The Open Standards Benchmarking

CollaborativeSM (OSBC) Database

Human Resources

The following pages list standard measures and computed performance ratios that APQC captures
for human resources functions and processes for its benchmark database. These measures
coordinate with categories 6.1 Create & Manage HR Planning, Policy, and Strategies, 6.2 Recruit,
Source, & Select Employees, 6.3 Recruit Candidates, 6.4 Reward & Retain Employees, 6.5 Redeploy
& Retire Employees and 6.6 Manage Employee Information in the APQC Process Classification
FrameworkSM(PCF), the high-level enterprise model that allows organizations to see activities from a
cross-industry viewpoint. These measures are contained in human resources benchmarking
reports available for purchase. A more detailed set of measures are available to organizations that
complete the comprehensive supply chain surveys.

In addition to human resources, APQC collects measures and benchmarks in Finance and
Accounting, Supply Chain, Information Technology, Facilities Management, Contact Centers,
Knowledge Management, and many other categories and processes in the PCF.

For more information on these measures or access to the APQC database, please contact APQC at
800-776-9676 or outside the United States at +1-713-681-4020.

© 2006 APQC
 Human Resources Measures

Create & Manage Measures

Cost Effectiveness
• Total costs of the process "Create and manage HR planning, policy and strategies" per
<$1,000> revenue
• Total costs of the process "Create and manage HR planning, policy and strategies" per
employee (headcount)
• Total internal personnel costs of the process "Create and manage HR planning, policy and
strategies" per <$1,000> revenue
• Total personnel costs of the process "Create and manage HR planning, policy and strategies"
per employee (headcount)
• Total cost of the process "Create and manage HR planning, policy and strategies" per "Create
and manage HR planning, policy and strategies" FTE
Staff Productivity
• Number of employees per "Create and manage HR planning, policy and strategies" FTE
• Staff to Management ratio for the process "Create and manage HR planning, policy and
strategies"
• Percentage of senior management / executives for the process "Create and manage HR
planning, policy and strategies"
• Percentage of middle management / specialist for the process "Create and manage HR
planning, policy and strategies"
• Percentage of operational workers / office staff for the process "Create and manage HR
planning, policy and strategies"
Process Efficiency
• Number of FTEs for the process "Create and manage HR planning, policy and strategies" per
<$1 billion> revenue
• Percentage of senior management /executives with formal succession planning process in
place
• Percentage of middle management /specialist with formal succession planning process in
place
• Percentage of operation staff /office staff with formal succession planning process in place

Source, Recruit, & Select Measures

Cost Effectiveness
• Total costs of the process "Source, recruit and select" per <$1,000> revenue
• Total costs of the process "Source, recruit and select" per employee
• Total costs of the process "Source, recruit and select" per new hire
• Total costs of the process "Source, recruit and select" per "Source, recruit and select" FTE
Staff Productivity
• Number of employees per "Source, recruit and select" FTE
• Number of new hires per "Source, recruit and select" FTE

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 Human Resources Measures
Source, Recruit, & Select Measures
Process Efficiency
• Number of FTEs for the process "Source, recruit and select" per <$1 billion> revenue
• Number of FTEs for the process "Source, recruit and select" per new hire
• Number of accepted job offers for senior management/executives as a percentage of job offers
made for senior management/executives
• Number of accepted job offers for middle management/specialists as a percentage of job
offers made for middle management/specialists
• Number of accepted job offers for operational workers/office staff as a percentage of job offers
made for operational workers/office staff
• Number of new hires for senior management/executives as a percentage of job offers made
for senior management/executives
• Number of new hires for middle management/specialists as a percentage of job offers made
for middle management/specialists
• Number of new hires for operational workers/office staff as a percentage of job offers made for
operational workers/office staff
Cycle Time
• Cycle time in days from identification of need to hire to approval of job requisition
• Cycle time in days from job acceptance to beginning of new hire in agreed position
• Cycle time in days from transfer request to transfer completion

