Informal Signature:HumanResourceMeasurementConcepts

{HumanResourceMeasurementConcepts}

Pattern Index

Intention Hierarchy

Problem	What is the conceptual relationship between the structures for formulating goals, planning, analysing, following-up, and managing an ESI organisations' competency.
Context	Access to competence and knowledge is a critical success factor for all ESI compnies, especially when operating in a deregulated ESI market where many actors compete. The relationship between the various process, activities and goals are unclear
Forces	The conceptual measurement structure for HR planning and competency management improves communication between organisational levels. In a situation where markets, techniques, skills and knowledge needs change rapidly, this communication must be made clear and strong so that the response time for change is short and the changes are effective in respect to the business goals. It is expected that strategic visions regarding competency development needs will be easier to express clearly and precisely using the suggested conceptual structure.
Solution	The solution essentially rests on the concept of an "indicator". An indicator is a time varying and HR planning related property of an object that can be measured, observed, assessed, or derived. In our case objects are individual employees or organisational units at different levels of authority. The types of indicators presented may concern: Finance, e.g. profitability, Market, e.g. market share, Process, e.g. whether certain decided actions have been implemented, Product development and R&D, e.g. whether division of resources between certain R&D activities have taken place, and Employees. The first four are properties of organisational units. Employee indicators can either be properties of individuals or properties of organisational units. In this solution we have further elaborated employee indicators (see also the pattern EmployeeIndicators) as they are of concern for HR planning and competency management. Individual employee indicators (and information for HR planning) include: Individual CVs Participation in projects and tasks, project data (e.g. type of mission, country) Experience data, e.g. number of years of management experience, Additional employee-related indicators of this conceptual structure are: Employee's assessment of her/his own ability and skills of various kinds, for instance "leadership", Employee manager's assessment of the employee's ability in skills of various kinds, for instance "leadership", Employee attitude indicators towards her/his group, department, or company as a whole, e.g. the degree (scale 1-10) of an individual's satisfaction with her/his working situation with respect to " Variation and alternation of work" (SEI - Satisfied Employee Index).

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Rationale The pattern provides ideas of possible ways to structure and use HR planning indicators at the organisational unit level as well as at the individual employee level.

Consequences By the use of quantifyable indicators, the HR planning issue at an ESI company will become more manageable. It will be possible to set more precise goals and to follow up attainment of goals.

Authors Vattenfall AB and KTH, Sweden

Related Patterns
Change process patterns
CompetencyManagementAsStrategy
StructuredCompetencyManagementProcesses
IndividualToOrganisationalCompetence

Product patterns
This pattern is a subpattern of:
CompetencyPlanningLevels
This pattern has the following subpatterns:
EmployeeIndicatorsIndividualLevel
EmployeeIndicatorsOrganisationalUnitLevel
This pattern is related to the following product patterns:
BusinessAreaHumanResourcePlanning
EmployeeAttitudeIndicatorsOrganisationalUnitLevel EmployeeAttitudeIndicatorsIndividualLevel
EmployeeAssessmentIndicators
EmployeeExperienceData
LeadershipIndicators
PersonnelStatistics
EmployeeAttractivenessIndicators
Co-operationIndicators
CulturalIndicators
CompetencyManagementProcessIndicators
CompetencyNeedsAndAvailabilityIndicators

Related Documents Esprit project, ELEKTRA deliverable CAROLUS

Hyperlinks

Known Applications Vattenfall AB, has used some of the indicators in some business areas
Skandia Insurance, Sweden, has used a large number of empluoyee attitude indicators.

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PatternEvaluation

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Rationale	The pattern provides ideas of possible ways to structure and use HR planning indicators at the organisational unit level as well as at the individual employee level.
Consequences	By the use of quantifyable indicators, the HR planning issue at an ESI company will become more manageable. It will be possible to set more precise goals and to follow up attainment of goals.
Authors	Vattenfall AB and KTH, Sweden
Related Patterns	Change process patterns CompetencyManagementAsStrategy StructuredCompetencyManagementProcesses IndividualToOrganisationalCompetence Product patterns This pattern is a subpattern of: CompetencyPlanningLevels This pattern has the following subpatterns: EmployeeIndicatorsIndividualLevel EmployeeIndicatorsOrganisationalUnitLevel This pattern is related to the following product patterns: BusinessAreaHumanResourcePlanning EmployeeAttitudeIndicatorsOrganisationalUnitLevel EmployeeAttitudeIndicatorsIndividualLevel EmployeeAssessmentIndicators EmployeeExperienceData LeadershipIndicators PersonnelStatistics EmployeeAttractivenessIndicators Co-operationIndicators CulturalIndicators CompetencyManagementProcessIndicators CompetencyNeedsAndAvailabilityIndicators
Related Documents	Esprit project, ELEKTRA deliverable CAROLUS
Hyperlinks
Known Applications	Vattenfall AB, has used some of the indicators in some business areas Skandia Insurance, Sweden, has used a large number of empluoyee attitude indicators.
Annotations