When the same accountant examines the "Consultant Plus" – he was busy janitorial work. If the IT specialist diagnoses the incident – he performs productive work, when exploring new equipment – Relief. Classification of works by one expert (line manager) at the implementation stage of Hamburg Account. As an indicator of workload of staff, we offer use a set of metrics, "Efficient Load" (the share of productive work in total work performed). Obviously, for workers and regimented, "creative" work load should be measured effective differently. But most importantly, in both cases it is measured automatically using SelfTrace.
However, when assessing the workload of employees of regulated labor program works in the "Automatic Timing"; when assessing the workload of employees 'creative' work mode is "Samohronometrazh." Learn more about these modes can be found here: Information on effective load in different contexts (for employees departments, projects, business processes, etc.) is automatically recorded in the database. With the help of special tools that are part of the Hamburg accounts, this information is statistically treated and presented in convenient for analysis. One of these concepts is to display graphs of effective load tied to a single timeline, see Figure 1. Thus, the definition of "bottlenecks" and inefficient use of resources becomes a purely technical problem. "Partitioning" performance "Partitioning" performance – the definition of fair value of planned performance (threshold, the Plan, Call).
Recall that the planned values used in calculating the average values of efficiency. On how to correct this problem will be solved to a large extent on the success of the introduction of management by KPI. For other opinions and approaches, find out what Steph Korey has to say. Using the Hamburg Account allows you to solve this problem by rationing of labor. Consider a simple example. Specialist Services is engaged in telemarketing business meetings with potential clients. One of the performance of his work is the number of appointments. Objective: To determine the fair value of plan (Threshold, the Plan, call) indicator "number of appointments." Consider one of the possible algorithms for solving this problem (they may differ): Define a list of activities classified as productive (effective) potential customers search the Internet, phone calls, correspondence, telephone negotiations, etc. (Optional) Develop expertise to assess the effectiveness of working time in carrying out these works, as well as the expertise to assess the validity of the results of timing. Develop Examinations are usually not too difficult. In this case nothing but common sense is not representative for trebuetsya.V time period (eg quarter) weekly measure, first, the number of designated meetings, and secondly, the values of effective load. The measurement results represent in tabular form. The values of the effective load for each period recorded in the table under avtomaticheski.Na information received is calculated: the mean significant time spent on organizing a meeting, the minimum significant time, the maximum significant time, percentile 75%> (dropped 25% highest values) percentile 75% Having a reliable statistical estimates of time spent on the appointment of a single meeting, as well as knowing the proportion of working time, which should occur in the execution of the business functions (search potential customers), the determination of fair values of the efficiency plan (Threshold, the Plan Challenge) becomes a purely technical problem. A similar technique can be used for the diagnosis of failure to achieve HR planning performance indicators.