Develop & Counsel Measures

Cost Effectiveness
• Total costs of the process "develop and counsel-learning only" per <$1,000> revenue
• Total costs of the process "develop and counsel-learning only" per employee
• Total internal personnel costs of the process "develop and counsel-learning only" per
<$1,000> revenue
• Total internal personnel costs of the process "develop and counsel-learning only" per
employee
• Total costs of the process "develop and counsel-Employee performance and relations" per
<$1,000> revenue
• Total costs of the process "develop and counsel-Employee performance and relations" per
employee (headcount)
• Total internal personnel costs of the process "develop and counsel-Employee performance
and relations" per <$1,000> revenue
• Total internal personnel costs of the process "develop and counsel-Employee performance
and relations" per employee (headcount)
• Total costs of the process "develop and counsel-learning only" per "develop and counsel-
learning only" FTE
• Total costs of the process "develop and counsel-learning only" per "develop and counsel-
Employee performance and relations" FTE
Staff Productivity
• Number of employees per "develop and counsel-learning only" FTE

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 Human Resources Measures
Develop & Counsel Measures
Process Efficiency
• Number of FTEs for "develop and counsel-learning only" per <$1 billion> revenue
• Number of FTEs for the process "develop and counsel-Employee performance and relations"
per <$1 billion> revenue
• Average number of training days

Reward & Retain Measures

Cost Effectiveness
• Total costs of the process "reward and retain" per <$1,000> revenue
• Total costs of the process "reward and retain" per employee
• Total internal personnel costs of the process "reward and retain" per <$1,000> revenue
• Total internal personnel costs of the process "reward and retain" per employee
• Total costs of the process "reward and retain" per "reward and retain" FTE
Staff Productivity
• Number of employees per "reward and retain" FTE
Process Efficiency
• Number of FTEs for the process "reward and retain" per <$1 billion> revenue
• Number of days absence per employee including maternity and paternity leave
• Number of days absence per employee excluding maternity and paternity leave
• Average number of vacation days per year per employee

Manage Employee Information Measures

Cost Effectiveness
• Total costs of the process "manage information" per <$1,000> revenue
• Total costs of the process "manage information" per employee
• Total personnel costs of the process "manage information" per <$1,000> revenue
• Total personnel costs of the process "manage information" per employee
• Overhead costs of the process “manage employee information” per employee
• Outsourced costs of the process “manage employee information” per employee
• Total costs of the process "manage employee information" per "manage employee
information" FTE
Staff Productivity
• Number of employees per "manage employee information" FTE
Process Efficiency
• Number of FTEs for the process "manage information" per <$1 billion> revenue
• Number of FTEs for "HR information systems - maintenance and support" per <$1 billion>
revenue
• Percentage of employees with access to Employee Self Service (ESS) system

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 Human Resources Measures
Manage Employee Information Measures
• Percentage of managers with access to Manager Self Service (MSS) system

Re-deploy & Retire Measures

Cost Effectiveness
• Total costs of the process "re-deploy and retire" per <$1,000> revenue
• Total costs of the process "re-deploy and retire" per employee
• Total costs of the process "re-deploy and retire" per internal transfer
• Total internal personnel costs of the process "re-deploy and retire" per <$1,000> revenue
• Total internal personnel costs of the process "re-deploy and retire" per employee
• Total costs of the process " re-deploy and retire" per " re-deploy and retire" FTE
Staff Productivity
• Number of employees per "re-deploy and retire" FTE
• Number of internal hires per "redeploy and retire" FTE
Process Efficiency
• Number of FTEs for the process "re-deploy and retire" per <$1 billion> revenue
• Percentage of vacancies filled by internal candidates during the last calendar year for senior
management/executives
• Percentage of vacancies filled by internal candidates during the last calendar year for middle
management/specialists
• Percentage of vacancies per site filled by internal candidates during the last calendar year for
operational workers/office staff
• Percentage of senior management/executives voluntary terminations
• Percentage of middle management/specialists voluntary terminations
• Percentage of operational workers/office staff voluntary terminations
• Percentage of senior management/executives involuntary terminations
• Percentage of middle management/specialists involuntary terminations
• Percentage of operational workers/office staff involuntary terminations
Cycle Time
• Average cycle time for the internal transfer process

