Posts Tagged ‘Report’
Balanced Scorecard Saudi Arabia 2011 – smartKPIs.com correspondence from Riyadh – Day 4 in pictures
Wednesday, December 7th, 2011Emerging green economy performance measurement
Wednesday, February 23rd, 2011The recently launched report, State of Green Business 2011 (Makover et al., 2011), at its fourth annual edition, aims to measure the impact of the emerging green economy, highlighting the main trends for 2011 regarding corporate sustainability efforts.
This year’s report indicates a dramatic shift occurring in mainstream business, as companies are thinking bigger and longer-term about sustainability. Even during economically challenging times, companies invest more and more in their sustainability activities, making important commitments in this area:
- FedEx committed to improve vehicle fuel efficiency by 20% by 2020;
- Panasonic unveiled a three year plan “Green Transformation 2012″ – laying the groundwork for it to become the world’s leading “Green Innovation Company”, by 2018, on Panasonic’s 100th anniversary;
- Walmart pledged to sell $1 billion of fresh produce sourced from 1000 small- and medium-sized farmers;
- Nec Corp., the largest PC maker from Japan, indicated investment plans of $1.1 billion over eight years in battery and smart grid technologies;
- Procter & Gamble made a commitment to power all of their factories with renewable energy within the next ten years.
The impact of these efforts will only be known in the years to come, green and clean innovations being considered the path forward to growth and perhaps, to long term profitability.
For measuring performance of emerging green economy, the GreenBiz Index is used as a representative selection of indicators that reflect in aggregate, the progress of U.S. companies in 20 aspects of environmental performance – from operational efficiency to employee commuting to investments in clean technologies (Makover et al., 2011).
The GreenBix Index: Summary
Source: Makover et al. (2011)
The progress compared to targets is indicated through the colored icons: “swimming” – making progress, “treading” – standing still and “sinking” – falling behind. The results regarding the GreenBiz Index, indicate that while some green practices are strongly swimming (paper use, recycling, investments in clean tech), there are many others that are simply treading water or sinking.
For more insights on Key Performance Indicators (KPIs) and performance measures for Environmental Care, please visit the smartKPIs.com library of KPI examples.
Reference
Makover et al. (2011), State of Green Business 2011, available at: http://www.greenbiz.com/business/research/report/2011/02/01/state-green-business-report-2011 (accessed 20 February 2011)
Integrating performance management initiatives for contract talent
Wednesday, February 2nd, 2011The Human Capital Institute has recently published a new report on managing human capital, with the title: Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives? Based on a survey completed by 354 respondents between September and October 2010, the study explores the integration of contract workers into talent management programs. The main findings of the research outline that:
- The usage of an enterprise-level system or technology to manage Contract Talent (CT) is essential for managing basic aspects of site or location security, emergency management and headcount, while having important impact on the bearings and return on investment in the areas of risk and compliance, time and cost savings, and contract talent quality.
- Using a centralized and standardized method for the procurement and selection of CT is essential for the quality of contractors and their retention.
- HR department is responsible for the needs assessment and training of the contract talent. It is considered that when this premises exists, phases of the talent life cycle like acquisition quality, engagement, and retention are all improved.
- Often neglected, appropriate welcoming and integration of contract talent, such as, a formal welcoming, introduction to culture, systems, and resources, plays a vital role in their engagement and retention (Human Capital Institute, 2010).
A highly topical aspect analyzed within the research is the talent acquisition practice and its centralization and standardization level across large organizations. The degree of having a centralized and standardized sourcing and hiring method, varies when HR manages the contract workforce (63%), decreasing to only in 33% when some other entity manages CT.
The method for sourcing and hiring contract talent is centralized and standardized across the enterprise
Source: Human Capital Institute (2010)
The reports highlights that the performance management process is a key part of managing and leading talent within the organization, including contractors. However, the research indicates that most organizations can’t empirically define CT performance because of a lack of enterprise technology and they are not able to review performance of the contracted workforce. Most survey respondents, 64%, don’t have a program in place that allows them to include contractors in performance management initiatives.
Global use of contracted talent becomes a rising trend, while at the same time, individual workers are looking for more meaning and connectivity to the jobs they perform, regardless of employment status. Considering these two aspects, organizations that use contract talent should be concerned about managing and measuring CT performance, for getting the most and best work out of the collaborations.
Human Capital Institute is a global association for strategic talent management and leadership, with over 175,000 members.
References
Human Capital Institute (2010), Contract Talent: Are Contractors Included in Strategic Talent Management Initiatives?, available at: http://www.hci.org/files/field_content_file/2010ContractTalentNovFinalOfficial.pdf (accessed 25 January 2011)
Global measurement of retail theft
Wednesday, November 17th, 2010The Centre for Retail Research recently launched the Global Retail Theft Barometer 2010 report, revealing that total global shrinkage (stock loss from crime or waste expressed as a percentage of retail sales) cost retailers and the pu
blic US$ 107.3 billion, equivalent to 1.36% of their retail sales.
