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K05329 - Train and Develop Benchmarks - PetroChem - PESSOAS

FTE Químico e petroquimica

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Carla Marina De Sousa Ferreira Zaiden
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179 views

K05329 - Train and Develop Benchmarks - PetroChem - PESSOAS

FTE Químico e petroquimica

Uploaded by

Carla Marina De Sousa Ferreira Zaiden
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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TALENT DEVELOPMENT KEY

BENCHMARKS
Petroleum/Chemical Industry
The process group “manage employee onboarding, development, and training” includes the
processes: “manage employee orientation and deployment,” “manage employee performance,”
“manage employee development,” and “develop and train employees” (Hierarchy ID: 7.3 in
APQC’s Process Classification Framework®).
Prepared using data from APQC’s Open Standards Benchmarking® database, the table below
highlights talent development key performance indicators (KPIs) for organizations in the
petroleum/chemical industry. Organizations can use this information to benchmark and
continuously improve their talent development processes.

Manage Employee Onboarding, Development and Median Metric


N
Training (PCF ID: 20599) Value

COST EFFECTIVENESS
Learning budget per business entity employee 205 $153.33

Total cost to perform the process group “Manage employee


67 $0.24
on-boarding, development, and training” per $1,000 revenue
Total cost to perform the process group “Manage employee
on-boarding, development, and training” per business entity 63 $130.81
employee
Total cost to perform the process “Manage employee
106 $0.05
orientation and deployment” per $1,000 revenue
Total cost to perform the process “Manage employee
100 $30.63
orientation and deployment” per business entity employee
Total cost to perform the process “Manage employee
112 $0.08
performance” per $1,000 revenue
Total cost to perform the process “Manage employee
105 $48.00
performance” per business entity employee
Total cost to perform the process “Manage employee
121 $0.10
development” per $1,000 revenue
Total cost to perform the process “Manage employee
112 $58.92
development” per business entity employee

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K05329 ©2021 APQC. ALL RIGHTS RESERVED


Manage Employee Onboarding, Development and Median Metric
N
Training (PCF ID: 20599) Value
Total cost to perform the process “Develop and train
117 $0.10
employees” per $1,000 revenue
Total cost to perform the process “Develop and train
108 $68.35
employees” per business entity employee

CYCLE TIME
Average time in days to close an identified skill or capability gap
227 21.0
through training for an employee

PROCESS EFFICIENCY
Number of FTEs that perform the process group “Manage
employee on-boarding, development, and training” per $1 billion 189 2.8
revenue
Number of FTEs that perform the process “Develop and train
120 2.2
employees” per $1 billion revenue

STAFF PRODUCTIVITY
Number of business entity employees per FTE that performs the
process group “Manage employee on-boarding, development, 171 762.5
and training”

Number of business entity employees per FTE that performs the


108 800.0
process “Develop and train employees”

SUPPLEMENTAL INFORMATION
Number of learning days per employee 299 5.0

Process Definitions
7.3.1 Manage Employee Orientation and Performance
Creating and executing the employee on-boarding program, evaluating the effectiveness of the
employee onboarding program, and updating/maintaining the employee onboarding program.

7.3.2 Manage Employee Performance


Defining employee performance objectives; reviewing, appraising, and managing employee
performance; evaluating and reviewing the performance program.
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K05329 ©2021 APQC. ALL RIGHTS RESERVED


7.3.3 Manage Employee Development
Defining employee development guidelines, developing employee career plans and career
paths, and managing employee skill and competency development.

7.3.4 Develop and Train Employees


Aligning employee with organization development needs, defining employee competencies, and
aligning learning programs with competencies. Establishing training needs by analysis of
required and available skills; developing, conducting, and managing employee and/or
management training programs; managing examinations and certifications.

Benchmark Definitions
Business Entity
A business entity is as an entity that (1) performs significant aspects of a process or processes or
(2) is part of a cost or revenue center within a company. Within an organization, diverse
departments may be regionally co-located, with closely integrated operations that form part of
one “business entity” that may be a great distance apart.

Cost Effectiveness
Cost effectiveness measures are those in which two related variables, one of which is the cost
and one of which is the outcome related to the expenditure, are used to determine a particular
metric value.

Cycle Time
Cycle time is the total time from the beginning of the process to the end. This includes both the
time spent actually performing the process and the time spent waiting to move forward.

Full-Time Equivalent Employee (FTE)


Full-time equivalent employee is the average number of full-time equivalent employees
employed during the year for a process/activity. It is calculated by prorating the number of
employees and the hours spent performing a process/activity. It assumes that a full-time worker
represents 40 hours per week. It includes full-time employees, part-time employees, and
temporary workers hired during peak demand periods. It includes only the portion of the
employee’s time that relates to or supports the activities identified for a process.

Process Cost Components


Total cost for a process, process group, or function consists of the following five components:
personnel, systems, overhead, other, and external/outsourced. Internal/In-house operating cost
consists of the first four components (personnel, systems, overhead, and other).

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K05329 ©2021 APQC. ALL RIGHTS RESERVED


Process Efficiency
Process efficiency represents how well a process converts its inputs into outputs. A process that
converts 100 percent of the inputs into outputs without waste is more efficient than one that
converts a similar amount of inputs into fewer outputs.

Staff Productivity
Staff Productivity is a measure of the efficiency of individuals performing specific processes.
Measures in staff productivity generally relate the transaction volume or outcome of the
process with the effort in terms of full-time equivalent employees to perform the process.

Supplemental Information
Supplemental information is data that APQC determines is relevant to decision support for a
specific process but does not fit into the other measure categories such as cost effectiveness or
staff productivity.

Total Annual Revenue


Total annual revenue is the net proceeds generated from the sale of products or services. It
reflects the selling price less any allowances such as quantity, discounts, rebates, and returns.

» For a business entity that is a support unit, and therefore does not directly generate
revenue, the revenue amount for the units supported is used.
» For government/non-profit organizations, the non-pass-through budget is used.
» For insurance companies the total amount of direct written premiums, excluding net
investment income is used.
Business entity revenue needs to only include inter-company business segment revenue when
the transactions between those business segments are intended to reflect an arm's length
transfer price and would therefore meet the regulatory requirements for external revenue
reporting.

For more information, see APQC’s Open Standards Benchmarking Glossary and
Human Capital Management Best Practices Summaries Collection.

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K05329 ©2021 APQC. ALL RIGHTS RESERVED


ABOUT APQC
APQC helps organizations work smarter, faster, and with greater confidence. It is the world’s
foremost authority in benchmarking, best practices, process and performance improvement,
and knowledge management. APQC’s unique structure as a member-based nonprofit makes it a
differentiator in the marketplace. APQC partners with more than 500 member organizations
worldwide in all industries. With more than 40 years of experience, APQC remains the world’s
leader in transforming organizations. Visit us at https://www.apqc.org/, and learn how you can
make best practices your practices.

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K05329 ©2021 APQC. ALL RIGHTS RESERVED

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