Human Resources KPIs List

Human Resources KPIs measure and evaluate all levels of employees who work within the Human Resource sector. These valuable KPIs can help optimise candidate sourcing, streamline recruitment process, and help retain employees.

HR general

  • HR Administration Expense per Firm-Wide Employee – Total HR management-related costs divided by the total number of enterprise-wide FTEs.
  • HR Administration Expense as a Percentage of Total HR Expense – Percentage of total HR management-related costs compared to the overall HR Department expenditure.

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  • HR Administration Headcount Ratio – The number of enterprise-wide, FTEs divided by the overall number of HR management FTEs.
  • HR Expense as a Percentage of Total Expense – The percentage of total HR Department expenditure compared to the total enterprise-wide expenditure over the same term.
  • HR Expense per Firm-Wide Employee – Total HR Department expenditure incurred by the firm divided by the total number of enterprise-wide FTEs.
  • HR Headcount Ratio – The number of enterprise-wide, FTEs divided by the overall number of HR office FTEs.
  • HR Management Levels – Number of executive levels in HR from office head to the lowest executive level.
  • Market Survey Data Processing Cycle Time – Average number of days needed to deal with market survey information from the time data is accepted until the time data is compiled, evaluated, and published.
  • Span of Control: HR – The average number of HR personnel reporting to every HR supervisor.
  • Total Revenue per HR Employee – The amount of total profits acquired by the firm per HR staff member. This KPI gauges staffing levels within the HR office.

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Recruiting and Hiring

The recruiting and hiring office invites, evaluates, and chooses candidates for available jobs within the firm. They identify job openings, create job descriptions, develop an effective hiring program, evaluate applicants and hire the right talent.

  • Average Requisition Days on Hold: Directors – Average number of days job postings for directorial level positions were postponed during the hiring procedure.

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  • Average Requisition Days on Hold: Managers – Average number of days job postings for managerial level positions were postponed during the hiring procedure.
  • Average Requisition Days on Hold: Staff – Average number of days job postings for staff level positions were postponed during the hiring procedure.
  • Average Turnover Percentage – Average number of staff members who abandon the firm annually divided by the total number of staff members at the beginning of the same year, as percent.
  • Candidates Interviewed per Hire – Average number of applicants interviewed divided by the number of applicants who were retained.
  • Cost per Hire – The average cost acquired by the HR office to fill one available role within the firm.
  • External Recruitment Rate – The rate in which posts are filled by personnel not currently employed by the company.
  • First Round Interviews to Full-Time – Average number of days elapsed from conclusion of initial interviews to notification of full-time applicants of the results.
  • Candidate Notification Cycle Time – Percentage of staff members who abandon the company after the initial year divided by the total number of staff members within that year.
  • First Year of Service Turnover – Percentage of total expenditure related to HR Recruiting & Hiring compared to the total HR office expenditure.
  • HR Recruiting & Hiring Expense as a Percentage of Total HR Expense – Total HR Recruiting & Hiring related expense divided by total HR Team expense, as a percentage.
  • Internal Job Posting Percentage – Percentage of job postings on the internal job postings system compared to the total number of job postings.
  • Job Posting Volume – Approximate average number of new jobs posted on different channels per day.
  • Market Data Sources – Sources for acquiring market information, by data percentage.
  • Number of Interviewers per Day – Average number of interviews for every applicant interviewed.
  • Number of Interviews per Day – Average number of applicants interviewed during a single interview day.
  • Number of Requisitions Filled: Directors – The overall number of directorial level job postings occupied within a specified term.
  • Number of Requisitions Filled: Managers – The total number of managerial level job postings occupied in a specified term.
  • Number of Requisitions Filled: Staff – The total number of staff level job postings in a specified term.
  • Percentage of Positions Filled Externally – The total percentage of jobs occupied by external candidates compared to the overall number of new employees over a specific term.
  • Percentage of Positions Filled Internally – The total percentage of jobs occupied by candidates already employed by the company compared to the total number of new hires over a specific term.
  • Positions Filled as a Percentage of Total Employees – The total percentage of jobs occupied over a specific term compared to the total number of enterprise-wide FTEs.
  • Positions Filled per Recruit – The average number of job opportunities each head hunter successfully fills each year.
  • Quality of Hires – Percentage of hires who are top performers after a single year of service compared to the total number of hires for specific segments.
  • Recruiter’s Time Allocation – The average amount of a recruiters time consumed on specific tasks divided by the total expected time. They could involve on-campus visits, interviews, and events, administrative duties, and handling marketing efforts.
  • Recruiting & Hiring Expense per FTE – The total expenditure of the Recruiting & Hiring management divided by the expenses acquired by enterprise-wide FTEs.
  • Recruiting and Hiring Headcount Ratio – The total number of HR workers divided by the number of staffing support employees.
  • Recruiting Events per School – Average number of recruiting efforts handled per school, including both full-time and summer apprentice recruitment.
  • Spans and Layers: Recruiter per HR Manager – Average number of workers who report straight to a manager within the staffing and recruiting division.
  • Staff Retention Ratio – Number of workers who abandoned the company last year divided by the total number of workers at the start of the year.
  • Time to Fill – The average number of days needed for the HR office to fulfill one available position within the firm.
  • Time to Start – The average amount of time from the announcement of job opening to the day a new hire starts the job.
  • Total Headcount: College/MBA Recruiting – Total number of workers in the firm’s college/MBA recruiting office by degree.
  • Transfer Request Ratio – Number of transfer applications accepted from staff members during the last year divided by the total number of workers at the start of the year.
  • Turnover Rate – The percentage of posts within the firm that were vacated over one single year.
  • Turnover Rate: Involuntary – The total percentage of forced separations over a specific term compared to the total number of  company-wide staff members.

