KIPs for Development & counseling

KIPs for Development & counseling
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01
% of outstanding employee probation reports 
Percentage of outstanding employee probation reports.
02
% of completed employee probation reports 
Percentage of employee probation reports completed x time (e.g. 1 week) before the due date.
03
Ratio between internal promotions and external hires for open functions 
This ratio measures how many people already working at a company are considered for internal promotion versus the number of externally attracted people. In essence this is an important KPI for Human Capital Management; if an employee can ‘grow’ internally, this will increase overall satisfaction levels.
This is an interesting KPI that I call the “Peter KPI” based on the Peter principle which states that a person will be promoted to the level of their incompetency. It appears from the definition that this is intended to monitor employee satisfaction. Employee satisfaction is definitely something to measure and monitor, but morale and satisfaction actually decline when the “average incompetence level” goes up as we promote / transfer sub-qualified people into new positions. The solution we came up with (right or wrong) was to force every position to hire the best qualified person inside or outside the company, hence the KPI was “performance index after 90 days / satisfaction index after 90 days” then reported by the source of the hire/transfer and %fit to qualifications. This told us how competence compares with employee morale and the within that the source and quality of the hiring process. More complicated, I know, but most good KPI’s usually are.
04
Total OT Hours 
Total overtime (OT) hours.
I think we should relate the OT to workload for more reliable results.
05
Ratio of work days to utilized vacation days 
Department ratio of work days (or hours) to utilized vacation days (or hours).
This will have “seasonal cycles” obviously and should not be used to penalize departments. If a department has longer service employees because they do a great job of maintaining loyalty/treating employees fairly, then those employees will be eligible for more vacation probably. So this has to be balanced against length of service as well.
I created a “burn out ratio” which is the number of employees (percent) that are near or at max for their vacation balances.
Michael.j.flores@sce.com Says: 
July 23rd, 2008 at 6:24 pm 
I’m not disagreeing with you. But, be careful when assuming long-service employees have had all of their long service in one department. In my company, we have many long-term employees but they bounce around a lot. To measure how well a department is managing their staff, it takes several measurements. I’d look at things like exit interviews, internal mobility stats, grievance/claim ratios, turnover ratios, vacation utilization, etc.
Take good care!
06
Average vacation hours utilized 
Average vacation hours utilized per employee by Department
07
% of employees receiving regular performance reviews 
Percentage of employees receiving regular performance and career development reviews
08
Average time employees are in same job/function 
Average time (e.g. in months) employees are in the same job or function.
09
% of new hire retention 
Percentage of new hire retention after certain period (e.g. 12 months). Number of new hires that still work for the company versus the total number of hires.