[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
Strategic Workforce Forecasting & Planning for Recruiters in a VUCA world, In...Alexander Crépin
In a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater.
Workforce Forecasting & Planning is part of the (shared) strategic responsibilities recruiters have to pro-actively develop a as good as possible talent supply, now & in the (near) future.
Data Driven Hiring doesn't work,without paying attention to expected need for talent. So in a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater. This workshop intents to give an idea what WF&P is about to recruitment professionals
In this 1 day workshop recruiters will learn about the basics of Workforce Forecasting & Planning in a VUCA, dynamic world.
There's plenty of questions surrounding KPIs and Metrics. What is a KPI? What are KPIs used for? How do I develop KPIs? Who determines KPIs? How do I create a KPI? Which KPIs should I use? When should I use a KPI? Why should I review KPIs? How do I report on KPIs? Which companies use KPIs? KPIs vs Metrics vs Measures vs OKRs? This guide aims to answer all of that and give you resources for more information!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
Strategic Workforce Forecasting & Planning for Recruiters in a VUCA world, In...Alexander Crépin
In a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater.
Workforce Forecasting & Planning is part of the (shared) strategic responsibilities recruiters have to pro-actively develop a as good as possible talent supply, now & in the (near) future.
Data Driven Hiring doesn't work,without paying attention to expected need for talent. So in a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater. This workshop intents to give an idea what WF&P is about to recruitment professionals
In this 1 day workshop recruiters will learn about the basics of Workforce Forecasting & Planning in a VUCA, dynamic world.
There's plenty of questions surrounding KPIs and Metrics. What is a KPI? What are KPIs used for? How do I develop KPIs? Who determines KPIs? How do I create a KPI? Which KPIs should I use? When should I use a KPI? Why should I review KPIs? How do I report on KPIs? Which companies use KPIs? KPIs vs Metrics vs Measures vs OKRs? This guide aims to answer all of that and give you resources for more information!
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation covers the basics of developing successful performance metrics, from developing winning KPIs, learning how to develop the right metrics, the rules of developing KPIs and metrics and common performance metrics for managing a successful organization.
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
Employee Development in 2023: Trends and Tactics to Retain Good Employees.pdfBambooHR
View this presentation with BambooHR and TalentLMS to learn how to create and implement an effective employee development program, with both sound principles and specific tactics.
The Employee Journey: the Foundation of Employee Experience DesignBambooHR
At a time when financial capital is cheap and readily available, but human capital isn’t, there’s an urgency to increase Employee Lifetime Value (or eLTV). But to do that, we have to understand the employee journey. We have to know what brings them in and causes them to stay. We have to know what engages them and causes them to perform.
Armed with that understanding, we can begin to architect an employee journey that reduces time to value, increases time in value, and increases time in role (the core elements of eLTV).
In this session you’ll learn the fundamental elements of the employee journey and the building blocks of employee success. You’ll learn how to diagnose disengagement, how to detect emotional distancing, and how to architect intervention opportunities with analytics and “stay Interviews”. You’ll learn the importance of onboarding, and re-boarding. You’ll also learn how this employee journey becomes a core component of culture, and the gravitational pull your organization has on your employees.
Recruitment Process Automation: Using Technology in High-Volume HiringCielo
New tools in HR technology have made the hiring processes for a lot of repeatable roles more scalable and efficient. Realizing these benefits can be tricky because you have to, among other things, choose the right vendor partner, seamlessly complete system integrations, and account for candidate experience. Sounds easy, right?
View these slides to learn about:
-Key building blocks for automating your recruiting process
-Principles for designing for candidate experience
-Build vs. buy decisions
-Where to include human touchpoints
Find out how technology can help you crack the high-volume hiring code!
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
This Presentation is prepared to acquaint you what is Management Technique of OKRs recently being used widely by top organisation to realize and achieve their Objectives. This will also focus with reference to HR in particular how OKRs can be implemented to HR functions.
Developing Metrics and KPI (Key Performance IndicatorsVictor Holman
Get a FREE performance management kit and access to all of Victor's full videos at:
www.lifecycle-performance-pros.com
This presentation covers the basics of developing successful performance metrics, from developing winning KPIs, learning how to develop the right metrics, the rules of developing KPIs and metrics and common performance metrics for managing a successful organization.
