy and Program Design Function Costs / Regular Health & Welfare Plans Administration Function Costs / Regular Defined Benefit Plan Administration Function Costs / Regular Defined Contribution Plan Administration Function Costs / Regular Leave Management Function Costs / Regular Function Costs / Regular Executive Administration Function Costs / Regular Executive Strategy and Program Design Function Costs / Regular Non Executive Administration Function Costs / Regular Non Executive Strategy and Program Design Function Costs / Regular New metric for Amount spent on Benefits salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Benefits Strategy and Program Design salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Health & Welfare Plans Administration salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Defined Benefit Plan Administration salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Defined Contribution Plan Administration salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Leave Management salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Executive Administration salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Executive Strategy and Program Design salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Non-Executive Administration salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Non-Executive Strategy and Program Design salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs 11

12 Recruiting & Staffing Function Costs Per HR Talent Management Function Costs Per & Labor Relations Function Costs Per Workforce Mobility Services Function Costs Per HRIT Function Costs Per Vendor Management Function Costs Per Records & Administration Function Costs Per Communications Function Costs Per HR Customer Service Center Function Costs Per Business Partners Function Costs Per HR Generalist Function Costs Per *Payroll and Time & Attendance Function Costs Per Recruiting & Staffing Function Costs / Regular HR Talent Management Function Costs / Regular & Labor Relations Function Costs / Regular Workforce Mobility Services Function Costs / Regular HRIT Function Costs / Regular Vendor Management Function Costs / Regular Records & Administration Function Costs / Regular Communications Function Costs / Regular HR Customer Service Center Function Costs / Regular Business Partners Function Costs / Regular HR Generalist Function Costs / Regular Payroll and Time & Attendance Function Costs / Regular New metric for Amount spent on Recruiting and Staffing salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on HR Talent Management salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on & Labor Relations salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous cost New metric for Amount spent on Workforce Mobility Services salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on HRIT salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Vendor Management salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Records & Administration salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Communications salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on HR Customer Service Center salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Business Partners salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on HR Generalist salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Payroll and Time & Attendance salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses 12

13 Payroll Function Costs Per Time & Attendance Function Costs Per HR Labor Costs as a of Direct HR Costs Payroll Function Costs / Regular Time & Attendance Function Costs / Regular Direct HR Labor Costs / Direct HR Costs New metric for Amount spent on Payroll salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs New metric for Amount spent on Time & Attendance salaries and benefits, outsourcing costs, consulting and contractor expenses, technology and systems expenses, and miscellaneous costs Direct HR Labor costs as a percentage of Direct HR Costs *HR Labor Cost Factor Direct HR Labor Costs / Direct HR FTE Average compensation and benefits paid to each HR employee HR Leadership & Strategy Labor Cost Factor Benefits Labor Cost Factor Benefits Strategy and Program Design Labor Cost Factor Health & Welfare Plans Administration Labor Cost Factor Defined Benefit Plan Administration Labor Cost Factor Defined Contribution Plan Administration Labor Cost Factor Leave Management Labor Cost Factor Labor Cost Factor Executive Administration Labor Cost Factor Executive Strategy and Program Design Labor Cost Factor HR Leadership & Strategy Labor Cost / HR Leadership & Strategy FTE Benefits Labor Cost / Benefits FTE Benefits Strategy and Program Design Labor Cost / Benefits Strategy and Program Design FTE Health & Welfare Plans Administration Labor Cost / Health & Welfare Plans Administration FTE Defined Benefit Plan Administration Labor Cost / Defined Benefit Plan Administration FTE Defined Contribution Plan Administration Labor Cost / Defined Contribution Plan Administration FTE Leave Management Labor Cost / Leave Management FTE Labor Cost / FTE Executive Administration Labor Cost / Executive Administration FTE Executive Strategy and Program Design Labor Cost / Executive Strategy and Program Design FTE benefits paid to each Director and above HR employee (e.g., Senior VP of HR) who DO NOT report directly into an HR function and management and individual contributors focusing on HR budgeting and metrics benefits paid to each employee dedicated to designing and administering benefit programs benefits paid to each employee dedicated to overall benefits strategy for the organization and designing plan provisions and programs benefits paid to each employee dedicated to the administration of health and welfare programs benefits paid to each employee dedicated to pension administration and retiree benefits administration benefits paid to each employee dedicated to 401(k) administration benefits paid to each employee dedicated to administration of employee leave benefits paid to each employee dedicated to compensation strategy, design and administration benefits paid to each employee dedicated to administering compensation programs for executives benefits paid to each employee dedicated to the strategy and design of executive compensation program 13

