Informal Signature: EmployeeIndicatorsIndividualLevel

{EmployeeIndicatorsIndividualLevel}

Pattern Index

Intention Hierarchy

Problem	How to measure employee related Human Resource properties.
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 have a good understanding of the attitudes and capabilities of employees.
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 bias, the nature of management-employee relationships etc.
Solution	Employee indicators that can be used as properties of individuals are categorised in the following groups: Employee attitude indicators towards her/his personal working conditions such as preconditions for coping with work,attitudes towards change and challenges etc. (SEI - Satisfied Employee Index). Employee assessment indicators with regard to knowledge and skills, social competency, technology related indicators etc. Employee experience data with regard to leadership experiences, international experience, project management experience etc. Indicators as above are types of data (measurable variables) that can be used to formulate goals for individuals. 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 IndividualDevelopmentResponsibility Product patterns This pattern is a subpattern of: HumanResourceMeasurementConcepts This pattern has the following subpatterns: EmployeeAttitudeIndicatorsOrganisationalUnitLevel EmployeeAttitudeIndicatorsIndividualLevel EmployeeAssessmentIndicators EmployeeExperienceData
Related Documents	ELEKTRA deliverable CAROLUS
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Known Applications	Vattenfall AB
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