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Flexible Work Arrangements |
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Page 5 of 7
Measure and Evaluate Flexible Work Arrangements
In order to fully evaluate the impact of Flexible Work Arrangements it is necessary to undertake, where possible, a quantitative assessment of their impact and assign calculable values. The following provide some simple ideas on how flexible work arrangements might be assessed:
Employee - Rate of return after maternity leave e.g. % of total employees taking maternity leave who return to employment within company
Employee related losses e.g. the average financial losses per employee due to absenteeism, turnover, and lost productivity. This measure assesses general losses due to key employee related issues
Employee - Bradford Factor (BF) e.g. BF = D (S x S), where D is the total days absence over a set period and S is the number of spells of absence over the same period. This is a measure of employee absence that has greater value than simple measures such as days lost or hours lost. By including the frequency of absence this measure focuses on the short term high frequency absences that can affect the morale or attitude to attendance of the rest of the immediate workforce. This is also a powerful indicator of satisfaction.
Employee absenteeism – Sickness; e.g. the total number of working days lost due to sickness as % of maximum number of working days available, or the total number of working days lost due to sickness as % of number of employees, or employees absent due to sickness as a % of total no of employees available or, the average number of days absent due to sickness per employee. This is a measure of absenteeism that includes both authorised and unauthorised sickness related absence form work.
Employee replacement cost e.g. the average cost of recruitment/induction to being trained to a basic level in the role required. This measure provides an indication of replacement costs for employees. This cost may be particularly significant in organisations with high employee turnover. Cost to consider includes HR time, agency/outsourcing fees, advertising, administration, temporary staff coverage, pay overlap of incoming and outgoing employee, special pay-off conditions for outgoing employee, and loss of human capital.
Employee – Tenure; e.g. the period of employment with organisation to date or, average period of employment with organisation or, average period of employment with organisation per level or type of role or, average period of employment with organisation per age group. This measure can provide input into analyses of areas such as employee or job satisfaction, effectiveness of HR policy, demographic trends, employee development or career path planning.
Employee – Loyalty; e.g. average length of service or, age or service profile (percentage of employees that are of a given age or length of service). This measure provides an indication of how long employees wish to stay with the organisation, and as such is an indicator of employee satisfaction.
Employee absenteeism – Total; e.g. the total number of working days lost due to absenteeism as % of maximum number of working days available, or the total number of working days lost due to absenteeism as % of number of employees or, employees absent as a % of total no of employees available. This is a measure of absenteeism that includes both authorised and unauthorised absence form work.
Employee - Hours worked; e.g. employee hours worked as a % of target hours or hours available to be worked. This is a measure that provides an indication of the number of hour worked by an employee or employees as compared to the number of hours targeted.
Employee - Turnover (churn-rate) e.g. number of employees resigning or being terminated, or both, as a % of total number of employees. This measure provides an obvious indication of employee satisfaction. A high employee turnover is often linked to low employee productivity and usually results in high costs due to the requirement for training new employees. A very low turn-over may inhibit innovation and creativity, and also lead to succession issues due to age groups moving up the organisation structure.
Employee – Retention; e.g. number of current employees with 5 years service as a % of total number of employees 5 years ago, or the number of current employees with 1 years service as a % of total number of employees 1 year ago. The trend for this measure can be used an indicator of employee retention/loyalty.
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