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The Human Resources Benchmarking Network An HR Metrics ( and ) Benchmarking Tool for Municipalities

The Human Resources Benchmarking Network An HR Metrics ( and ) Benchmarking Tool for Municipalities. Colin Dawes OMHRA Spring Workshop Guelph, April 2011. Presentation Agenda. Introductions/Agenda. Benchmarking Concepts HR Metrics for Municipalities The Human Resources Benchmarking Network

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The Human Resources Benchmarking Network An HR Metrics ( and ) Benchmarking Tool for Municipalities

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  1. The Human Resources Benchmarking Network An HR Metrics (and) Benchmarking Tool for Municipalities Colin Dawes OMHRA Spring WorkshopGuelph, April 2011

  2. Presentation Agenda • Introductions/Agenda • Benchmarking Concepts • HR Metrics for Municipalities • The Human Resources Benchmarking Network • The Municipal Group in the HRBN Survey • HR Trends in Municipal Government 1998 and 2010 • Key Results from the 2010 HRBN Survey Report • Applications for HR Metrics • Training, Technology and the HR Department • Measurement Advice from the HRBN

  3. My Second Agenda 1. Remind you about a few things you already know. 2. Measurement and benchmarking concepts and tools you can use to help your organization be more successful – sometimes despite itself.

  4. Benchmarking Concepts

  5. What isBenchmarking? “Benchmarking is a continuous, systematic tool for measuring and improving the processes,products and services of an organization by comparing them to the very best “like” processes, products and services wherever they may be found.” The Council for Continuous Improvement

  6. HR Metrics for Municipalities

  7. My Selection Criteria • Frequently completed (in the HRBN experience) • Simple to understand • Avoid duplication • Significant Impact – either on HR or the Organization

  8. My TOP TEN Indicator Selections (HRBN Survey) • External Hire Rate: PFT and Reg. PPT (can be compared to Turnover indicators) • Average Time to Fill a Position With an External Hire • Number of Non-Management Employees Per Management Employee • Extended Health Care Claims Expense Per Participating Employee • Paid Sick Hours Per Eligible Employee

  9. My TOP TEN Indicator Selections (HRBN Survey) * “Pre-External Intervention” Grievance Rate Workers Compensation Lost Work Hours Rate Modified Work Accommodations Rate HR Technology Indicator Employees Per HR FTE

  10. The Human Resources Benchmarking Network

  11. What is the HRBN? • Cross-Canada network of HR functions primarily from Health Care, Municipal Government and Not-for-Profit employers who complete the HRBN Survey • Open to all sectors • Current representation in six (6) provinces

  12. The Annual Benchmarking Survey • Presently fifty-five (55) indicators • Balance of “Human Asset” and “Human Resources” indicators • Full spectrum of HR function represented • More In-depth quantitative analysis possible through demographic breakdowns • Electronic Format (Multi-Sheet Excel File) • Content determined by input from Network members

  13. Sample Survey Indicators

  14. Sample Indicator Definition

  15. The Report of the Annual Benchmarking Survey • Benchmark statistical data for each indicator (average, percentile, etc.) • Note of special statistical relationships if indicated • Statistics breakdowns by Province/Sector where justified by sample size • Summary table of individual data submissions for the indicator • Contact names for Network Survey participants

  16. The Report of the Annual Benchmarking Survey

  17. Sample Data Table: Paid Sick Hours Per Eligible Employee, HRBN Report

  18. The Municipal Group in the HRBN Survey

  19. Human Resources Trends in Municipal Government: 1998 to 2010

  20. Trend Setters: Municipal Participants in the 1998 HRBN Survey • City of Oshawa • City of Toronto • Region of Durham • Region of Hamilton-Wentworth • Region of Niagara • Region of Ottawa-Carleton • Region of Sudbury • Region of Waterloo

  21. Some Things Change …

  22. Some Things Change … A LOT.

  23. And Some Things Change Less.

  24. Survey Demographics – 2010 Survey • Municipal group represents 28% of the survey participants (22 in all) and 105,000 employees • Many smaller municipalities plus most members of the Regional and Single Tier Municipalities (RSTM) Group • RSTM – 12 • Other Cities – 6 • Towns – 2 • Counties - 2 • RSTM - Special Indicator Set - 2004 (16 indicators in all)

  25. Ontario Municipal CAO’s Benchmarking Initiative (OMBI)and the HRBN • HR Group asked to identify HR indicators for OMBI • Decision to align indicators to the HRBN Survey (avoid duplication) • Four (4) indicators identified: • #T4s per HR staff (Service Level) • HR administration expense per $1000 of municipal operating expenditure (Service Level) • HR services cost per T4 supported (Efficiency) • Turnover Rate (Customer Service)

