KIPs for Reward & retainment

KIPs for Reward & retainment
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01
Compensation cost as % of revenue 
Can be used to justify the amount being paid to the employees and its return in the form of increased revenue for the organization
How can you calculate it? do you mean yiu divide the employees salaries by total revenue?
mmalbakr Says: 
July 25th, 2008 at 9:33 pm 
Yes, Annual Guaranteed Cash & non-cash benefits for all staff.
sabir_mumtaz Says: 
September 19th, 2008 at 6:10 am 
You can also use it to measure and compare the performance of two similar departments of an organization e.g. sales team A vs. team B. Can also be linked directly with ur variable performance/reward system.
02
Employee efectiveness 
Total “frustration level” / Total number of employees
I am surprised employee effectiveness is calculated this way. How do you calculate Frustration level? What are the questions used in PCMM/ eSAT program to check this?
K. GB
jomeike Says: 
September 2nd, 2008 at 3:32 pm 
This appears to be a measure of the % of employees who are frustrated by teh business. But really how do you take stock of this? It will be good if this is expanciated on.
king.gb Says: 
September 2nd, 2008 at 4:42 pm 
This KPI is absolutely absurd. Please read HR basics and Human Psycho-basics again, along with PCMM techniques and model questionaires for an eSAT programmes. 
Efficiency and Frustration might be interelated but not the only reason. How will you factor in Data for the KPI along with other root causes for inefficiency? You will not be able to justify the KPI with genuine or unmanipulated data. Use other measurable factors instead to kick the black sheeps.
You will get lot more frustrated finding data for frustration levels of an employee. Frustration is a dynamically changing factor and getting normality for the data is difficult and cannot be standardized. Rather be a little positive and check satisfaction levels of people “still” in the organization.
I think you should remove this KPI here. HR Department will go for a Toss with this KPI.
muzzammil Says: 
September 15th, 2008 at 1:51 pm 
Quite strange  I don’t help to find out the “knowledge depth” of Mr. king.gb (the KPI owner / submitter) this is the major issue here; to me the calculation of “total frustration” in a particular business is a secondary issue. first find out about his depth of knowledge.
muzzammil Says: 
September 15th, 2008 at 1:55 pm 
Sorry the KPI submitter is Mr. jgyi  please ignore last comments, this is Mr. jgyi  sorry Mr. king.gb
king.gb Says: 
September 15th, 2008 at 5:22 pm 
Okay. But neither the Knowledge level nor frustration levels ensure efficiency. 
Though Knowledge level and frustration levels are direct co-relational factors, extrapolating ‘frustration data’ for the KPI is almost impossible “dynamically”. 
Knowledge levels data can be determined and extrapolated but the issue is, efficiency and results when plotted with Knowledge levels will not show normality or you might find groups of data with different attitude and motivation levels.
Its very simple, Six Sigma is not and never done for degradation but for improvement. Similarly, efficiency can only be determined by what positive results you provide, and not for failures (-ve factors like frustration) - with appropriate Quality, Cost, Resources and Time. 
Primarily, the outlook or approach is wrong HR
Regards,
K.GB
03
% of employees covered by collective bargaining agreements 
Percentage of employees covered by collective bargaining agreements.
04
Ratio between standard level wage compared to local minimum wage 
Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation.
05
Average number of vacation days per employee 
Average number of vacation days per employee.
06
Female-Male salary ratio relation 
Ratio of female to male salaries including bonus, etc. per hierarchy level. Some globally active companies might not publish, for fear of legal problems (esp. in US).
Unit: Percentage