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Business Process Metrics differ from traditional metrics in a number of ways.
When organizations set up key performance indicators they are often, not
always, focused on financial key performance indicators. Examples of some
traditional key performance indicators would be:
- cost to hire an employee
- cost of benefits per employee
- cost of employee turnover
Business Process Metrics are focused on:
- results for entire business process rather than just for one department
- focus on financial and non-financial measures
- Average time to hire: from request from department for a new employee
until employee starts
- New hire satisfaction with hiring process
- Performance of new hire within first six months
- Average turnover within first six months of employment
- leading as well as lagging indicators: backlog of potential candidates
on file
Achievement of Process Metrics is responsibility for employees in every
department who touches that process. For example if the hiring process goes
great except the new hire had to wait a week for his computer this would
affect the business process metrics. So in this case the process owner would
need to meet with responsible employees in IT to help ensure that when new
employees are hired, their computer is ready on the first day of employment.
Since Process Management helps achieve Best Practices Management, employees
must start thinking of themselves as part of a department team, but also part of
a cross functional business process team
Call John Antos, Jim Brimson or Pat Dowdle at
972-980-7407 to find out more about Process Metrics.
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