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Training & Development

The training and development office aims to boost the firm’s performance by teaching and constantly developing employee skills.

  • HR Training Expense as a Percentage Total HR Expense – Total percentage of expenditure associated with employee training and advancement compared to the total HR division expenditure.

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  • Number of Continuing Education Participants per Year – Yearly average number of workers who engage in firm-sponsored continuing education projects.
  • Number of Training and Development Staff – Number of HR employees dedicated to training and development firm-wide.
  • Total Expense: Training and Development Expense – Total amount of training and development expenditure for the past year, involving all charge backs to the company.
  • Training & Development Expense per Employee – The yearly expenditure on training for each enterprise-wide staff member.
  • Training & Development Headcount Ratio – The number of company-wide employees per employee under the training and development division.

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Employee Engagement Objectives

The employee engagement objectives (KPIs) are designed to track and measure how happy and engaged your employees are. Engaged employees participate actively in their job roles. They enjoy their work and are committed to working together to achieve the company’s goals.

  • Improve employee Net Promoter Score (NPS) – The employee Net Promoter Score (NPS) measures how happy employees are at work by asking them whether they would recommend a job at your company to a friend or family member. The NPS is based on this direct question, and it is scored on a scale from 0-10.

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  • Improve absenteeism – The absenteeism KPI measures the extent to which employees show up for work every day. If this metric is high, then your employees are not as engaged as they should be. High absenteeism levels affect everyone in the team because other team members must cover the absent employee’s work.
  • Improve turnover/retention – The turnover/retention KPI measures employee engagement by looking at employee turnover versus employee retention. Employees who are not happy will leave to find employment where they can be happy at work.
  • Improve production/profitability – The production/profitability KPI measures the rate of productivity versus the company’s profitability metrics. If employees aren’t engaged, production will be down, impacting negatively on the company’s profit levels.
  • Improve employee health index – The employee health index KPI measures an employee’s ability to work consistently over time. It measures how resilient employees are. The higher this index, the more engaged employees are because they are healthy and happy.
  • Improve vacation days used – The vacation days used KPI measures the number of vacation days an employee has used. A healthy work-life balance promotes employee engagement. Employees must use their vacation days. A low value can indicate poor employee engagement levels.
  • Improve new hire 90-day failure rate – The new hire 90-day failure rate measures the number of new employees who do not make it through the first 90-day period. Engagement is a mindset. And employees must be given the correct tools and training before they can engage with their job roles.
  • Improve customer happiness – The customer happiness KPI is based on the principle that happy employees equal happy customers. If this metric is low, it could result in unhappy customers. Unhappy customers result in reduced sales numbers and a loss of income.
  • Improve job satisfaction – The job satisfaction KPI measures how happy and engaged employees are with their job roles at any given point in time. The happier and more satisfied employees are, the higher the engagement levels, the greater the productive output, and the higher the organization’s profitability figures.
  • Improve engagement surveys – The engagement survey measures the extent to which employees feel valued at your company. Tracking this metric is vital because it indicates how long employees will remain with the organization. The higher this metric, the happier and more engaged employees are.
  • Improve supervisor satisfaction – The supervisor satisfaction KPI measures how engaged and satisfied employees are with their supervisors or managers. About 50% of all employees leave a company because of poor management. Consequently, it is vital to keep track of the supervisor satisfaction metric to ensure that employees remain engaged with their job roles.
  • Improve goal performance – The goal performance KPI determines how engaged employees are by measuring the ratio between achievements versus failures. Goals are designed to stretch and stimulate employees. If the goal performance rate is too high, employees might leave due to boredom; otherwise, employees might resign because they can’t meet their job expectations.
  • Employee suggestion box – The employee satisfaction box KPI measures the extent to which employees use this option to express their views about the business, including their relationships with their peers, direct reports, and managers.
  • The health care cost per employee – The health care cost per employee measures the total cost of health care incurred by the company for all of its employees, including the health insurance premiums, for each employee working for the company irrespective of whether they are covered under its health plan.
  • Improve the productivity rate of employees – The productivity rate of employees KPI is designed to evaluate the productivity of an organization over time. It is one of the most common ways to measure employee productivity as an average. And it is calculated by dividing total revenue by the total number of employees for the pre-defined period.
  • Improve the diversity rate – The employee diversity rate KPI is defined as a measurement that tracks how diverse the organization’s employees are. A diverse employee pool results in vibrant, healthy work culture and improves employee engagement. A successful company is one that has established an open and accepting work environment.