14 Non Executive Administration Labor Cost Factor Non Executive Strategy and Program Design Labor Cost Factor Recruiting & Staffing Labor Cost Factor HR Talent Management Labor Cost Factor & Labor Relations Labor Cost Factor Workforce Mobility Services Labor Cost Factor Non Executive Administration Labor Cost / Non Executive Administration FTE Non Executive Strategy and Program Design Labor Costs / Non Executive Strategy and Program Design FTE Recruiting & Staffing Labor Cost / Recruiting & Staffing FTE HR Talent Management Labor Cost / HR Talent Management FTE & Labor Relations Labor Cost / & Labor Relations FTE Workforce Mobility Services Labor Cost / Workforce Mobility Services FTE benefits paid to each employee dedicated to administering compensation programs for non-executive benefits paid to each employee dedicated to the strategy and design of non-executive compensation programs benefits paid to each employee dedicated to recruitment strategy, design and administration benefits paid to each employee dedicated to workforce strategy and program design, succession strategy and program design, performance management design, and organizational development benefits paid to each employee dedicated to policy development, employee advocacy, diversity programs, disciplinary action administration, and union grievance management benefits paid to each employee dedicated to employee transfer processing, relocation services, severance plan administration, outplacement services, expatriate administration, service award administration, and performance management administration HRIT Labor Cost Factor HRIT Labor Cost / HRIT FTE benefits paid to each employee dedicated to strategy, design and maintenance of the HRIT function Vendor Management Labor Cost Factor Records & Administration Labor Cost Factor Communications Labor Cost Factor HR Customer Service Center Labor Cost Factor Vendor Management Labor Cost / Vendor Management FTE Records & Administration Labor Cost / Records & Administration FTE Communications Labor Cost / Communications FTE HR Customer Service Center Labor Cost / HR Customer Service Center FTE benefits paid to each employee dedicated to dedicated to managing external HR vendors benefits paid to each employee dedicated to employee records administration, transaction processing and reporting, employee records, and knowledge base management benefits paid to each employee dedicated to employee related communications including employee reward changes, executive communications, and merger or divestiture related communications benefits paid to each employee dedicated to tier 1 call center support for benefits, compensation, employee relations, and administration (e.g., address updates) 14

15 Business Partners Labor Cost Factor HR Generalist Labor Cost Factor Payroll and Time & Attendance Labor Cost Factor Payroll Labor Cost Factor Time & Attendance Labor Cost Factor Training Labor Cost Factor HR Labor Costs Per Indirect HR Labor Costs Per HR Leadership & Strategy Labor Costs Per HR Benefits Labor Costs Per Benefits Strategy and Program Design Labor Costs Per Health & Welfare Plans Administration Labor Costs Per Defined Benefit Plan Administration Labor Costs Per Defined Contribution Plan Administration Labor Costs Per Leave Management Labor Costs Per Business Partners Labor Cost / Business Partners FTE HR Generalist Labor Cost / HR Generalist FTE Payroll and Time & Attendance Labor Cost / Payroll and Time & Attendance FTE Payroll Labor Cost / Payroll FTE Time & Attendance Labor Cost / Time & Attendance FTE Training Labor Cost / Training FTE Direct HR Labor Costs / Regular Indirect HR Labor Costs/ Regular HR Leadership & Strategy Labor Costs / Regular Benefits Labor Costs / Regular Benefits Strategy and Program Design Labor Costs / Regular Health & Welfare Plans Administration Labor Costs / Regular Defined Benefit Plan Administration Labor Costs / Regular Defined Contribution Plan Administration Labor Costs / Regular Leave Management Labor Costs / Regular benefits paid to each HR Director and above employee who work primarily with senior levels of management within lines of business designing and executing business strategies benefits paid to each employee whose primary responsibility is a customer facing role that supports a set of employees benefits paid to each employee dedicated to Payroll and Time & Attendance benefits paid to each employee dedicated to the strategy and design of the administrative payroll function and those supporting payroll administration/processing benefits paid to each employee dedicated to time and attendance administration and maintenance benefits paid to each employee dedicated to training strategy, design and administration The per employee investment in Direct HR compensation and benefits Indirect HR compensation and benefits HR Leadership & Strategy compensation and benefits The per employee investment in HR Benefits salary and benefits Benefits Strategy and Program Design compensation and benefits. Health & Welfare Plans Administration compensation and benefits Defined Benefit Plan Administration compensation and benefits Defined Contribution Plan Administration compensation and benefits Leave Management compensation and benefits 15

