Human Resources Budgets, Staffing, and Process Metrics
How much are organizations budgeting for their human resources (HR) function, and how many HR professionals do they require? What is the allocation of HR resources by job function and types of HR, and what is the split between internal and external personnel (outsourced or in shared services centers)? How is the HR budget allocated? What are the key performance metrics for the HR function? To answer these questions, and others, we provide our HR Budgets, Staffing, and Process Metrics study. For a full description, read more below.
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PURCHASE/DOWNLOAD BY INDUSTRY OR ORGANIZATION SIZE
Chapter 1: Executive Summary (Coming Soon)
Chapter 2: Composite Metrics (Coming Soon)
Chapter 3A: Metrics by Organization Size: Small/Midsize (Coming Soon)
Chapter 3B: Metrics by Organization Size: Large (Coming Soon)
Chapter 4: Banking and Finance (Coming Soon)
Chapter 5: Energy and Utilities (Coming Soon)
Chapter 6: Healthcare Payors (Coming Soon)
Chapter 7: Healthcare Provider (Coming Soon)
Chapter 8: Life Sciences (Coming Soon)
Chapter 9: Discrete Manufacturing (Coming Soon)
Chapter 10: Process Manufacturing (Coming Soon)
INTENDED AUDIENCE
For Chief HR Officers and HR professionals, this study provides key metrics and unbiased data for benchmarking your organization’s HR function, with a focus on HR budgets and staffing levels and key performance metrics. This study will allow you to achieve the following outcomes:
- Benchmark your HR budget levels. Compare them with those of organizations in your industry sector.
- Manage your HR staffing levels, including internal staffing as well as external staff—those within business process outsourcing (BPO) providers or in shared services units. A variety of staff productivity metrics are provided (see below)
- Evaluate your HR key performance indicators (KPIs). These allow you to compare the performance of your HR organization against your industry peers.
For business process outsourcing (BPO) providers, this study provides valuable insights into current HR budget and staffing metrics, giving up-to-date insights into the market landscape. It also provides insights into the current use of external HR personnel for various job positions.
KEY METRICS DESCRIPTIONS
Each chapter begins with an introduction, presenting the key findings.
Section 1: Demographics
We then provide a description of the demographics of the survey sample for the chapter. These include organization-size demographics, including organization revenue, SG&A spending levels, number of employees, and revenue per employee.
We continue with employee location demographics, showing the number of employees by world region, including US and Canada, Latin America, Europe, Asia Pacific, Middle East, and Africa.
We continue with HR demographics, including total HR staff head count, employee growth rate per year, attrition rate for past fiscal year, and contingency workers as a percentage of the total HR staff head count.
Section 2: HR Staffing Metrics
This section provides typical staffing levels for the HR function. This includes internal staff, which includes contingency workers, and external staff, which includes HR personnel in global capability centers (GCCs) or shared services centers, outsourcing service provider personnel serving the HR function, or residing in other departments.
- Corporate Employees per HR Staff Member
Section 3: Indirect HR Function Budget Metrics
This section looks at the annual budget for the indirect HR function. In other words, we examine how much organizations spend to operate their indirect HR operations.
- Indirect HR Function Budget as Percentage of Revenue
- Indirect HR Function Budget as Percentage of SG&A
- Indirect HR Budget per PO
- Indirect HR Budget by Line Item: Internal and External Personnel; Technology; Outside Services; Other
Section 4: Indirect HR Spend Metrics
In this section, we provide benchmarks for indirect HR spend, that is, how much organizations spend for indirect material and services. In this section, we include all indirect HR spending, whether it is processed by internal or external HR personnel.
- Indirect Spend Managed by the HR Organization as Percentage of Total Indirect Spend
- Indirect PO Size
- Indirect HR Spend by Type: Materials; Services; Facilities/Equipment/Tools
- Indirect HR Spend by Category: Facility Management; Finance & Accounting Professional Services; MRO; IT and Telecom; Office Supplies; Marketing and Promotions; Legal services; Utilities/Power; Waste and Water; HR services; Travel and Entertainment
- Annual Indirect Spend per Indirect HR Staff Member
Section 5: HR Organization Key Performance Metrics
In this section, we provide benchmarks to evaluate the key performance metrics of the HR function, with a focus on indirect HR.