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
Employee Development in 2023: Trends and Tactics to Retain Good Employees.pdfBambooHR
View this presentation with BambooHR and TalentLMS to learn how to create and implement an effective employee development program, with both sound principles and specific tactics.
The Employee Journey: the Foundation of Employee Experience DesignBambooHR
At a time when financial capital is cheap and readily available, but human capital isn’t, there’s an urgency to increase Employee Lifetime Value (or eLTV). But to do that, we have to understand the employee journey. We have to know what brings them in and causes them to stay. We have to know what engages them and causes them to perform.
Armed with that understanding, we can begin to architect an employee journey that reduces time to value, increases time in value, and increases time in role (the core elements of eLTV).
In this session you’ll learn the fundamental elements of the employee journey and the building blocks of employee success. You’ll learn how to diagnose disengagement, how to detect emotional distancing, and how to architect intervention opportunities with analytics and “stay Interviews”. You’ll learn the importance of onboarding, and re-boarding. You’ll also learn how this employee journey becomes a core component of culture, and the gravitational pull your organization has on your employees.
Recruitment Process Automation: Using Technology in High-Volume HiringCielo
New tools in HR technology have made the hiring processes for a lot of repeatable roles more scalable and efficient. Realizing these benefits can be tricky because you have to, among other things, choose the right vendor partner, seamlessly complete system integrations, and account for candidate experience. Sounds easy, right?
View these slides to learn about:
-Key building blocks for automating your recruiting process
-Principles for designing for candidate experience
-Build vs. buy decisions
-Where to include human touchpoints
Find out how technology can help you crack the high-volume hiring code!
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
This Presentation is prepared to acquaint you what is Management Technique of OKRs recently being used widely by top organisation to realize and achieve their Objectives. This will also focus with reference to HR in particular how OKRs can be implemented to HR functions.
A journey from a bad kpi to an excellent strategyAleksey Savkin
When I face a business challenge I'm trying to see the root of the problem. Having a quick-fix solution is fine, but what if a quick-fix solution is not possible unless fundamental issues are resolved. I see this often with KPIs. People ask to help with KPIs for this or for that, but the problem that they actually experience is a fundamental one - they have a vague strategy that is hard to follow.
Recently I had a conversation with Pablo, one of our Spain-based customers. His company is a leading national manufacturer and his question was about a KPI to help with the poor performance of their business. Our dialog was really insightful for both of us. Pablo sorted out things about strategy and KPIs; I was able to trace verbally the problem of a bad KPI back to its root - a poorly formulated strategy.
The result is not an article, but a dialog between me and Pablo. Together we completed a journey from a pointless KPI request to ideas about formulating a better strategy:
http://www.bscdesigner.com/a-journey-from-a-bad-kpi-to-an-excellent-strategy.htm
Key Performance Indicators (KPIs) should be used to understand performance and drive better decision-making. However, most companies struggle to find the vital few KPIs. Here is a list of the 25 top KPIs is use today.
جانب من العرض التقديمي لمحاضرات دورة بعدد ساعات 12 ساعة حول بطاقة الاداء المتوازن وهي نظام إداري ليس فقط نظام قياس الذي يجعل المنشأة قادرة
على بيان رؤيتها واستراتيجيتها وترجمتها الى افعال، وهي تزود الإدارة بالتغذية العكسية لعملياتها الداخلية و منتجاتها الخارجية من اجل التطوير المستمر لأداء ونتائج استراتيجيتها.
ما هى مؤشرات الأداء الرئيسية KPI؟ وما أهميتها؟
هى مؤشرات من شأنها أن تساعدنا على فهم كيف يجرى الحال فى تطور عمل تجارى، أو شركة، فى تقديم خدمة أو تسويق منتج مقارنة بأهداف استراتيجية، ومقاصد محددة.
ولكى تختار الشركة المؤشرات التى ستقوم بقياسها لمعرفة مدى نجاحها فلابد أن تقوم بدراسة جميع الجوانب الأساسية المؤثرة على العمل مثل: الخطة الاستراتيجية للشركة، الهدف من وراء المنتج أو الخدمة المقدمة، المستهلك الذى يستفيد من الخدمة أو المنتج، والموظف الذى سيقدم الخدمة أو يصنّع المنتج، عملية الانتاج وأسلوب سير العمل، الالتزامات المالية والأرباح، جودة المنتج وكفاءة الموظف القائم عليه الخ. و غالبا ما يكون للشركة عدة أهداف مرتبطة بكل جانب على حدة وتريد النجاح فى تلك الجوانب كلها سويا. وبالتالى تحتاج لقياس مؤشرات توضح مدى نجاحها فى تلك الأهداف معتمدة على جمع بيانات ذات صلة وتحليل عميق لتلك البيانات.