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HR Generalist

HR generalists are in charge daily HR activities like keeping HR data system records and organizing reports from the database, establish department goals, targets and systems, setting up interviews and execute other functions assigned and required by the company management.

Related: HR Generalist, HR Coordinator, HR Admin, HR Manager.

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  • Activity Breakdown: HR Generalist – The average percentage of HR generalist time directed to these tasks: handling workplace disputes, HR counseling, policy information.
  • Employees per HR Generalist – The total number of staff members assisted by HR generalists divided by the total number of HR generalist workers.
  • Generalist Reporting Structure – An evaluation showing which every HR generalist report to: HR Chief, Business Group Head, CAO, Regional Chief, dual reporting.
  • HR Generalists Expense as a Percentage of Total HR Expense – Total percentage of expenditure associated to HR Generalist compared to the total HR department expenditure.
  • HR Generalist Expense per Employee – Total dollar expenses in offering HR generalist services during the past year divided by the total number of workers at the end of that year.
  • HR Generalist Staff Percentage – The total percentage of HR workers compared to the number of HR generalists.
  • Total Headcount: Generalist – Total number of HR generalists, both in main and business groups’ HR divisions at the end of the preceding year.

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Benefits and Compensation

The benefits and compensation office handles staff compensation, including salaries and bonuses, and fringe benefits like insurance, 401Ks, and other monetary and non-monetary benefits.

  • Annual Salary Increase – The percent rise in yearly salary for every staff member working within a specific job post, office or department.

