{EmployeeIndicatorsOrganisationalUnitLevel}  
Pattern Index
Intention Hierarchy

 
 
Problem How to measure employee related Human Resource properties of an organisational unit.
Context As ESI companies become more knowledge intensive as the market is deregulating,  it is the employees' knowledge which can give the company the vital competitive advantage.
It then becomes important that management has a good measurement practice for understanding its employees in order to calculate the intellectual capital and to formulate and follow up compentency goals. 
Forces Intensive competition for customers from other ESI companies regarding products and services. 
The kind of products and services is rapidly evolving. 
There is a need to measure and continously improve the organisation's intellectual capital.
The use of statistical data as a base for decision making is sometimes overrated by giving a scientific glance to information which may not truly reflect the "truth" due to undersampling, surveyer bais, the nature of management-employee relationships etc.
Solution Employee indicators that can be used as properties of organisational units are categorised in the following groups:
  • Employee statistics (calculated on the basis of data collected regularly by the personnel departments), for instance the age distribution of an organisational unit, or the number of employees with a Ph.D. in a unit.
  • Employee attitude indicators towards her/his group, department, or the ESI-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).
  • Leadership indicators which are either aggregated data based on individual employee attitudes with respect to leadership (measured by Satisfied Employee Index questionnaire [NMI]) or by grading an organisational unit.
  • Competency needs and availability indicators, indicating an organisational unit's available as well as needed (forecast) experts with various skills.
  • Competency management process indicators, grading an organisational unit in its excellence in handling its HR planning and competence planning and management activities.
  • Attractiveness indicators, grading an organisational unit in its ability to attract young graduates and experts to available positions.
  • Cultural indicators, grading an organisational unit with respect to its ability to create an innovative climate.
  • Co-operativeness indicators, grading an organisational unit with respect to the unit's ability to create and maintain effective communication and collaboration with other areas of the ESI-company, with customers, and with vendors and allied companies.
Indicators as above are types of data (measurable variables) that can be used to formulate goals for organisational units. Each indicator should be given a reference to a goal of the HRM goals model which it is expected to positively influence.

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Rationale Intellectual capital resources and capabilities of an organisation become measurable and more precisely possible to plan and to follow up.
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 these.
Authors Vattenfall AB and KTH, Sweden
Related Patterns Change process patterns
StructuredCompetencyManagementProcesses

Product patterns
This pattern is a sub-pattern of: 
HumanResourceMeasurementConcepts 

This pattern has the following sub-patterns: 
PersonnelStatistics
EmployeeAttitudeIndicatorsOrganisationalUnitLevel
CompetencyNeedsAndAvailabilityIndicators
LeadershipIndicators
CompetencyManagementProcessIndicators
EmployeeAttractivenessIndicators
CulturalIndicators
Co-operationIndicators

This pattern is related to the following product patterns:
EmployeeAttitudeIndicatorsIndividualLevel
Related Documents Esprit project, ELEKTRA. Deliverable CAROLUS
Hyperlinks
Known Applications Vattenfall AB
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