إن تغيير سلوك الناس يعد أحد أصعب الأشياء التي نقوم بها في بيئات الأعمال، وهو ما يجده أفراد تكنولوجيا المعلومات عادةً أصعب شيء .
تبحث المؤسسات باستمرار عن طرق لفهم أفضل لأدائهم والتعرف على فرص تحسين استراتيجيات وأهداف محددة متعلقة بالعمل، والناس يؤمنون بأنها قياسات بسيطة من السهل إنشاؤها. مجرد فعل القياس سيجعل الناس يغيرون سلوكهم دون كثير من التدخل القليل من الشركات يدركون القدر الصغير من القيمة التي يحصلون عليها نتيجة جهودهم في إنشاء مؤشرات الأداء الرئيسية.
هذه المحاضرة هي امتداد لما سبق عن التخطيط الإستراتيجي. وهي تتحدث عن بطاقة الأداء المتوازن Balanced Scorecard وأركانها. وعن الأسباب التي دعت إلى استخدامها ومن ثم تطرقت إلى مفهوم الخريطة الإستراتيجية ومن بعدها تم شرح مناظير بطاقة الأداء المتوازن الأربعة وهي المالي والزبائن والعمليات الداخلية والتعلم والنمو وكيفية تطوير وتوليد الأهداف الإستراتيجية لكل منظور. بعدها شرحت مؤشرات الأداء الإستراتيجية ومستهدفات الأداء لها وختمت الحديث بكلام عن المبادرات التي تسهم في تحقيق الأهداف الإستراتيجية.
Entrepreneurship fintech & islamic finance v1.4Jamal Nassar
A presentation that explores the entrepreneurship ecosystem in Malaysia, relate it to Fintech and Islamic Finance.
Delivered as a talk by Jamal Nassar a Phd Candidate, at INCEIF Campus, KL, Malaysia on 5th Oct. 2016.
For more about Jamal please visit www.jamalnassar.com
Internal audit ARABIC course PART II Jamal Nassar 2013 v3 المراجعة الداخلي...Jamal Nassar
كورس باللغة العربية عن خطوات المراجعة الداخلية واساسياتها... يعنى بهذا الكورس المبتدئين والاشخاص الذين ليس لهم خلفيه في هذا المجال.
اعداد وتحضير جمال نصار الهمداني
مدرب متخصص في الاستراتيجية وادارة الاعمال
وكذلك يقدم دورات في الادارة والتواصل عبر الثقافات مع شركة بروكفيلد العالمية حاليا مقيم في ماليزيا
للمزيد
www.JamalNassar.com Email: tojamalnassar@gmail.com
This is an internal Audit mostly in Arabic.
HR selection and interview course By Jamal Nassar Sep 2013Jamal Nassar
Steps in Human Resources Selection and Interview processes.
This course was designed and customized according to a client needs, so within this context I hope it will be of a benefit to you.
HR selection and interview course By Jamal Nassar Sep 2013
Measuring KPI JN Doha 8 nov v 1.6 عربي engish
1. MEASURING &
IMPROVING HR
EFFECTIVENESS
USING KPI’S
BY JAMAL NASSAR
1 0 -1 5 NOV EMB ER 2 0 1 3
D OHA – Q ATA R
عرب ي انج ليز ي
TOJA MA L NA SSA R @GMA IL .C OM
1
W W W.JA MA L NA SSA R .C OM
2. It is literally true that you can succeed best and quickest by
helping others to succeed
يمكنك تحقيق افضل واسرع نجاح عن طريق مساعدة االخرين
2
~ Napoleon Hill
4. OBJECTIVES
KPI
List of KPI as a measure of HR Function
Main KPIs to Measure the Efficiency of the Critical Processes in HR
How Does HR contribute Financially to the Organization?
