...hope this helps...
Employee Turnover Improvement %
-For All employees
-For Top performers
Culture Survey Improvement %
Increase in Back-ups "ready now" to fill top 20% of key jobs (succession)
Cost per hire
Revenue or Profits per employee on payroll
Performance of new hires (Avg performance rating after 6 or 12 months)
New hire failure rate (% of new hires in key jobs that were terminated or asked to leave)
Turnover of new hires (% that quit within their first yr or avg tenure compared to a standard),
Source quality (% of hires in key jobs from sources that have the highest on the job performance)
New hire time to productivity (time it takes for new hires to meet the minimum output standard)
Diversity hires (% of hires in key jobs that are diverse).
lamont
10 Ways To Retain Top Talent
www.successinhr.com/b01.htm
From United States, Chicago
1Employee Turnover Improvement %
-For All employees
-For Top performers
Culture Survey Improvement %
Increase in Back-ups "ready now" to fill top 20% of key jobs (succession)
Cost per hire
Revenue or Profits per employee on payroll
Performance of new hires (Avg performance rating after 6 or 12 months)
New hire failure rate (% of new hires in key jobs that were terminated or asked to leave)
Turnover of new hires (% that quit within their first yr or avg tenure compared to a standard),
Source quality (% of hires in key jobs from sources that have the highest on the job performance)
New hire time to productivity (time it takes for new hires to meet the minimum output standard)
Diversity hires (% of hires in key jobs that are diverse).
lamont
10 Ways To Retain Top Talent
www.successinhr.com/b01.htm
From United States, Chicago
I would add as a KRA - value added
This could be direct - e.g. how much money (less expenses) has been added to company profits as a direct result of HR activity
Or indirect - how much money (less expenses) has been added by others who were helped and enabled by HR activity (e.g. through training).
Additionally, 'pipeline value add' which is an indication only (but a reasonably accurate one) of possible future added value - a bit like projected sales.
These 2 kinds of KRA really help to get HR thinking strategically.
This is not as difficult as it sounds.
From United Kingdom,
This could be direct - e.g. how much money (less expenses) has been added to company profits as a direct result of HR activity
Or indirect - how much money (less expenses) has been added by others who were helped and enabled by HR activity (e.g. through training).
Additionally, 'pipeline value add' which is an indication only (but a reasonably accurate one) of possible future added value - a bit like projected sales.
These 2 kinds of KRA really help to get HR thinking strategically.
This is not as difficult as it sounds.
From United Kingdom,
Hey! That was a good presentation on Linking people strategy and performance! Regards Shyamali
From India, Nasik
From India, Nasik
Hi Friends
I have 4+ years of exep in administration dept and I m pursuing in MBA Hr. Currently I am assisting manager Hr.I want my career to move in HR profile and not as an admin.I dont mind starting again as a fresher for HR jobs. Can some body guide me to make a effective cover letter and career objective to mention in My resume.
Nitu ,Mumbai
From India, Mumbai
I have 4+ years of exep in administration dept and I m pursuing in MBA Hr. Currently I am assisting manager Hr.I want my career to move in HR profile and not as an admin.I dont mind starting again as a fresher for HR jobs. Can some body guide me to make a effective cover letter and career objective to mention in My resume.
Nitu ,Mumbai
From India, Mumbai
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