The results indicate that the top European country with the highest losses from employee theft is the UK, with 36.8% of product losses, while Austria has the lowest figure (22.7%).
In the U.S., Canada, and Australia employee theft was estimated to be greater than shoplifting losses. In the U.S. for example, employee fraud contributing to 43.7% of shrinkage ($17.2 billion) , while shoplifting for 34.9% ($13.7 billion).
Retailers apprehended 6.2 million store thieves in 2010, with the most stolen items including branded expensive products, such as perfume and fine fragrances, alcohol, cosmetics and skincare.
Source: Centre for Retail Research (2010)
The Key Performance Indicators used within the 2010 Global Retail Theft Barometer are:
- $ Shrinkage cost – reached US$ 107.3 billion, equivalent to 1.36% of the retail sales. Shrinkage has decreased by 5.6% as retailers put almost 10% more funds into security and loss prevention.
- $ Global cost of crime per family (household) was $185.59.
- # Shoplifting attempts: 31% of retailers declared that shoplifting had increased compared to the previous year, when 41% had found that shoplifting attempts had increased. Note that this proportion is not the increase in net shoplifting but the percentage of store groups affected.
- $ Cost of shoplifting was $45.5 billion. Though the main crime problem that retailers faced was shoplifting, this was accounted for 42.4% of shrinkage, as retailers were organised enough to prevent the increase in shoplifting from pushing up shrinkage.
- $ Employee theft reached $37.8 billion, accounted for 35.3% of shrinkage.
Source: Centre for Retail Research (2010)
The internal error and administrative failure (e.g. pricing or accounting mistakes) was 16.9% ($18.1 billion), and supplier or vendor theft and fraud was 5.4% of shrinkage ($5.8 billion). Both these totals had improved over the previous year (Centre for Retail Research, 2010).
The 2010 edition of the Global Barometer covers 42 countries, including the U.S., China, Australia, France, Germany, Brazil, UK, South Africa, Turkey, and India, having 1103 respondents from large retail corporations. The report reached its tenth edition, being initiated and compiled by the Centre for Retail Research, originally a university research group, providing authoritative research and analysis of the retail and service sectors in Britain, Europe and globally.
References:
Centre for Retail Research (2010), Global Retail Theft Barometer 2010, available at: http://www.retailresearch.org/grtb_globaltrends.php (accessed 15 November 2010)
Performance Management matters – PricewaterhouseCoopers reports on Performance Management in the global economy
Friday, April 23rd, 2010PricewaterhouseCoopers (PwC) conducted during 2008-2009 an exhaustive research regarding the importance of performance management in the context of a globalized economy. The research was lead by PwC Canada, in partnership with several academic and research institutions from Canada, Switzerland and Australia.
The methodology consisted of two stages: an online survey to more than 400 senior managers in both private and public sectors, followed by 12 in-depth interviews aiming to investigate several issues in a more complex perspective.
The purpose of the research was to provide answers to several core questions (PwC, 2009):
- Do effective Performance Management practices contribute to driving superior performance?
- Are these contributions the same in downturns as in good times?
- Is performance management standardized or does it have to be customized for particular needs of organizations of different sizes and in different industries?
Source: PwC, 2009
Some of the most representative findings, were (PwC, 2009):
- The identification of seven best practices that drive high performance and superior results, among which:
- having a holistic, broad approach (high performers focus on broad issues, such as brand loyalty, employee satisfaction, service quality, aspects that can create competitive advantage);
- creating linkages, alignment and integration of the measures to the key business drivers and cascading accountability at all organizational levels;
- adopting high value planning practices, such as vision, mission and value statements and environmental and social responsibility plans;
- developing advanced technology such as dashboards and business intelligence tools to complete the spreadsheets that are still predominant across respondents.
- Performance management practices are equally essential in both recession and growth periods. As one argument, the interviews revealed that organizations with strong performance management programs can better manage costs strategically and, if the case, make difficult decisions in ways that minimize impact on the long-term.
- Performance management in the public sector is not as different from the private sector as it might be believed. It was concluded that high performing public organizations are the ones that employ practices also identified in high performance private entities, such as linkage and alignment to strategy, use of advanced technology and use of value planning practices in the shape of vision, mission or values.
Canada was given a particular attention, being under the loop for comparison to the rest of the world. The finding was that Canadian organizations employ less robust performance management practices, but are better at overcoming potential barriers.
For complete overview of the research, please follow: http://www.pwc.com/ca/en/finance/performance-management/global-performance-management-research-study.jhtml
You can register for a full version of the report or directly download an executive summary.
Reference:
PricewaterhouseCoopers (2009), Performance management matters. Sustaining superior results in a global economy, CA.
The research was lead by PwC Canada, in partnership with several academic and research institutions from Canada, Switzerland and Australia. The methodology consisted of two stages: an online survey to more than 400 senior managers in both private and public sectors, followed by 12 in-depth interviews aiming to investigate several issues in a more complex perspective.
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