ESI
Measuring Employee Moral
4
5. KPI
Key Performance Indicators
Performance & Planning
Balance Scorecard
The Importance of Measuring KPIs
Measures, Metrics and KPIs: The Main Differences
Characteristics of SMART KPIs
Types of KPIs
5
PKI Pitfalls
6. TYPES OF MEASURES
Three types of performance measures:
1. Key result indicators (KRIs) tell you how you have done in a perspective
2. Performance indicators (PIs) tell you what to do
3. KPIs tell you what to do to increase performance dramatically
KPIs
IPs
6
KRIs
7. TYPES OF MEASURES
Three types of performance measures:
1. Key result indicators (KRIs) tell you how you have done in a perspective
2. Performance indicators (PIs) tell you what to do
3. KPIs tell you what to do to increase performance dramatically
مؤشرات
االداء الحيوية
مؤشرات
االداء
7
نطاق االداء
9. STRATEGIC ALIGNMENT PYRAMID
Strategy
What do we want to be in the future?
How do we intend to accomplish our vision?
Objectives
What do we have to do to move forward?
CSF Critical Success
Factors
What areas do we have to focus on
to achieve our vision?
Key Performance Indicators
Key Action Initiatives
Bauer, K 2004, KPIs - The Metrics that Drive Performance Management, Information
Management and SourceMedia Inc., Brookfield USA,
What are our metric indicators
to success?
What action programs will
achieve our performance
goals?
9
Vision
10. TRANSLATING VISION & STRATEGY: THE
FOUR PERSPECTIVE
Robert S. Kaplan
Harvard Business School, Harvard University
10
Original structure for the
Balanced Scorecard (BSC).
Robert Kaplan
11. PERFORMANCE & PLANNING
1. Scorecard questions:
“Am I doing well or badly?”
2. Attention-directing questions:
“What problems should I look into?”
3. Problem-solving questions:
“Of the several ways of doing the job, which is the best?
11
Carnegie-Mellon University
16. MINISTRY OF WORK - BAHRAIN
16
CASE STUDY
Marr, B., and Creelman, J .(2010) Creating and Implementing a Balanced Scorecard: The Case of the Ministry of
Works - Bahrain, Management Case Study, The Advanced Performance Institute (www.ap-institute.com).
19. KPI
Definition
Key Performance Indicators (KPI) or Key Success Indicators
(KSI), help an organization define and measure progress toward
organizational goals.
KPIs should clearly link to the strategic objectives of the
organization and therefore help monitor the execution of the
business strategy.
SMART
-
Financial & non financial metrics
-
Quantitative & qualitative
19
-
20. PURPOSE OF KPIS
ƒ iew a snapshot of performance at an individual, group,
V
department, hospital, or regional level
ƒ ssess the current situation and determine root causes of
A
identified problem areas
Set goals, expectations, and financial incentives for any
individual or group
ƒrend the performance of the selected individual or group over
T
time
20
SOURCE: BearingPoint, Key Performance Indicators
21. TYPES OF KPI
Process KPI
Input KPI
• Measure the efficiency or productivity of a business process.
Ex. Time to complete a customer order
• Measure assets and resources
Ex. Funding for training!
Output KPI
• Measure the financial & nonfinancial results of
business activities. Ex. Net profit, # of new clients.
Leading KPI
• Measure activities that have a significant impact on
future performance. Ex. % of high Performers
Lagging KPI
• Measure success or failure after an event. Ex. most
financial KPIs
Qualitative KPI
Quantitative KPI
• Descriptive measure. Like an opinion, or a character. .
• Measures results in numbers, uses average’s, ratio’s,
percentages. Ex. $revenue per employee.
21
Outcome KPI
• Measures benefits of performance as an outcome of a
business activity. Ex. employee satisfaction rate
26. بطاقات االداء المتوازن
خارطة مسار شمولي للشركات والمؤسسات لتتبع ترجمة الرؤية في مجموعة مترابطة لمقاييس
األداء، تساهم هذه المقاييس في:
1. إنجاز األعمال
2. وضع إستراتيجية األعمال
3. اتصال اإلستراتيجية باألعمال
4. المساعدة في التنسيق بين األداء الفردي والتنظيمي وصوال إلى أهداف المنظمة
62
27. بطاقات االداء المتوازن
يعتبر نموذج بطاقات االداء المتوازن:
من النماذج الحديثة في تقييم األداء، حيث يركز على اربعة أبعاد تمثل في مجملها األداء العام
للمؤسسة، وهذه األبعاد هي:
• المحورالمالي: ما يحتويه من مؤشرات مالية تقيس األداء المالي للمؤسسة (المساهمين)
• محور العمليات الداخلية: يركز على مدى جودة اإلدارة في إدارة وإجراء العمليات الداخلية
من إنتاج وتسيير
• محور العمالء: يركز على العمالء ويقيس مستوى رضاهم
• محورالنمو والتعلم: هذا البعد خاص بمدى تعلم المنظمة ومواردها البشرية ومدى إبداعهم
من أجل إرضاء العمالء.