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  • Appraisal Cycle Time – Average number of days needed from the beginning of a performance evaluation up to the time the new level of remuneration takes effect.
  • Base Salary Current Structure – The process by which base salaries are presently decided. They could involve broad banding, point fact or other means.
  • Benefits & Compensation Headcount Ratio – The number of total workers (firm-wide) for each remuneration and compensation employee.
  • Business Pool to Individual Compensation Cycle Time – Average number of days from the point the business group remuneration pool is determined until individual compensation selections are made.
  • Contact Center to Benefits Headcount Ratio – Number of contact center personnel responding to benefits queries divided by the total number of benefits personnel firm-wide.
  • Covered Employee Population – The percentage of workers who are qualified for health insurance coverage under the firm’s benefits policy compared to the total number of employees employed by the company.
  • Cycle Time of Enrollment – Number of weeks needed for a new employee to be fully admitted in the company’s benefits policy.
  • Executive Employee Compensation Options – Kinds of remuneration options or services provided to executive staff only. They could include: stock awards, stock sale, financial advice, and so on.
  • Healthcare Expense per Covered Employee – The average amount of health insurance costs accumulated by the firm, for each staff member protected by company health insurance.
  • HR Benefits Administration Expense per Firm-Wide Employee – Total expenditure associated with employee compensation administration divided by the total number of firm-wide FTEs.
  • HR Benefits Expense as a Percentage of Total HR Expense – The average amount of health insurance costs accumulated by the firm, for each staff member protected by company health insurance.
  • HR Compensation Administration Expense per Firm-Wide Employee – Total expenditure related to employee compensation administration divided by the total number of firm-wide FTEs.
  • HR Compensation Expense as a Percentage of Total HR Expense – Total percentage of expenditure associated with HR compensation administration compared to the total HR Division expenditure.
  • Number of Grades (Bands) – Ranks or groups into which positions of the same valuation are classified for compensation objectives (in a point factor systems the ranks are usually determined as grades; in a broadbanding system the ranks are usually determined as bands – grades within bands specify career or occupational grades).
  • Participant Opt-Out Percentage – Percentage of members who opted out of the benefits program compared to the total number of qualified employees.
  • Payroll Expense per Employee – Total dollar expenses in providing payroll during the past year divided by the total number of workers at the end of that year.
  • Payroll Headcount Ratio – The number of firm-wide FTEs divided by the overall number of payroll FTEs.
  • Percentage of Premium Covered (Employee and Dependents) – The percentage of health insurance benefits that are paid for by the firm for plans that protect the employee and his/her dependents.
  • Percentage of Premium Covered (Employee Only) – The percentage of health insurance benefits that are paid for by the firm for plans that protect the employee but do not cover his/her dependents.
  • Process Changes Cycle Time (Material/Non-Material) – Number of weeks needed to handle modifications that have a financial (401K contribution adjustment) or non-financial consequence on the employees (phone number change).
  • Report Requests Due to Adjustments – Total of the absolute values of the percentage deviation from the medium of both lowest and highest salaries.
  • Total Employees per Policy & Benefits Employee Headcount Ratio – Total number of staff members at the end of the preceding year divided by the total number of compensation employees at the culmination of that year.
  • Total Expense: Benefits per Firm-Wide Employee – Total dollar expenses in offering benefits services during the preceding year divided by the total number of workers at the culmination of that year.
  • Total Expense: Benefits per Benefits Employee – The total dollar expenses in offering benefits services during the preceding year, divided by the total number of benefits employees at the culmination of that year.
  • Total Expense: Compensation per Compensation Employee – Total dollar expenses in offering compensation services during the preceding year divided by the total number of compensations employees at the culmination of that year.
  • Total Expense: Compensation per Firm-Wide Employee – Total dollar expenditures in offering compensation services during the preceding year divided by the total number of workers at the culmination of that year.
  • Total Headcount: Compensation – Total number of workers devoted to the compensation office.

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Human Capital Management

Human capital administration directs efforts on the techniques and procedures in managing employees efficiently.

Related: Human Capital Management Consultant, Human Capital Management Analyst, Human Capital Management Specialist, Human Capital Management Associate.

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  • Voluntary Separation Rate – The percentage of voluntary exits (resignations) compared to the total number of terminations.
  • Percentage of Workforce below Performance Standards – The number of workers who fail to satisfy the established performance standards for their position or function.
  • HR Planning & Analysis Expense per Employee – Total dollar expense in offering HR planning and auditing during the preceding year divided  by the total number of workers at the culmination of that ear.
  • HR Information Systems Expense per Employee – Total HR information systems expenditure for the preceding year divided by the total number of company workers.

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Employee Relations

The human resources relations office is in charge of supervising employer-employee relationships.

Related: Employee & Labor Relations Specialist, HR Representative, Employee Relations Manager.

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  • Litigation Claims by Type – The number of lawsuits against the firm categorized by claim type: unlawful termination, unjust compensation, sexual assault, discrimination.
  • ER Issue Resolution Cycle Time – Average number of hours needed to settle the following types of ER concerns: general issues (flexible work structure); serious issues (sexual assault) potential lawsuit, labor conflicts.
  • ER Expense per Employee – Total dollar expense in offering employee relations services during the preceding year divided by the total number of staff members at the end of that year.
  • Regulatory Compliance Expense per Employee – The total dollar expenses in offering regulatory compliance during the preceding year, divided by the total number of firm-wide employees at the culmination of that year.
  • Compliance Training Hours – The average number of hours consumed on compliance-related training in the following fields: performance management, work/life concerns, sexual assault, discrimination, applicant evaluation.

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Competencies dealing with business in analytical thinking

Capacity to deal with a problem by employing a rational, methodical, progressive manner.

  • Makes a systematic comparison of two or more alternatives.

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  • Notice discrepancies and inconsistencies in available information.
  • Identifies a set of features, parameters, or considerations to take into account, in analyzing a situation or making a decision.
  • Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail.
  • Weighs the costs, benefits, risks, and chances for success, in making a decision.
  • Identifies many possible causes of a problem.
  • Carefully weighs the priority of things to be done.