16 HR Labor Costs Per Executive Administration Labor Costs Per Executive Strategy and Program Design Labor Costs Per Non Executive Administration Labor Costs Per Non Executive Strategy and Program Design Labor Costs Per Recruiting & Staffing Labor Costs Per HR Talent Management Labor Costs Per & Labor Relations Labor Costs Per Workforce Mobility Services Labor Costs Per HRIT Labor Costs Per Vendor Management Labor Costs Per Records & Administration Labor Costs Per Communications Labor Costs Per HR Customer Service Center Labor Costs Per Business Partners Labor Costs Per Labor Costs / Regular Executive Administration Labor Costs / Regular Executive Strategy and Program Design Labor Costs / Regular Non Executive Administration Labor Costs / Regular Non Executive Strategy and Program Design Labor Costs / Regular Recruiting & Staffing Labor Costs / Regular HR Talent Management Labor Costs / Regular & Labor Relations Labor Costs / Regular Workforce Mobility Services Labor Costs / Regular HRIT Labor Costs / Regular Vendor Management Labor Costs / Regular Records & Administration Labor Costs / Regular Communications Labor Costs / Regular HR Customer Service Center Labor Costs / Regular Business Partners Labor Costs / Regular The per employee investment in HR compensation and benefits Executive Administration compensation and benefits Executive Strategy and Program Design compensation and benefits in Non-Executive Administration compensation and benefits Non-Executive Strategy and Program Design compensation and benefits The per employee investment in HR Recruiting and Staffing compensation and benefits HR Talent Management compensation and benefits The per employee investment in & Labor Relations compensation and benefits Workforce Mobility Services compensation and benefits The per employee investment in HRIT compensation and benefits The per employee investment in Vendor Management compensation and benefits Records & Administration compensation and benefits Communications compensation and benefits HR Customer Service Center compensation and benefits The per employee investment in Business Partners compensation and benefits 16

17 HR Generalist Labor Costs Per Payroll and Time & Attendance Labor Costs Per Payroll Labor Costs Per Time & Attendance Labor Costs Per Training Labor Costs Per HR Systems Costs as a of Direct HR Costs HR Systems Costs Per Benefits Systems Costs Per Systems Costs Per Recruiting & Staffing Systems Costs Per HR Talent Management Systems Costs Per Payroll and Time & Attendance Systems Costs Per Training Systems Costs Per HR Systems Implementation Costs Per Benefits System Implementation Costs Per System Implementation Costs Per HR Generalist Labor Costs / Regular Payroll and Time & Attendance Labor Costs / Regular Payroll Labor Costs / Regular Time & Attendance Labor Costs / Regular Training Labor Costs / Regular HR Systems Costs / Direct HR Costs HR Systems Costs/ Regular Benefits Systems Costs / Regular Systems Costs / Regular Recruiting & Staffing Systems Costs / Regular HR Talent Management Systems Costs / Regular Payroll and Time & Attendance Systems Costs / Regular Training Systems Costs / Regular HR Systems Implementation Costs / Regular Benefits System Implementation Costs / Regular System Implementation Costs / Regular The per employee investment in HR Generalist compensation and benefits in Payroll and Time & Attendance compensation and benefits HR Payroll compensation and benefits Time & Attendance compensation and benefits Training compensation and benefits The per employee investment in HRIT compensation and benefits New metric for Amount invested directly in the HR systems for each headcount employee New metric for Amount invested directly in systems focused on the design and administration of benefit programs New metric for Amount invested directly in systems focused on compensation strategy, design and administration New metric for Amount invested directly in systems focused on recruitment strategy, design and administration New metric for Amount invested directly in systems focused on workforce strategy and program design, succession strategy and program design, performance management design, and organizational development New metric for Amount invested directly in Payroll and Time & Attendance Systems New metric for Amount invested directly in systems focused on training strategy, design and administration implementing any HR system implementing any system focusing on the design and administration of benefit programs implementing any system focusing on compensation strategy, design and administration 17

18 Recruiting & Staffing System Implementation Costs Per HR Talent Management System Implementation Costs Per Payroll and Time & Attendance System Implementation Costs Per Training System Implementation Costs Per HR Systems Upgrade Costs Per Benefits System Upgrade Costs Per System Upgrade Costs Per Recruiting & Staffing System Upgrade Costs Per HR Talent Management System Upgrade Costs Per Payroll and Time & Attendance System Upgrade Costs Per Training System Upgrade Costs Per HR Systems Ongoing Maintenance Per Benefits System Ongoing Maintenance Costs Per Recruiting & Staffing System Implementation Costs / Regular HR Talent Management System Implementation Costs / Regular Payroll and Time & Attendance System Implementation Costs / Regular Training System Implementation Costs / Regular HR Systems Upgrade Costs / Regular Benefits System Upgrade Costs / Regular System Upgrade Costs / Regular Recruiting & Staffing System Upgrade Costs / Regular HR Talent Management System Upgrade Costs / Regular Payroll and Time & Attendance System Upgrade Costs / Regular Training System Upgrade Costs / Regular HR Systems Ongoing Maintenance Costs / Regular Benefits System Ongoing Maintenance Costs / Regular in implementing any system focusing on recruitment strategy, design and administration in implementing any system focusing on workforce strategy and program design, succession strategy and program design, performance management design, and organizational development implementing any Payroll and Time & Attendance System implementing any system focusing on training strategy, design and administration. s standard approach is a three year amortization upgrading any HR system in upgrading any system focusing on the design and administration of benefit programs in upgrading any system focusing on compensation strategy, design and administration. s standard approach is a three year amortization upgrading any system focusing on recruitment strategy, design and administration. s standard approach is a three year amortization upgrading any system focusing on workforce strategy and program design, succession strategy and program design, performance management design, and organizational development upgrading any Payroll and Time & Attendance system upgrading any system focusing on dedicated to training strategy, design and administration maintaining any HR system in maintaining any system focused on the design and administration of benefit programs 18