72
30. TYPES OF MEASURES
Three types of performance measures:
1. Key result indicators (KRIs) tell you how you have done in a perspective
2. Performance indicators (PIs) tell you what to do
3. KPIs tell you what to do to increase performance dramatically
مؤشرات
االداء الحيوية
مؤشرات
االداء
30
نطاق االداء
42. كيف تعرف ان كان لديك
المعايير الصحيحة لالداء؟
.I
هل هو فعال؟
.IIيحقق االهداف االستراتيجية؟
.IIIيحقق تغذية مباشرة من الشخص المسؤل عن تحقيق المعايير؟
24
44. امثلة لمؤشرات قياس االداء – النمو والتعلم 1
1( متوسط سنوات خدمة الموظف لدى الشركة (عدد)
2( متوسط عمر الموظفين (عدد)
3( الوقت المنفق في التدريب – األيام / السنة (عدد)
4( الموظفون المؤقتون / الموظفون الدائمون (%)
5( نسبة الموظفين الحاصلين على مؤهل جامعي (%)
6( متوسط التغيب عن العمل (عدد)
7( عدد المديرات (عدد)
8( عدد المديرين (عدد) .
9( تكلفة التدريب السنوية للشخص الواحد (باللاير) .
01( التكلفة السنوية للتدريب واالتصال وبرامج الدعم للشخص (باللاير).
44
45. امثلة لمؤشرات قياس االداء – النمو والتعلم 2
1(
مصروفات البحوث والتطوير / المصروفات الكلية (%)
2(
موارد البحوث والتطوير / إجمالي الموارد (%)
3(
االستثمار في التدريب / (عدد)
4(
االستثمار في البحوث (لاير)
5(
تحسينات مقترحة / الموظف الواحد (عدد)
6(
نفقات تطوير القدرات والمهارات / الموظف (لاير)
7(
مؤشر رضا العاملين (عدد)
8(
فعالية ادلة العمل (%)
54
46. اهم مؤشرات اداء الدارة الموارد البشرية
AP-INSTITUTE
Human Capital Value Added (HCVA)
القيمة المضافة لراس المال البشري
Revenue Per Employee
الدخل للموظف
Employee Satisfaction Index
مؤشر رضاء الموظف
Employee Engagement Level
مؤشر تفاعل الموظف
مؤشرة مناصرة الموظف
46
Staff Advocacy Score
48. اهم مؤشرات اداء الدارة الموارد البشرية
AP-INSTITUTE
)Salary Competitiveness Ratio (SCR
نسبة الرواتب التنافسية
Time to Hire
الوقت الالزم للتوظيف
Training Return on Investment
العائد من االستثمار للتوظيف
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49. KPI DRAWBACKS
نقاط ضعف تصميم معايير االداء
Goodhart’s law:
“when a measure becomes the target, it can no longer be used as the measure”
عندما تصبح المعايير هي الهدف فال تصلح لالستخدام كمعايير
Measure activity rather than performance!
قياس الفعالية وليس االداء
Focusing on short-term targets at the expense of long term objectives
نظرة قصيرة المدى على حساب االهداف بعيدة المدى
Lack of understanding of outcome measures might lead to this type of PI
being underused
Too many financial measures compared with quality measures can lead to
skewed performance and neglect of essential areas
معايير مالية كثير مقارنة مع معايير الجودة يؤدي الى اهمال محاور اساسية
Manipulation of data to improve the measured performance!