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Competencies dealing with business in conceptual thinking

Capacity to come up with efficient solutions by taking an integrated, conceptual, or theoretical outlook.

  • Notices similarities between different and apparently unrelated situations.

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  • Quickly identifies the central or underlying issues in a complex situation.
  • Creates a graphic diagram showing a systems view of a situation.
  • Develops analogies or metaphors to explain a situation.
  • Applies a theoretical framework to understand a specific situation.

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Competencies dealing with business in decisiveness

Capacity to execute crucial decisions promptly.

  • Is willing to make decisions in difficult or ambiguous situations, when time is critical.

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  • Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made.
  • Makes tough decisions (e.g., closing a facility, reducing staff, accepting or rejecting a high-stakes deal).

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Competencies dealing with business in diagnostic information gathering

Capacity to pinpoint the information necessary to resolve a situation, find that information from the right sources, and use smart investigation to deduce the information, when others are unwilling to reveal it.

  • Identifies the specific information needed to clarify a situation or to make a decision.

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  • Gets more complete and accurate information by checking multiple sources.
  • Probes skillfully to get at the facts, when others are reluctant to provide full, detailed information.
  • Routinely walks around to see how people are doing and to hear about any problems they are encountering.
  • Questions others to assess whether they have thought through a plan of action.
  • Questions others to assess their confidence in solving a problem or tackling a situation.
  • Asks questions to clarify a situation.
  • Seeks the perspective of everyone involved in a situation.
  • Seeks out knowledgeable people to obtain information or clarify a problem.

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Competencies dealing with business in entrepreneurial orientation

Capacity to search and grab business opportunities; eagerness to take well-considered risks to accomplish business objectives.

  • Notices and seizes profitable business opportunities.

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  • Stays abreast of business, industry, and market information that may reveal business opportunities.
  • Demonstrates willingness to take calculated risks to achieve business goals.
  • Proposes innovative business deals to potential customers, suppliers, and business partners.
  • Encourages and supports entrepreneurial behavior in others.

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Competencies dealing with business in forward thinking

Capacity to foresee the indications and repercussions of situations and take the right action to be ready for any probabilities.

  • Anticipates possible problems and develops contingency plans in advance.

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  • Notices trends in the industry or marketplace and develops plans to prepare for opportunities or problems.
  • Anticipates the consequences of situations and plans accordingly.
  • Anticipates how individuals and groups will react to situations and information and plans accordingly.

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Competencies dealing with business in fostering innovation

Capacity to establish, promote, or encourage the introduction of advanced techniques, products, strategies, or machineries.

  • Personally develops a new product or service.

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  • Personally develops a new method or approach.
  • Sponsors the development of new products, services, methods, or procedures.
  • Proposes new approaches, methods, or technologies.
  • Develops better, faster, or less expensive ways to do things.
  • Works cooperatively with others to produce innovative solutions.

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Competencies dealing with business in initiative

Determine what actions need to performed and doing it before any orders or before the situation calls for it.

  • Identifying what needs to be done and takes action before being asked or the situation requires it.

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  • Does more than what is normally required in a situation.
  • Seeks out others involved in a situation to learn their perspectives.
  • Takes independent action to change the direction of events.

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Competencies dealing with business in results orientation

Capacity to concentrate on the outcome of one’s own or one’s team’s performance, establish ambitious goals, direct efforts on the goals, and fulfill or exceed them.

  • Develops challenging but achievable goals.

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  • Develops clear goals for meetings and projects.
  • Maintains commitment to goals in the face of obstacles and frustrations.
  • Finds or creates ways to measure performance against goals.
  • Exerts unusual effort over time to achieve a goal.
  • Has a strong sense of urgency about solving problems and getting work done.

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Competencies dealing with business in strategic thinking

Capacity to evaluate the institution’s competitive position by analyzing the market and industry trends, current and prospective customers, and strengths and weaknesses in contrast with the competitors.

  • Understands the organization’s strengths and weaknesses as compared to competitors.

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  • Understands industry and market trends affecting the organization’s competitiveness.
  • Has an in-depth understanding of competitive products and services within the marketplace.
  • Develops and proposes a long-term (3-5 year) strategy for the organization based on an analysis of the industry and marketplace and the organization’s current and potential capabilities as compared.

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Competencies dealing with business in technical expertise

Capacity to exhibit the utmost knowledge and competence in a specialized field.

  • Effectively applies technical knowledge to solve a range of problems.

