Human Capital Development (HCD)
Key Performance Indicators (KPIs) Form
“If you cannot measure it, you cannot manage it”
Revised: 7th May 2014
SATA 2014
All rights reserved. No part of this form may be reproduced, by any means whatsoever,
without the prior written permission of SATA.
SATA Key Performance Indicators - KPIs
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DEFINITIONS
1.1
Key Performance Indicators – KPIs
A performance indicator or key performance indicator (KPI) is a measure of
performance. Such measures are commonly used to help an organization define and
evaluate how successful it is, typically in terms of making progress towards its long-term
organizational goals. KPIs can be specified by answering the question, "What is really
important to different stakeholders?" KPIs may be monitored using Business Intelligence
techniques to assess the present state of the business and to assist in prescribing a course
of action. The act of monitoring KPIs in real-time is known as business activity monitoring
(BAM). KPIs are frequently used to "value" difficult to measure activities such as the
benefits of leadership development, engagement, service, and satisfaction. KPIs are
typically tied to an organization's strategy using concepts or techniques such as the
Balanced Scorecard.
The KPIs differ depending on the nature of the organization and the organization's strategy.
They help to evaluate the progress of an organization towards its vision and long-term
goals, especially toward difficult to quantify knowledge-based goals.
A KPI is a key part of a measurable objective, which is made up of a direction, KPI,
benchmark, target, and time frame. For example: "Increase Average Revenue per User from
US$ 80 to US$ 100 by end of year 2015". In this case, 'Average Revenue Per User' is the KPI.
KPIs should not be confused with a “Critical Success Factor”. For the example above, a
critical success factor would be something that needs to be in place to achieve that
objective; for example, an attractive new product/service.
In the broadest sense, a KPI provides the most important performance information that
enables organisations or their stakeholders to understand whether the organisation is on
track or not.
1.2
Key Result Areas – KRAs
Key Result Areas or Key Responsibility Areas are general areas of outputs or outcomes for
which the department / Business Unit is responsible. These areas are the primary
responsibilities of an individual, the core areas which each person is accountable for.
1.3
Metrics
Metrics is a standard of measurement by which efficiency, performance, progress, or
quality of a plan, process, or product can be assessed.
“Every company has metrics that track performance. The key question is whether these
metrics really provide visibility to performance as viewed by the customer.” (Steve
Matthesen, Boston Consulting Group)
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2. KEY PERFORMANCE INDICATORS (KPIs) AND KEY RESULT AREAS (KRAs)
In the following Form, please put the necessary values and percentages (%) as indicated. For
more clarification, please see Part (Clause) 4 of this Document.
No.
KEY
PERFORMANCE
INDICATORS
(KPIs)
1. Capacity Building
KEY RESULT
AREAS
(KRAs)
Training
delivered
Training
Budget
Training
effectiveness
Training
Turnout Rate
E-Learning
Training
Succession
Planning
2. Resource
Optimisation
Savings made
Productivity
Gain
Recruitment
METRICS
Organization
Score
Number of people identified
for training and who have
actually undergone training
% of key/critical persons who
have undergone training
Training & development
Budget as a % of Total OPEX
Average Training Investment
per employee
Number of presentations
made to colleagues by staff
after training
% of registered employees
who actually turn out for
training
Number of e-learning courses
unitised
% of e-learning pass rate
Number of people
(successors) trained and
developed for succession
Amount saved on OPEX
Ratio of labour costs to
revenue
Ratio of sales revenue per
employee
Ratio of indirect labour costs
to revenue against budget
Average sourcing cost per
hire
Average time to recruit per
position
% new hires achieving 12
months service
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HR Efficiency
3. Safety and Health
Non
Conformance
Costing
4. Employee
Satisfaction
Employee
Satisfaction
Survey
Revenue generated per Full
Time Equivalents (FTEs)
Administration cost per
employee
Number of accidents per year
% of fatal accidents relative to
all accidents per year
Number of non-conformance
per year
Cost of solved safety nonconformance for the month
Health and Safety prevention
costs within the month
% average satisfaction about
compensation and benefits
% average satisfaction about
prospects for growth
% average satisfaction about
work environment
% average satisfaction by
supervisors/managers
3. OTHER KEY HUMAN RESOURCES MEASUREMENTS
Revenue Factor
Human Capital value
Added
Human Capital ROI
Total Compensation
Revenue Ratio
Labour Cost Revenue
Ratio
Training Investment
Factor
Health Care Costs per
Employee
Turnover Costs
Revenue/Total Full Time
Equivalent (FTE)
(Revenue – Operating Expenses –
Compensation & Benefit
Cost)/Total FTE
(Revenue – Operating Expenses –
Compensation & Benefit
Cost)/Compensation & Benefit Cost
Organisation Score
Compensation & Benefits
Cost/Revenue
Total Labour Costs (Compensation
& Benefit Cost + Other Personnel
Cost)/Revenue
Total Training Cost/Headcount
Total Health Care Costs/Total
Employees
Termination Costs + Hiring Costs
+ Training Costs + Other Costs
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4. DETAILED HUMAN CAPITAL DEVELOPMENT (HCD/HR) KPIs
The details below are meant to help in filling the above HR Form. This Part 4 of the Form is
therefore not expected to be returned to the SATA Secretariat.
4.1
Recruitment Key performance Indicator
Recruitment key performance indicators (KPI) is a part of Human Resources KPI include
KPI as follows:
4.1.1 Recruitment costing KPI
 Recruitment costing per position.
 Recruitment costing per position per channel
 Average sourcing cost per hire Average sourcing cost per hire. Sourcing costs
include advertising, referral and agency
4.1.2 Recruitment time KPI
 Average time to recruit. Calculating from date of recruitment require to date of
employee hired.
 Average time to recruit per position.
4.1.3 Recruitment source KPI
 Number of CVs / per channel
 Recruitment source ratio. Ratio between internal versus external recruits.
4.1.4 Selection KPI
 Average number of interviews from submitted resumes. Track the number of
converted submitted resumes to interviews.
 Number of qualified candidate compared to resumes.
4.1.5 Recruitment efficiency KPI