تالعب بالمعلمومات لتحيسن االداء
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عدم معرفة المخرجات يؤدي الى سؤ استخدام للمعايير
50. KPI DRAWBACKS
نقاط ضعف تصميم معايير االداء
Not involving staff in the construction of indicators
عدم مشاركة الموظفين في تصميم المعايير
Danger of specifying data because they may be interesting rather than needed.
تصميم معايير النها مثيرة لالهتمام لكن ليست فعالة
Risk of measuring job processes that are easy to measure rather than those
that have the greatest potential value, for example, routine work vs. research
projects.
50
قياس خطوات العمل لسهولتها دون تقديم قيمة مضافة
51. KPI DRAWBACKS
نقاط ضعف تصميم معايير االداء
Not comparing apples with apples can lead to feelings of unfairness and
lack of trust in the performance measures.
عدم مراعة المقارنة المنصفة لمعايير االداء يؤدي الى فقد الثقة في معايير االداء
Not understanding user needs may lead to the wrong PIs being collected
and efforts put in the wrong areas.
عدم فهم احتياج المستخدم قد يؤدي الى جمع معايير خاطئة وضياع الجهد في المحاور الغير مناسبة
Not revising the system in response to internal and external changes
51
عدم مراعة التغيير في نظام االداء عند حدوث تغيير داخلي او خارجي
53. *Whether a provider is a not-for-profit organization or is held by a private sector
company, it must create economic value to sustain itself
53
QUALITY AND PERFORMANCE
METRICS BEST PRACTICES
54. *Whether a provider is a not-for-profit organization or is held by a private sector
company, it must create economic value to sustain itself
54
افضل الممارسات
57. دراسة حالة
تقرير التنمية للموارد البشرية الوطنية
Qatar 3rd National Human Development
2102 Report
في ظل استراتيجية قطر للتنمية
3 Chapter
4 Chapter
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58. ORGANIZATIONAL KPIS
1. Organizational Appeal and Reputation
2. Salary Competitiveness
3. Human Value Added
4. Career Growth
5. Absenteeism Rates and Absenteeism Cost
6. Employee Morale
58
7. ESI Employee Satisfaction Index
59. FULL-TIME EQUIVALENT (FTE)
Full-time equivalent (FTE)
is a unit that indicates the workload of an employed person in a
way that makes workloads comparable across various contexts.
FTE is often used to measure a worker's involvement in a project,
or to track cost reductions in an organization. An FTE of 1.0
means that the person is equivalent to a full-time worker, while an
http://www.businessdictionary.com/definition/full-time-equivalent-FTE.html
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FTE of 0.5 signals that the worker is only half-time.
60. ORGANIZATIONAL APPEAL
AND REPUTATION
1. Action -----> Reputation ----> Sale
2. Campaigns on reputation
3. Social Media (Mentions)
4. Press (Brand Awareness)
Competitive
Benchmarking
5. Customer opinion measures
(Customer experience, perceptions)
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تقاس سمعة المؤسسة عن طريق االستبيان ويتم فيه تحديد اهم االهداف والعناصر للسمعة ويتم
قياس شبية ايضا لرضاء الموظفين
61. SALARY COMPETITIVENESS
$ Salary per full time equivalent FTE
)((#of hr per week * working weeks)/total working weeks per year
راتب الموظف للدوام الكلي = عدد ساعات العمل * اسابيع العمل
)$ Compensation per employee (Benchmarking
المستحقات = اجمالي ما يتقاضاه الموضف
= يتم قياسها عن طريق المقارنة التنافسية في سوق العمل
)$ Bonus payout (Benchmarking
الحوافز (عن طريق المقارنة)
)# Compensation Satisfaction Index (Benchmarking
مؤشر الرضاء الوظيفي :ويقاس عن طريق استبيان يتضمن اهم عناصر الرضاء في المؤسسة (3-5
)عناصر
16
62. HUMAN VALUE ADDED
[REVENUE – (OPERATING EXPENSE – REGULAR
&CONTINGENT EMPLOYEE COMPENSATION & BENEFIT
/ ])COST
# TOTAL FTE
القيمة المضافة للموارد البشرية=
(اجمالي الدخل – (مصاريف التشغيل – اجمالي مستحقات الموظف)
اجمالي عدد الموظفين بدوام كامل
26
63. CAREER GROWTH
Total PROMOTIONS /
(Total PROMOTIONS + Total TRANSFERS)
=النمو الوظيفي
63
عدد الترقيات+عدد التنقالت في المناصب
64. ABSENTEEISM RATES
Absence Rate =
Workdays Lost Due to Absence /
( Average Employee Population x Number of Work Days Available per Employee )
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معدل الغياب = عدد االيام الغير مستغلة بسبب الغياب
متوسط عدد الموظفين*عدد ايام العمل للموظف في االسبوع
65. ABSENT COST
COMPENSATION PER EMPLOYEE PER HOUR X HOURS
ABSENT
=كلفة الغياب
65
مستحقات الموظف بالساعة* عدد ساعات الغياب
66. EMPLOYEE MORALE
Moral is translated into motivated employee seeking
organizational change.