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  • Possesses in-depth knowledge and skill in a technical area.
  • Develops technical solutions to new or highly complex problems that cannot be solved using existing methods or approaches.
  • Is sought out as an expert to provide advice or solutions in his/her technical area.
  • Keeps informed about cutting-edge technology in his/her technical area.

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Competencies dealing with business in thoroughness

Making sure that one’s own and other’s performance and reports are thorough and valid; rigorously prepare for meetings and presentations; see to it that agreements and obligations have been completed.

  • Sets up procedures to ensure high quality of work (e.g., review meetings).

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  • Monitors the quality of work.
  • Verifies information.
  • Checks the accuracy of own and others’ work.
  • Develops and uses systems to organize and keep track of information or work progress.
  • Carefully prepares for meetings and presentations.
  • Organizes information or materials for others.
  • Carefully reviews and checks the accuracy of information in work reports (e.g., production, sales, financial performance) provided by management, management information systems, or other individuals.

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Competencies dealing with people in attention to communication

Capacity to make sure that information is relayed to others who should be notified.

  • Ensures that others involved in a project or effort are kept informed about developments and plans.

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  • Ensures that important information from his/her management is shared with his/her employees and others as appropriate.
  • Shares ideas and information with others who might find them useful.
  • Uses multiple channels or means to communicate important messages (e.g., memos, newsletters, meetings, electronic mail).
  • Keeps his/her manager informed about progress and problems; avoids surprises.
  • Ensures that regular, consistent communication takes place.

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Competencies dealing with people in building collaborative relationships

Capacity to create, uphold, and reinforce partnerships with others outside or within the company who can contribute in terms of knowledge, aid, and assistance.

  • Asks about the other person’s personal experiences, interests, and family.

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  • Asks questions to identify shared interest, experiences, or other common ground.
  • Shows an interest in what others have to say; acknowledges their perspectives and ideas.
  • Recognizes the business concerns and perspectives of others.
  • Expresses gratitude and appreciation to others who have provided information, assistance, or support.
  • Takes time to get to know coworkers, to build rapport and establish a common bond.
  • Tries to build relationships with people whose assistance, cooperation, and support may be needed.
  • Provides assistance, information, and support to others to build a basis for future reciprocity.

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Competencies dealing with people in customer orientation

Capacity to exhibit inclination to delight external and internal clients.

  • Quickly and effectively solves customer problems.

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  • Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting.
  • Lets customers know he/she is willing to work with them to meet their needs.
  • Finds ways to measure and track customer satisfaction.
  • Presents a cheerful, positive manner with customers.

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Competencies dealing with people in developing others

Capacity to hand over obligations and to collaborate with others and mentor them to improve their competence.

  • Provides helpful, behaviorally specific feedback to others.

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  • Shares information, advice, and suggestions to help others to be more successful; provides effective coaching.
  • Gives people assignments that will help develop their abilities.
  • Regularly meets with employees to review their development progress.
  • Recognizes and reinforces people’s developmental efforts and improvements.
  • Expresses confidence in others’ ability to be successful.

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Competencies dealing with people in empowering others

Capacity to express trust in employees’ capability to succeed, especially at difficult assignments; entrusting important rights and duties; letting employees decide freely how they will meet their goals and deal with problems.

  • Gives people latitude to make decisions in their own sphere of work.

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  • Is able to let others make decisions and take charge.
  • Encourages individuals and groups to set their own goals, consistent with business goals.
  • Gives people latitude to make decisions in their own sphere of work.
  • Is able to let others make decisions and take charge.
  • Encourages individuals and groups to set their own goals, consistent with business goals.
  • Expresses confidence in the ability of others to be successful.
  • Encourages groups to resolve problems on their own; avoids prescribing a solution.

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Competencies dealing with people in establishing focus

Capacity to create and disseminate objectives in upholding the business’ goal.

  • Acts to align own unit’s goals with the strategic direction of the business.

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  • Ensures that people in the unit understand how their work relates to the business’ mission.
  • Ensures that everyone understands and identifies with the unit’s mission.
  • Ensures that the unit develops goals and a plan to help fulfill the business’ mission.

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Competencies dealing with people in fostering teamwork for employees

Capacity and passion to cooperate with others in a group

  • Listens and responds constructively to other team members’ ideas.