  26. Metrics Challengesin Municipal HR Measurement • Complexity/differences in the how and “who” provides HR services to different employee groups • Definition of employees … • Specific Indicator Challenges • T4 vs. active employee counts • What counts as “HR” • Expenses/internal charges

  27. Key Results from the 2010 HRBN Report

  28. HRBN #5 – Average Time to Fill a Position Formula: Total, for all External Hires, (Difference Between the “Date the Offer to the New External Hire is Made” and the “Date the Approval to Recruit is Received in HR”, One Year period

  29. HRBN #7 – Turnover Rate Formula: # Separations / # Average Employee-count, One Year period

  30. HRBN #4A(1) – Non-Management Employees Per Management EmployeeFormula: # “Non-Management Employee-count” / # “Management” Employee-count, End of Survey Time Period, One Year period

  31. HRBN #15 (A & B) – EAP Indicators (Municipal Sector)Formulas: (A) EAP Cases / Average Eligible Employee-Count (B) EAP Expense / # Employees Eligible to Use the EAP, One Year period

  32. HRBN #25 – HR Administration Expense Indicator (Municipal Group) Formula: $ HR Administration Expense / $ Operating Expense , One Year period

  33. HRBN # 1 and #7: Comparison - External Hire Rate and Turnover Rates, Municipal Group, 2007-2010

  34. HRBN #13: Paid Sick Hours Per Eligible Employee, Health Care and Municipal Groups, 2007-2010

  35. HRBN #9 and #10: Dental Claims and Extended Health Expense Per Employee, Municipal Group, 2007-2010

  36. HRBN #23: Percentage of HR Departments Utilizing Technology, By Technology Type, 2007-2010

  37. HRBN #14(C) – Breakdown of Points in Time at Which Grievances were Resolved or Withdrawnin Survey Reporting Period, 2010(Municipal Group)

  38. Applications for HR Metrics

  39. Applications for HR Metrics • Reporting purposes • Support HR quality goals • Prove/disprove existence of opportunities • Demonstrate success/failure of initiatives • Illustrate cause/effect relationships • Impacting adversarial negotiations or settlement opportunities • Create business cases and obtain resources • Improve measurement systems • Positive reinforcement

  40. HRBN #22 – HR Training Course Attendance (Municipal Group)Formula: # Training Course Attendance (Per Category) / # Average Employee-count (or New External Hires in case of Orientation), One Year period

  41. HRBN #23: Percentage of HR Departments Utilizing Technology, Municipal Group, By Technology Type, 1998 to 2010

  42. HRBN #24 - # Employees Per HR “FTE”Formula: # Average Employee-count / # HR “FTE”-count, End of Survey Time Period, One Year period

  43. HRBN #24(B) – HR FTE Detail – Functional Breakdown (Municipal Group) 1998 and 2010 Trends –Benefits and HRIS, and new HR functions (quality, metrics, etc.), and to a lesser extent, WC/H&S and Recruitment, receive more staff resources now, vs. in 1998.

  44. HRBN #24(C) –HR FTE Detail – Organization Level Breakdown (Municipal Group) 1998 and 2010 Trends – There has been a clear trend toward a higher proportion of supervisors, at the expense of both executives and managers, and administrative/clerical positions.

  45. HRBN #24(C) –HR FTE Detail – Model of Service Provision Breakdown (Municipal Group) 1998 and 2010 Trends – A change in HR service delivery is definitely indicated, from the traditional (HR as a separate, “expert” dept. with HR specialties serving the organization to a model of HR professionals attached to client groups, with more generalists, and in some cases matrix reporting relationships with Operational departments.)

  46. Measurement Advice from the HRBN • Don’t take on more measurement than you can handle • Focuson objects that are critical success drivers • Listen to senior management priorities and educate where possible • Balanced Choice of Metrics • Simplemetrics (in design, in ability to collect data) are more reliable • Downside of Simple – inverse relationship simplicity/value • Leading vs. lagging where possible • Technology will help (if you are lucky enough to have it)

  47. But don’t stop with measurement … • Numbers are Susceptible to Manipulation! • Numbers are Quantitative Portrayals of Real World Situations • Numbers are a Means Not an End

  48. Any Questions?Colin DawesHuman Resources Benchmarking Network416-221-0260colin@hrbn.cawww.hrbn.ca

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