KPI of employee engagement:
The number of employee recommended changes that have
actually been implemented /
per full time employee equivalent
= مؤشر المعنويات للموظف
عدد التوصيات للتغيير من قبل الموظفين
66
عدد التغييرات الفعلية
67. ESI EMPLOYEE SATISFACTION
INDEX
How to calculate ESI?
ESI = ( total point / total question ) * 100.
There is a five-point scale in the questionnaire or survey from employee
responses. They are
• Strongly Agree, • Agree, • Undecided, • Disagree, • Strongly Disagree.
You should remark number attached, include strongly agree (5) to strongly
disagree (1).
Then, total number of questions with answers against each response is calculated
(5, 4, 3, 2, 1).
Identify total point of each response.
Identify total number of questions answered
مؤشر الرضاء الوظيفي يتم قياسة عن طريق استبيان
ويشمل اهم عناصر الرضاء المؤسسي
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يشمل االستبيان قياس 5 مستويات رضاء
68. FINANCIAL KPIS
1. Return on Human Capital and Labor Cost
2. Cost per Hire
3. Cost per Trainee
4. Supervisory Ratios
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5. Compensation and Benefits
69. RETURN ON HUMAN CAPITAL
AND LABOR COST
Human Capital ROI =
REVENUE – [OPERATING EXPENSE – (COMPENSATION +
BENEFIT COST)] / (COMPENSATION & BENEFIT COST)
=العائد االسثتماري من الموارد البشرية
)(اجمالي الدخل – (مصاريف التشغيل – مستحقات الموظف + كلفة الفائدة
اجمالي عدد الموظفين بدوام كامل
69
Helpful in analyzing whether staffing costs are optimized against
organizational revenues.
70. COST PER HIRE
Cost per Hire =
(Advertising C + Agency C + Employee Referrals + travel C + Relocation C
+ Reference Checking C )
x
1.10 Number of Hires
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=كلفة التوظيف
+ كلفة االعالن عن الوظيفة + اجور شركة التوظيف+ رسوم تزكية + اجور سفر
اجور نقل + اجور فحص وتحقق من سيرة الموظف
71. TRAINING COST
Training cost per employee
=
Total training costs
Headcount
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=كلفة تدريب الموظف
كلفة التدريب االجمالي
عدد الموظفين
72. TRAINING COST & RATIO
Training cost per employee
Percentage of employees trained
=
Total training costs
Headcount
=
# Employees
Headcount
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=نسبة الموظفين الذي تم تدريبهم
عدد الموظفين المتدريبن
اجمال عدد الموظفين
74. COMPENSATION AND BENEFITS
TOTAL COMPENSATION REVENUE RATIO
$ COMPENSATION & BENEFIT COST /
$ REVENUE
=نسبة الدخل من المستحقات االجمالي
المستحقات كمبلغ + كلفة العمالة
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الدخل
75. COMPENSATION AND BENEFITS
HEALTH CARE COSTS PER EMPLOYEE
TOTAL HEALTH CARE COSTS /
TOTAL EMPLOYEES
=كلفة الرعاية الصحية
الكلفة االجمالية للرعاية الصحية
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اجمال عدد الموظفين
76. COMPENSATION AND BENEFITS
BENEFIT COST FACTOR
BENEFIT COSTS /
TOTAL NUMBER OF EMPLOYEES ON PAYROLL HEADCOUNT
=تكلفة المستحقات
تكلفة المستحقات
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العدد االجمالي للموظفين في كشف الرواتب
77. TIME TO FILL JOBS
Time to Fill =
Total Number of Days of Opened Jobs
Total Number of Jobs
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=الوقت الالزم للتوظيف
عدد االيام منذ اعالن الوظائف الشاغرة
اجمالي عدد الوظائف
78. EMPLOYEE TURNOVER
1. Turnover versus Attrition (Gross and Net Turnover)
2. Analyzing Turnover: How Should the Data Be Interpreted?
78
3. Healthy versus Unhealthy Turnover: When Is Turnover Good
for the Organization?