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  • Offers support for others’ ideas and proposals.
  • Is open with other team members about his/her concerns.
  • Expresses disagreement constructively (e.g., by emphasizing points of agreement, suggesting alternatives that may be acceptable to the group).
  • Reinforces team members for their contributions.
  • Gives honest and constructive feedback to other team members.
  • Provides assistance to others when they need it.
  • Works for solutions that all team members can support.
  • Shares his/her expertise with others.
  • Seeks opportunities to work on teams as a means to develop experience and knowledge. –
  • Provides assistance, information, or other support to others, to build or maintain relationships with them.

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Competencies dealing with people in fostering teamwork for team leaders

Capacity to exhibit attentiveness, proficiency, and achievement in getting teams to cooperate.

  • Provides opportunities for people to learn to work together as a team.

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  • Enlists the active participation of everyone.
  • Promotes cooperation with other work units.
  • Ensures that all team members are treated fairly.
  • Recognizes and encourages the behaviors that contribute to teamwork.

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Competencies dealing with people in influencing others

Capacity to obtain others’ assistance for theories, recommendations, plans, and methods.

  • Presents arguments that address others’ most important concerns and issues and looks for win-win solutions.

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  • Involves others in a process or decision to ensure their support.
  • Offers trade-offs or exchanges to gain commitment.
  • Identifies and proposes solutions that benefit all parties involved in a situation.
  • Enlists experts or third parties to influence others.
  • Develops other indirect strategies to influence others.
  • Knows when to escalate critical issues to own or others’ management, if own efforts to enlist support have not succeeded.
  • Structures situations (e.g., the setting, persons present, sequence of events) to create a desired impact and to maximize the chances of a favorable outcome.
  • Works to make a particular impression on others.
  • Identifies and targets influence efforts at the real decision-makers and those who can influence them.
  • Seeks out and builds relationships with others who can provide information, intelligence, career support, potential business, and other forms of help.
  • Takes a personal interest in others (e.g., by asking about their concerns, interests, family, friends, hobbies) to develop relationships.
  • Accurately anticipates the implications of events or decisions for various stakeholders in the organization and plans strategy accordingly.

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Competencies dealing with people in interpersonal awareness

Capacity to recognize, understand, and foresee others’ impressions and sentiments, and to tactfully inform others about this knowledge.

  • Understands the interests and important concerns of others.

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  • Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior.
  • Anticipates how others will react to a situation.
  • Listens attentively to people’s ideas and concerns.
  • Understands both the strengths and weaknesses of others.
  • Understands the unspoken meaning in a situation.
  • Says or does things to address others’ concerns.
  • Finds non-threatening ways to approach others about sensitive issues.
  • Makes others feel comfortable by responding in ways that convey interest in what they have to say.

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Competencies dealing with people in managing change for employees

Capacity to show approval for modernization and for administrative changes necessary to boost the organization’s performance

  • Personally develops a new method or approach.

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  • Proposes new approaches, methods, or technologies.
  • Develops better, faster, or less expensive ways to do things.

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Competencies dealing with people in managing change for manager/team leader

Institute, promote, and enforce organizational transformation; provide aid to others so they can effectively handle the transformation

  • Works cooperatively with others to produce innovative solutions.

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  • Takes the lead in setting new business directions, partnerships, policies, or procedures.
  • Seizes opportunities to influence the future direction of an organizational unit or the overall business.
  • Helps employees to develop a clear understanding of what they will need to do differently, as a result of changes in the organization.
  • Implements or supports various change management activities (e.g., communications, education, team development, coaching).
  • Establishes structures and processes to plan and manage the orderly implementation of change.
  • Helps individuals and groups manage the anxiety associated with significant change.
  • Facilitates groups or teams through the problem-solving and creative-thinking processes leading to the development and implementation of new approaches, systems, structures, and methods.

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Competencies dealing with people in oral communication

Capacity to convey oneself coherently in discussions and interactions with others.

  • Speaks clearly and can be easily understood.

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  • Tailors the content of speech to the level and experience of the audience,
  • Uses appropriate grammar and choice of words in oral speech.
  • Organizes ideas clearly in oral speech.
  • Expresses ideas concisely in oral speech.
  • Maintains eye contact when speaking with others.
  • Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication.

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Competencies dealing with people in persuasive communication

Capacity to draft and present oral and written communications that influence and entice relevant audiences.

  • Identifies and presents information or data that will have a strong effect on others.

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  • Selects language and examples tailored to the level and experience of the audience.
  • Selects stories, analogies, or examples to illustrate a point.
  • Creates graphics, overheads, or slides that display information clearly and with high impact.
  • Presents several different arguments in support of a position.