19 System Ongoing Maintenance Costs Per Recruiting & Staffing System Ongoing Maintenance Costs Per HR Talent Management System Ongoing Maintenance Costs Per Payroll and Time & Attendance System Ongoing Maintenance Costs Per Training System Ongoing Maintenance Costs Per HR Consultant & Contractor Costs As a of Direct HR Expenses HR Consultant & Contractor Costs Per HR Leadership & Strategy Consultant and Contractor Costs Per Benefits Consultant & Contractor Costs Per Benefits Strategy and Program Design Consultant & Contractor Costs Per Health & Welfare Plans Administration Consultant and Contractor Costs Per Defined Benefit Plan Administration Consultant & Contractor Costs Per System Ongoing Maintenance Costs / Regular Recruiting & Staffing System Ongoing Maintenance Costs / Regular HR Talent Management System Ongoing Maintenance Costs / Regular Payroll and Time & Attendance System Ongoing Maintenance Costs / Regular Training System Ongoing Maintenance Costs / Regular Direct HR Consultant & Contractor Costs/ Direct HR Costs Direct HR Consultant & Contractor Costs/ Regular HR Leadership & Strategy Consultant and Contractor Costs / Regular Benefits Consultant & Contractor Costs / Regular Benefits Strategy and Program Design Consultant & Contractor Costs / Regular Health & Welfare Plans Administration Consultant and Contractor Costs / Regular Defined Benefit Plan Administration Consultant & Contractor Costs / Regular in maintaining any system focused on compensation strategy, design and administration maintaining any system focused on recruitment strategy and design in maintaining any system focused on workforce strategy and program design, succession strategy and program design, performance management design, and organizational development maintaining any Payroll and Time & Attendance system maintaining any system focused on training strategy, design and administration New metric for The percent of direct HR expenses devoted to a third party vendor providing advisory/ consulting projects around a HR program projects around a HR program to Director and above HR employees (e.g., Senior VP of HR) who DO NOT report directly into an HR function and management and individual contributors focusing on HR budgeting and metrics projects around the design and administration of benefit programs projects around overall benefits strategy for the organization and designing plan provisions and programs projects around the administration of health and welfare programs projects around pension administration and retiree benefits administration 19

20 Defined Contribution Plan Administration Consultant & Contractor Costs Per Leave Management Consultant & Contractor Costs Per Consultant & Contractor Costs Per Executive Administration Consultant & Contractor Costs Per Executive Strategy and Program Design Consultant & Contractor Costs Per Non Executive Administration Consultant & Contractor Costs Per Non Executive Strategy and Program Design Consultant & Contractor Costs Per Recruiting & Staffing Consultant & Contractor Costs Per HR Talent Management Consultant & Contractor Costs Per & Labor Relations Consultant and Contractor Costs Per Defined Contribution Plan Administration Consultant & Contractor Costs / Regular Leave Management Consultant & Contractor Costs / Regular Consultant & Contractor Costs / Regular Executive Administration Consultant & Contractor Costs / Regular Executive Strategy and Program Design Consultant & Contractor Costs / Regular Non Executive Administration Consultant/Contractor Costs Non Executive Strategy and Program Design Consultant & Contractor Costs / Regular Recruiting & Staffing Consultant and Contractor Costs / Regular HR Talent Management Consultant & Contractor Costs / Regular & Labor Relations Consultant and Contractor Costs / Regular projects around 401(k) administration projects around the administration of employee leave projects around compensation strategy, design and administration projects around the administration of compensation programs for executives projects around the strategy and design of executive compensation programs projects around the administration of compensation programs for non-executives projects around the strategy and design of non-executive compensation programs New metric for Te per employee investment in projects around recruitment strategy, design and administration projects around workforce strategy and program design, succession strategy and program design, performance management design, and organizational development projects around policy development, employee advocacy, diversity programs, disciplinary action administration, and union grievance management 20