HUMAN

RESOURCE
HUMAN RESOURCE
MANAGEMENT
MANAGEMENT

Tracking HR Efficiency on
Personnel Requisitions
One of the chief beefs of operating managers is the slow
response of HR on personnel requisitions.
- We can not produce more because we lack people that we
asked from HR.
- Our plan for launching of a new product line is stalled
because HR failed to meet our deadline for hiring of new
product managers.

Through your tracking system, you can compute the following:

How long it takes to fill open the

requisitions;
How long it has taken the operating people
to interview the referred candidates;
How long did they make a decision to hire.

Fitz-enz130 suggest this formula

Respond Time

RT=RD RR
Where:
RT= Response Time
RD= Date of first qualified candidate
for interview
RR= Date of receipt of job

Referred

Time to Fill
TF=RR SD
Where:
TF= Time to Fill the job
RR= Date the Requisition is Received
SD= Date the new hire Starts Work
.

MEASURING TRAINING AND

DEVELOPMENT EFFECTIVENESS
Given this significant investments, it is reasonable
for management to ask about the benefits of such
investments especially because more companies are
seeing a need for lifelong learning and integrating new
technologies in their strategies. Questions that should
normally be asked are: What are the forecasted
financial benefits resulting from this training and
development intervention? Whats the return on these
investments? Return on investments (ROI) is a ratio
that expresses the relationship of every peso of

The implication from this distinction is

that education is hard to measure
while training which improves
proficiency or skills is measurable in
terms of ROI The three basic measures
of training are:
Cost- Expense per unit of training
delivered
Change gain (hopefully) in skill or
knowledge or positive change in attitude

Cost
Expense variables will differ depending on the
number of direct and indirect cost included.
Samples of direct cost are:
1. Consultant fees
2. Training room rental (if offsite)
3. Supplies
4. Refreshments
5. Travel and lodging

Sample of Indirect costs are:

1) Trainer's salaries and benefits

Fitz-enz suggests this formula:

Cost per Time

C/T
=
WHERE
C/T = Cost per trainee
CC = Consultant Cost (e.g., P 15,000)
TR = Training facility Rental (e.g., P10,000)
S = Supplies, Workbooks, Paper, and pencils (e.g., P1,500)
RC = Refreshments (e.g., P2,000)
T&L = Travel and Lodging for trainees and trainers (e.g., P15,000)
TS = Trainers Salary and benefits (e.g., 25,000)
PS = Participants Salary and benefits (e.g., P60,000)
OH = Training department Overhead (e.g., P4,000)
PT = Number of people Trained (e.g., 40)

Change Impact
One way of determining the change in knowledge is to conduct
a pre- and post-training testing. Scores can be obtained before
and after each class or before and after the end of the total pro
gram. It is a good check whether they have learned something
or their retention capability was good. Of course, it is also a
good check if the trainer was effective.
On the skills change, an individual analysis of skills of trainees
must be recorded before the training and compare it with the
skills demonstrated after training by work output, critical
incidents of interpersonal relations or other observable
behavior. It is absolutely important to collect a baseline data of
all trainees before and after every training program and
compare this with the post-training data. Thats the only way