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KPI for Resignation rate of pipeline positions posted in category HR - TALENT DEPTH

WinningKPI - HR - TALENT DEPTH - KPI for Resignation rate of pipeline positions posted in category HR - TALENT DEPTH

KPI details:

In most organisations leaders are grown from within and not imported externally. This measure is critical to looking at one side of the impacts to growing from within which is important, the higher the turnover, the greater the risk that there will not be successor ready for a critical position. What is the best way to measure this key indicator effectively?

Posted by Sean Preusse | Help to protect community: Flag for moderation

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Firstly I would start to look a developing a succession program which needs to be developed through the relevant leadership team. This will look at a number of roles that are critical to the functioning of the organisation. I would typically see up to 24 positions for an organisation size of 4000 employee’s.

Once the employees have been identified, I would then place each position into a role grouping in case there are multiple positions. Identification should be easily handled by any HRIS system and the following formula could be used. Turnover of pipelined positions for a full 12 months divided by the average headcount of employee identified as being in a pipelined position. Average headcount can be measured from the headcount at the start of the period and the end of the period, divided by two.

Kind regards,

Sean Preusse.

Sean Preusse | December 13, 2011 at 5:08 am

As I have mentioned in other discussion on a similar topic, i would repeat it here as; There are two ways for leadership development with in the organization. One is by a deliberation on the part of management to refine talent and reach out to succession. This is normally achieved by training, experience etc.

The other is through the inter locus of control of an individual to step up the ladder. Self development means helping yourself to improve. This may require a disciple in one's attitude and self accountability.

Direct measurement can be a data on employees retention. But there is a better way to look into the objective of measuring successor policy. In my opinion, as I have mentioned above that we have to collect data from two sources of leadership development. One is from the employees performance in the participation of leadership schemes introduced by organization. and other is by measuring his self discipline and self awareness towards individual level leadership development.

Muhammad Azeem | December 14, 2011 at 2:42 am

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