79. TURNOVER RATE
Turnover Rate =
Total Number of Employees who Terminated During the Period
Number of Active Employees During the Period
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معدل الوران الوظيفي
= عدد الموظفين الذين تم ايقافهم عن العمل في فترة زمنية
عدد الموظفين النشطبن في نفس الفترة
80. TURNOVER VERSUS ATTRITION
(GROSS AND NET TURNOVER)
VOLUNTARY TERMINATIONS AS A PERCENTAGE OF
HEADCOUNT=
# VOLUNTARY SEPARATIONS /
80
HEADCOUNT
82. ANALYZING TURNOVER
Department, supervisor, position
Reason for termination
High turnover in minority groups
Date of birth (Gen Y or X)
Date of termination (Seasonal Departure?)
Tenure (When?)
Annual salary
Total cost for replacement
Average turnover for the organization and average employee tenure
Average age of employees (to determine benefit according to life style)
Yearly/quarterly trends
82
84. PROCESS KPIS
1. Measuring Efficiency of Recruitment and Selection
2. Measuring Effectiveness of Hiring
3. Using Hurdles per Hire (HPH) to Reduce the Use of 'Wasta' in
Selection
4. Using Aggregate Yield Ratios and Selection Rates
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5. Measuring Effectiveness of Appraisal Systems
85. EFFICIENCY OF RECRUITMENT
AND SELECTION
1. Recruitment cost
2. Interview per submitted CV
3. Number of interviews
4. Successful interviews ratio
85
5. Referral rate
86. MEASURING EFFECTIVENESS
OF HIRING
1. Cost per hire
2. Time to hire (time of open position/days to fill)
3. Number of interview to offer rate
86
4. Cross functional hiring ratio
87. USING HURDLES PER HIRE (HPH)
TO REDUCE THE USE OF 'WASTA'
IN SELECTION
HPH %
Number of HPH /
Total hires
=التوظيف بالواسطة
عدد الذن تم توظيفهم بالواسطة
اجمالي عدد الذين تم توظيفهم
الحلول للتوظيف عبر الواسطة
Criteria based hiring
التوظيف بالمؤهالت كمعيار اساسي
Designing JD in advance
التوظيف بناء على التوصيف الوظيفي واحتياجات العمل
Hiring based on JD & job requirements
Hiring per the HR strategic plan (time, budget,..etc)
)اعتمادا على خطة الموارد البشرية للتوظيف (حصرا
87
Person to fit a profile not profile to fit a person
88. USING AGGREGATE YIELD
RATIOS AND SELECTION RATES
Profit per Employee =
(Revenue - Total Operating Expenses [before taxes and interest])/
Total Number of Full Time Equivalents (FTE's)
الربح للموظيف
=الدخل – اجمالي المصاريف (بعد الفوائد
والضرائب)اجمالي الموظفين
Revenue Per Employee =
Total Number of FTE's
88
Revenue/
89. HR EXPENSE FACTOR
HR Expense Factor =
HR Expense/
Total Operating Expense
89
=مصاريف الموارد البشرية
اجمالي مصاريف الموارد البشرية
اجمالي المصاريف
90. SELECTION RATE
Interview to hire rate
2.
Male/female hire selection rate Ratio
3.
Age group selection ratio
4.
National/non national ratio
5.
Position selection rate (entry/supervisory/ managerial)
90
1.
91. MEASURING EFFECTIVENESS
OF APPRAISAL SYSTEMS
1.
Employees satisfaction rate
2.
Measure voluntary Feedback
3.
Measure systematic feed
Methods:
Questionnaire
-
Direct Feedback form
-
Online feedback form
-
Interviews & face to face meeting
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-
92. REFERENCES
Harvard Business School, Harvard University
Qatar National Development Plan
Qatar National Development Report 2012
http://www.shrm.org
http://www.trupphr.com/about-trupphr-hr-services/trupp-hr-blog/hrmetrics/
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