General Human Resources Measures

Cost Effectiveness
• Total budget for the HR function per <$1,000> revenue
• Total budget for the HR function per employee (headcount)
• Total costs of the HR function per <$1,000> revenue
• Total costs of the HR function per employee (headcount)
• Total personnel costs of the HR function per <$1,000> revenue
• Total personnel costs of the HR function per employee (headcount)
• Overall personnel costs for the business site (including benefits) per <$1,000> revenue

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 Human Resources Measures
General Human Resources Measures
• Overall personnel costs for the business site (including benefits) per employee
Staff Productivity
• Number of employees serviced by HR function per HR FTE
• Number of senior management / executive employees serviced by HR function per HR FTE
• Number of middle management / specialists employees serviced by HR function per HR FTE
• Number of office staff employees serviced by HR function per HR FTE
• Number of employees per "HR administration" FTE
• Number of employees per "payroll administration" FTE
• Number of employees per "learning administration" FTE
Process Efficiency
• Total number of HR FTEs per <$1 billion> revenue
• Number of FTEs for “HR administration” per <$1 billion> revenue
• Number of FTEs for the process "Payroll Administration" per $1 billion revenue
• Number of FTEs for the process "Learning administration" per $1 billion revenue
• Turnover Rate
Supporting Indicators
• Percentage of personnel costs that is base pay for senior management or executive
• Percentage of personnel costs that is overtime pay for senior management or executive
• Percentage of personnel costs that is variable pay for senior management or executive
• Percentage of personnel costs that is benefits for senior management or executive
• Percentage of personnel costs that is base pay for middle management or specialist
• Percentage of personnel costs that is overtime pay for senior management or executive
• Percentage of personnel costs that is variable pay for senior management or executive
• Percentage of personnel costs that is benefits for senior management or executive
• Percentage of personnel costs that is base pay for operational workers or office staff
• Percentage of personnel costs that is overtime pay for operational workers or office staff
• Percentage of personnel costs that is variable pay for operational workers or office staff
• Percentage of personnel costs that is benefits for operational workers or office staff
• Percentage of employees with less than a year of service
• Percentage of employees with at least 1 but less than 5 years of service
• Percentage of employees with at least 5 but less than 10 years of service
• Percentage of employees with at least 10 but less than 15 years of service
• Percentage of employees with at least 15 but less than 20 years of service
• Percentage of employees with at least 20 but less than 25 years of service
• Percentage of employees with 25 years or more of service
• Percentage of employees that are less than 25 years old
• Percentage of employees that are at least 25 but less than 30 years old
• Percentage of employees that are at least 30 but less than 35 years old
• Percentage of employees that are at least 35 but less than 40 years old
• Percentage of employees that are at least 40 but less than 45 years old
• Percentage of employees that are at least 45 but less than 50 years old
• Percentage of employees that are at least 50 but less than 55 years old
• Percentage of employees that are at least 55 but less than 60 years old

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 Human Resources Measures
General Human Resources Measures
• Percentage of employees that are 60 years or more old

About APQC
An internationally recognized resource for process and performance improvement, APQC helps
organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a
competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality
improvement initiatives, APQC works with its member organizations to identify best practices, discover
effective methods of improvement, broadly disseminate findings, and connect individuals with one another
and the knowledge, training, and tools they need to succeed. Learn more about APQC by visiting
www.apqc.org or calling 800-776-9676 or +1-713-681-4020.

© 2006 APQC
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