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Human Capital Metrics (sample)

Human Capital Metrics (sample). Human Capital Metrics: Sample. IV) EEO Compliance. (A) OFCCP Fiscal Year Audit Activity. (B) Reported Employment Claims. (C) Reported Costs Associated with Employment Claims. D) Compliance: Types of Charges.

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Human Capital Metrics (sample)

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  1. Human Capital Metrics (sample)

  2. Human Capital Metrics: Sample IV) EEO Compliance (A) OFCCP Fiscal Year Audit Activity (B) Reported Employment Claims (C) Reported Costs Associated with Employment Claims D) Compliance: Types of Charges Corporate Interventions:• OFCCP Audit Support• Corrective Discipline roll-out FY05 • Compliance Manual 2nd Half FY05 • 3rd party AAP Proposals • Diversity Initiatives Compliance Update:• OFCCP Audits nationally increased significantly (desk audits)• Employment discrimination lawsuits totaled over 20,000 (National)• Single location harassment case: $10 million (Non-SYSCO)

  3. V) Employee Relations /Labor: STAR Employer is working (A) Union Organizing Drives to Elections Ratio is Improving (B) # of Days Since Last Union Election From 8-10 elections per year to 1 election per year. Note: Teamsters solicited over one thousand total company locations nationally and filed 111 petitions; won 66 elections last year. Other Unions won 56% elections (1,500 elections won) (D) Eliminate Operating Expense Gap C) Labor Goal: .50 pts. Gap for union/non-union Union Non- Union • Labor Management Practices • Rewards (ABC) 2000 2003 2004 gap=.97 pts. gap=1.45 pts. gap=1.00 pts.

  4. Workforce Optimization

  5. VI) Benefits A) SYSCO's PEPY Health Cost % Increase vs. National Average B) SYSCO's Annual PEPY Health Cost .73 .73 .72 .71 SYY% Costs of salesper year .70 .70 .69 .69 .68 .68 .67 .66 .65 2002 Natl./SYY 2003 Nat'l/SYY 2004 Nat'l/SYY C) Annual Web Enrollment Utilization (Non-Passive)* • FY05: Key Initiatives: • Shared Services Payroll • Fortune 100 Coalition • Health Management Programs • Specialist Co-Pay Initiative • Delayed Enrollment • Web-usage provides over $250,000 communications savings per year. • Web-usage offers increased self-service opportunities.

  6. VII) Knowledge Management • Activity on the BBP website • Total practices as of April 12: 225 B) E-Learning: New Frontline Supervisors # of downloads – 325 # of submissions - 225 BBP GoalsFY04: All Broadline trained FY05: All Broadline usingFY06- Fully integrated into daily activities C) CMP Officer Level to Director Level– Corp. HQ D) CMP Traditional OPCO’s • Netg Courses: 400-3500• Netg pilot: 65% usage at each Opco (30 Opco’s)• Centra training saving travel costs • BBP: 6 FEC Teams in place; 85% reviewed

  7. VIII) Retention: Leadership Practices, Orientation & Rewards MA’S – Reward Systems Under Study A) Driver Retention ($35,000 per Driver Cost) B) Night Warehouse Retention ($8,000 per cost) $50 Million Cost Savings (2000-2004) $24 Million Cost Savings (2000-2004) D) Corporate HQ Retention C) MA Retention ($50,000 per MA cost)

  8. IX) Industry Relations/Diversity A) Corporate - Officers B) Corporate - SR. Director / Director Level 2003 * Diversity Pilot 2002 2004 Goal ** Diversity 2002 2003 2004 roll-out Female POC Female POC D) OPCO – SVP / VP Level C) OPCO –Pres / Executive VP 2002 2003 2004 Goal 2002 2003 2005 Female POC Female POC

  9. Expense % Sales Pieces per Error Pieces per Trip Cost per Case Associates per 100,000 cases X) Operations

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