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Competencies dealing with people in providing motivational support

Capacity to intensify others’ dedication to their jobs.

  • Recognizes and rewards people for their achievements.

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  • Acknowledges and thanks to people for their contributions.
  • Expresses pride in the group and encourages people to feel good about their accomplishments.
  • Finds creative ways to make people’s work rewarding.
  • Signals own commitment to a process by being personally present and involved at key events.
  • Identifies and promptly tackles morale problems.
  • Gives talks or presentations that energize groups.

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Competencies dealing with people in written communication

Capacity to communicate coherently in business writing.

  • Expresses ideas clearly and concisely in writing.

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  • Organizes written ideas clearly and signals the organization to the reader (e.g., through an introductory paragraph or through use of headings).
  • Tailors written communications to effectively reach an audience.
  • Uses graphics and other aids to clarify complex or technical information.
  • Spells correctly.
  • Writes using concrete, specific language.
  • Uses punctuation correctly.
  • Writes grammatically.
  • Uses an appropriate business writing style.

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Competencies of managing performance for employees

Capacity to be accountable for own’s conduct.

  • Sets specific, measurable goals that are realistic but challenging, with dates for accomplishment.

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  • Clarifies expectations about what will be done and how.
  • Enlists his/her manager’s support in obtaining the information, resources, and training needed to accomplish his/her work effectively.
  • Promptly notifies his/her manager about any problems that affect his/her ability to accomplish planned goals.
  • Seeks performance feedback from his/her manager and from others with whom he/she interacts on the job.
  • Prepares a personal development plan with specific goals and a timeline for their accomplishment.
  • Takes significant action to develop skills needed for effectiveness in current or future job.

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Competencies of managing performance for managers

The capacity to take charge of all matters concerning employee performance by establishing specific goals and objectives, evaluate progress against the objective, securing feedback, and quickly deal with performance issues.

  • Ensures that employees have clear goals and responsibilities.

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  • Works with employees to set and communicate performance standards that are specific and measurable.
  • Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer).
  • Stays informed about employees’ progress and performance through both formal methods (e.g., status reports) and informal methods (e.g., management by walking around).
  • Provides specific performance feedback, both positive and corrective, as soon as possible after an event.
  • Deals firmly and promptly with performance problems; lets people know what is expected of them and when.

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Self-management competencies

  • Is confident of own ability to accomplish goals.
  • Presents self crisply and impressively.

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  • Is willing to speak up to the right person or group at the right time, when he/she disagrees with a decision or strategy.
  • Approaches challenging tasks with a “can-do” attitude.

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Self-management competencies personal credibility

  • Does what he/she commits to doing.
  • Respects the confidentiality of information or concerns shared by others.

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  • Is honest and forthright with people.
  • Carries his/her fair share of the workload.
  • Takes responsibility for own mistakes; does not blame others.
  • Conveys a command of the relevant facts and information.

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Self-management competencies stress management

  • Remains calm under stress.
  • Can effectively handle several problems or tasks at once.

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  • Controls his/her response when criticized, attacked or provoked.
  • Maintains a sense of humor under difficult circumstances.
  • Manages own behavior to prevent or reduce feelings of stress.

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Succession Planning

  • Attitude – Employee smiles while in the workplace.
  • Future Vision – Employee considers how various scenarios will impact the future of the business.

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  • Interpersonal Communications – Employee is comfortable anticipating sensitive issues and communicating with all parties involved.
  • Likeability – I enjoy meeting with this employee outside of work.
  • Managing Change – Employee effectively eases concerns during time of uncertainty
  • Personal Workspace – Employee maintains a clean and tidy workspace.
  • Strengths – Please rate the employee’s overall job strength and provide the areas in which the employee excels.
  • Work Ethic – Please rate employee’s work ethic and ability to achieve stated goals and objectives.

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Human resources Key Performance Indicators are designed to measure and evaluate all levels of employees who work within the Human Capital or Resource sector. Adding real-time tracking adds value to the KPI measurement and prevents any long-term negative trends from interfering with organizational success.

Human Resource KPIs include the identification of an organization’s staffing needs, succession planning, the implementation of successful recruitment strategies, employee retention strategies, the management of the KPI process within the organization, management and implementation of employee training and development roadmaps, the handling of employee remuneration packages upon employment, and the fostering of organizational innovation and business initiatives.

A guided rollout is included with all our plans. Simply send us your job descriptions and we will set up your evaluations.
Expert HR advice is available to all customers free of charge.

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