- Purchase Orders per Indirect HR Staff Member
- Managed Indirect Spend per Indirect HR Staff Member
- Percentage of Indirect POs per Year Processed by Internal and External HR Personnel
- Days Payable Outstanding (DPO)
- Indirect Spend per Day
- Indirect Cost Reduction Savings
- Indirect Cost Avoidance Savings
Section 6: HR Technology Trends
This section provides an overview of HR technology implemented to support HR processes of the organization..
- Top 10 HR Systems
- Number of HR Personnel (Direct & Indirect) per HR Tech Specialist
- Percentage of HR Tech Specialists by Organizational Unit: Internal, IT, Shared Services
APPENDIX
The Appendix includes common terms and definitions used in our annual survey and in this study. It also includes a detailed definition for all HR spending categories and staffing categories. The Appendix concludes with a brief discussion on the statistics used in this study.
- Common Terms and Definitions
- HR Budget Categories
- How We Define HR Job Functions
- Statistical Notes
CHAPTER DESCRIPTIONS
Chapter 1: Executive Summary
This chapter provides an overview of the key findings from the full study and describes the contents of the subsequent chapters. It also includes information on the study participants and the survey methodology.
- Introduction
- Key Findings
- Overview of the Study Contents
Chapter 2: Composite Metrics
This chapter provides composite metrics for all of the organizations surveyed, across all industry sectors and organization sizes.
Chapter 3A: Metrics by Organization Size: Small/Midsize
This chapter provides procurement business process metrics for small and midsize organizations across all industries.
Chapter 3B: Metrics by Organization Size: Large
This chapter provides procurement business process metrics for small and midsize organizations across all industries.
Chapter 4: Banking and Finance
Chapter 4 provides benchmarks for banking and financial services companies. The firms in this sector include commercial banks, investment banks, credit unions, mortgage lenders, consumer finance lenders, and other types of lenders and financial services providers.
Chapter 5: Energy and Utilities
Chapter 5 provides benchmarks for public utilities, oil and gas producers, service companies, and midstream distributors across all organization sizes. The respondents in this sector include public utilities (water, gas, and electric), integrated energy companies, upstream exploration and production companies, natural gas companies, pipeline operators, and other energy and utilities companies.
Chapter 6: Healthcare Payors
Chapter 6 provides benchmarks for health insurance companies. The firms in this sector include companies that sell medical and dental insurance along with healthcare providers that also offer health insurance plans and function as healthcare payors.
Chapter 7: Healthcare Providers
Chapter 7 provides benchmarks for healthcare providers, including hospitals, group of hospitals, nursing homes, and other healthcare services providers.
Chapter 8: Life Sciences
Chapter 8 provides benchmarks for life sciences companies.
Chapter 9: Discrete Manufacturing
Chapter 9 provides benchmarks for discrete manufacturing organizations. Discrete manufacturers are defined as those where the production process adds value by fabricating or assembling individual (discrete) unit production. The category includes manufacturers of consumer products, athletic equipment, industrial equipment, telecommunications equipment, aerospace products, furniture, auto parts, electrical parts, medical devices, and electronic devices, among other products.
Chapter 10: Process Manufacturing
Chapter 10 provides benchmarks for process manufacturers. Process manufacturers are defined as those where the production process adds value by mixing, separating, forming, or chemical reaction. The sector includes manufacturers of chemicals, petrochemicals, semiconductors, pharmaceuticals, dietary supplements, food and beverage products, cosmetics, building materials, packaging materials, steel, glass, paper products, and other process-manufactured goods.
HR BENCHMARKING
Avasant Research not only publishes business process metrics. We also provide custom benchmarking services for clients.
Looking for expert assistance in evaluating your HR budgets, staffing, and key performance metrics? Our custom benchmarking consulting service provides an in-depth assessment of your HR key metrics against our database of peer organizations. Contact us for pricing and a free sample of the benchmarking deliverable.
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Akshay Khanna
Managing Partner, Avasant
Swapnil Bhatnagar
Partner, Avasant