4.2
% recruitment achievement meet hiring plan
% new hires achieving 6 months service
% new hires achieving 12 months service
% new hires achieving satisfactory appraisal at first assessment
Training Key Performance Indicators
4.2.1 Training Cost KPI
 Company training expenditure (% of salaries and wages)
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4.2.2 Training Hours KPI
 Average number of training hours per employee
4.2.3 Training Certificates KPI
 Number of employees completing sponsored MBA programs
4.2.4 Training Courses KPI
 Number of courses offered
 Number of courses implemented.
4.2.5 Training Satisfaction KPI
 Employee satisfaction with training.
4.2.6 Training Budget KPI
 % of HR budget spent on training
 Average training costs per employee
4.2.7 Training Results KPI
 % of employees gone through training
 Average time to competence. That is average time it takes until expected
competence level is reached.
 % & employee reach competence after training.
4.2.8 Training Penetration Rate KPI
It measures the percentage of employees completing a course compared to total number of
employees employed.
4.2.9 E-Learning Training KPI
 e-learning courses utilized
 % of e-learning pass rate
4.3
Health and Safety KPI
4.3.1 Health and safety non-conformance KPI




Number of non-conformance per year / quarter
Number of accidents per year
Number of reportable accidents year
Number of reportable non-fatal accidents per year
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 Number of solved safety non-conformance for the month
 Percentage of corrective actions closed out within specified time-frame
 Percentage of fatal accidents relative to all accidents per year.
4.3.2 Health and safety training KPI
 Percentage of staff with adequate occupational health and safety training
 Total of hours in safety and health training in the month.
4.3.3 Health and safety representatives KPI
 Percentage of staff with adequate occupational health and safety training
 Total of hours in safety and health training in the month.
4.3.4 Health and safety costing KPI
 Cost of solved safety non-conformance for the month
 Health and safety prevention costs within the month.
4.3.5 Health and safety results KPI
 Lost time (in hours) due to non-fatal accidents per year
 Lost time (in hours) due to accidents (including fatalities) per year.
4.4
Performance KPI
What is the difference between competence appraisal and performance appraisal?
 Competence focus on capability that include knowledge, abilities, skills to perform
tasks
 Performance focus on result of tasks.
Performance KPI includes:
4.4.1
4.4.2
4.4.3
4.4.4
4.4.5
4.4.6
4.4.7
% of appraisals completed on time
% of employees above competence
% of employees below competence
% of low performing employees
% of high performing employees
% of employee with their performance decreased compared to last month
% of employee with their performance increased compared to last month
4.5
Employee Loyalty KPI
4.5.1 Employee turnover KPI
 Employee turnover = total staff as recruited / total staff as planned
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 The rate of this measure can rate the company’s rate, one division or the rate at each
position.
4.5.2 Average tenure per employee KPI
 The rate of life cycles of employees = total time served in enterprises of all
staff/total staff recruited
 This rate can be done by company or department.
4.5.3 Average time employees are in same job/function KPI
 The rate of life cycles of employees = total time served in enterprises of each
position/total staff recruited.
4.6
Working Time KPI
Working time KPI includes:
4.6.1 % of total hours lost to absenteeism
4.6.2 Average overtime hours per person
 Low number is indicator or proper scheduling and reduce opportunity of human
fatigue related events
4.6.3
4.6.4

4.6.5

% of man days lost due to strike
Total time lost by work late
This rate can be used by company or department.
Lost time due to non-fatal accidents or accidents per year
This rate can be used by company or department.
4.7
Employee Satisfaction KPI
Employee satisfaction KPI includes:
4.7.1
4.7.2
4.7.3





% Average satisfaction
% Average satisfaction by each department
% Average satisfaction by field such as:
Attitude about compensation and benefits
Attitude about promotions, training.
Attitude about work tasks
Attitude about co-workers
Attitude about supervisors/managers.
4.7.4 % Average satisfaction by new employee.
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4.8
Job Leaving KPI
Job leaving KPI includes:
4.8.1
4.8.2
4.8.3
4.8.4
4.8.5







Job leaving ratio per year
Job leaving ratio per department
Average age of employees that retire
Percentage of early retirements
Attitude of employee who leave job:
Satisfaction ratio with wages/salary/benefits
Satisfaction ratio with conditions/physical work environment
Satisfaction ratio with job
Satisfaction ratio with personal relations
Satisfaction ratio with participation and recognition
Satisfaction ratio with opportunities for development
Number of employees who would seek re-employment with company
4.9
Workforce Information KPI
Workforce information KPI includes:
4.9.1
4.9.2
4.9.3
4.9.4
4.9.5
4.9.6
4.9.7
4.9.8
4.9.9
4.9.10
4.9.11
4.9.12
4.9.13
4.9.14
Number of FTEs in HR
HR FTEs as % of total workforce (FTEs)
Percentage of outstanding employee probation reports
Number of Full Time Employees
Number of Part Time Employees
Number of employees aged under 25
Number of employees aged 25–35
Number of employees aged 35–45
Number of employees aged 45–55
Number of employees aged over 55
Average length of service (current employees)
Average length of service (terminating employees)
% ratio of salaried staff to waged staff
% ratio of surplus
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