Core Employee Measurement Group Employee Retention Employee Productivity Employee Satisfaction Results Staff Competencies Technology Infrastructure Climate For Action enablers
Measuring Employee Satisfaction Satisfied employees are precondition for Increasing productivity, responsiveness Quality and Customer service
Measuring Employee Satisfaction <ul><li>Involvement in decisions </li></ul><ul><li>Recognition in doing a good job </li></ul><ul><li>Access to Information </li></ul><ul><li>Encouragement for creativity </li></ul><ul><li>Support level from Staff functions </li></ul><ul><li>Overall satisfaction with the Organisation </li></ul>Employee Survey (scale 1-5)
Measuring Employee Retention Employee retention is generally Measured by percentage of Key staff turnover
Measuring Employee Productivity Revenue Per Employee
Situation specific Drivers of Learning and Growth Re skilling the Workforce Information System Capabilities Motivation, Empowerment and Alignment
Situation Specific Drivers of Learning and Growth Staff Competencies Technology Infrastructure Climate for Action Strategic Skills Strategic Technologies Key decision cycle Training Level Strategic Database Strategic Focus Skill level Experience Capture Staff Empowerment Propriety software Personal Alignment Patents ,Copyrights Morale Teaming
Learning & Growth Measurement-Reskilling Strategic Reskilling Massive Reskilling Competency Upgrade High Low High The Reskilling The key strategic theme is the need to reskill or upgrade the skills of the Scenario workforce in order to achieve the vision Strategic A focused portion of the work force requires a high level of new, Reskilling Strategic skills Massive A large proportion of the workforce requires massive skill renovation Reskilling Competency Some portion of the workforce ,small or large, requires an upgrade of Upgrade core skills
Information System Capabilities <ul><li>Effective employees require </li></ul><ul><li>Excellent information </li></ul><ul><li>On customers </li></ul><ul><li>On internal processes </li></ul><ul><li>On financial consequences of </li></ul><ul><li>their decisions </li></ul><ul><li>Rapid, timely and accurate </li></ul><ul><li>Feedback </li></ul><ul><li>Process redesigning </li></ul><ul><li>Online access to information </li></ul>
Motivation, Empowerment and Alignment Measures of Individual and Organizational Alignment Measuring suggestions made & Implemented Measuring improvements
Personal Goals Alignment- measurement Concept Executive Team Top Management Staff Top Down Management Roll out for BSC
Personal Goals Alignment- measurement Concept Measurement Approach 1 % of top management exposed to BSC 2 %of staff exposed to BSC 3 % of top managers with personal goals aligned to BSC 4 % of staff with personal goals aligned to BSC 5 % of employees achieved personal goals
Measures of team Performance-measures 3 No. of Integrated Engagements 1 Internal Survey on teaming 2 Gain-sharing Level 4 loss control utilization 5 % Of Business Plans Developed by Teams 6 % Of teams with shared incentives
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