...Performance Metrics, what metrics, if any would you identify that are essential to managing the prescription fulfillment process at CVS. Ramias and Wilkens’ state that the starting point in developing metrics is to understand the expectation of the customer. Upon review of the data compiled by the PSI team, customers expect accuracy and timeliness. Therefore, most of the metrics developed below focus on measuring the two expectations and, I believe, are essential to managing the prescription fulfillment process at CVS. 1. Processing time – prescriptions filled per unit of time. A major customer complaint was time – either waiting too long in line, waiting for their prescription after the pick-up time, etc. 2. Number of prescriptions filled per day and median processing time. Again, this metric will help identify peak time periods, staffing needs, and eliminate waiting times by customers. This would also help to measure accuracy. If prescriptions are constantly wrong and the customer has to wait to correct them, the processing time will be higher than expected. 3. Hourly volume and median processing time. This metric would measure the volume of prescriptions filled per hour, the percentage of prescriptions filled in under the target number of minutes, and the median time to fill them per hour. Because heavy users cited service as their number one reason for switching pharmacies, and time is such a huge part of the customer’s expectations, metrics should be...
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...Measuring Quality of Hire – The Ultimate Recruiting Metric By Dr. John Sullivan & Master Burnett © 2007, Dr. John Sullivan. Table of Contents Table of Contents....................................................................................................... 2 Abstract...................................................................................................................... 4 Why You Should Read This ................................................................................... 4 About the Authors ...................................................................................................... 5 Dr. John Sullivan .................................................................................................... 5 Master Burnett........................................................................................................ 5 Common Misconceptions About Quality of Hire (QoH) .............................................. 6 The Perspective Dilemma ...................................................................................... 6 One Way Is Better Than the Next........................................................................... 7 Measuring the Quality of Your Applicants Before You Hire Them .......................... 7 Avoiding Overkill ................................................................................................. 9 Don’t Be Fooled On Applicant Quality .............................................
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... a. planning b. organizing c. motivating d. leading e. staffing (c; moderate; p. 2) 2. The management process is made up of ___________ basic functions. a. three b. four c. five d. eight e. ten (c; moderate; p. 2) 3. Which basic function of management includes establishing goals and standards, developing rules and procedures, and forecasting? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 2) 4. What specific activities listed below are part of the planning function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and developing employees d. developing rules and procedures e. all of the above (d; moderate; p. 2) 5. Celeste spends most of her time at work setting goals and standards and developing rules and procedures. Which function of management does Celeste specialize in? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 2) 6. Which basic function of management includes delegating authority to subordinates and establishing channels of communication? a. planning b. organizing c. motivating d. leading e. staffing (b; easy; p. 2) 7. When managers use metrics to assess performance and then develop strategies for corrective action, they...
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...Week 1 Paper HRM/522 University of Phoenix Week 1 Paper HRM/522 The HR department does not have a clear mission or function defined and with the current organizational growth a Human Resource Plan (HRP) is needed. This plan must provide the mission of the HR department and detail the functions to provide a clear understanding of HR’s role and ensure alignment with the organizations strategic plan and goals. The organization will only experience long-term successfulness when the right people are in the appropriate positions at just the right time; the strategies for achieving the organizational objectives should revolve around having the right balance of talent, skills, and the aspiration to accomplish organizational objectives in a significant manner (Byars & Rue, 2008). HR Functions and Challenges Challenges that the HR department will encounter consist of finding a candidate pool large enough to fill the 50 vacant positions, finding potential employees that have the skills, qualifications and experience. Other challenges that exist are the implementation steps to develop a HRP in alignment with the organizational strategic plan and goals. With the organization looking to fill 50 positions the functions of the HR department must be clearly defined; this can be accomplished by developing the HRP. There are steps that must be taken to implement the HRP they include: • Determine organizational objectives • Determine Skills and expertise...
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...Strategic Role of Human Resource Management Multiple Choice 1. The basic functions of management include all of the following except _____. a. planning b. organizing c. motivating d. leading e. staffing (c; moderate; p. 4) 2. The management process is made up of _____ basic functions. a. three b. four c. five d. eight e. ten (c; moderate; p. 4) 3. Which basic function of management includes establishing goals and standards, developing rules and procedures, and forecasting? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 4) 4. What specific activities listed below are part of the planning function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and developing employees d. developing rules and procedures e. all of the above (d; moderate; p. 4) 5. Celeste spends most of her time at work setting goals and standards and developing rules and procedures. Which function of management does Celeste specialize in? a. planning b. organizing c. motivating d. leading e. staffing (a; easy; p. 4) 6. Which basic function of management includes delegating authority to subordinates and establishing channels of communication? a. planning b. organizing c. motivating d. leading e. staffing (b; easy; p. 4) 7. What specific activities listed below are part of the organizing function? a. giving each subordinate a specific task b. recruiting prospective employees c. training and...
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...Employing state job services Employing a staffing agency (StoreStaff) Staff members involved: V.P. Human Resources Staffing Services Director HR Recruiting Manager HR Selection Manager Potential peers Budget: $2,000 - $6,000 Targets Promotion from within is a very important aspect of Tanglewood. All employees start out as store associates. Therefore, Tanglewood must attract the top talent at the store associate level so they can promote them to higher level positions. The best candidates for Tanglewood to target are high school seniors and college freshman. This is because then Tanglewood will be able to train and develop the talents which they wish these individuals to posses. This will also promote brand loyalty because the employees will feel a sense of loyalty to the company if the company has supported them as they received their education. Tanglewood currently uses five different types of recruitment strategies. The following paragraphs will discuss the different methods and who those methods are targeting. Tanglewood uses different media outlets to advertise their open positions. They use those outlets such as print, radio, and television coupled with individuals filling out a standardized job application. Tanglewood has also placed Kiosks in their store for candidates to fill out the standardized application. These media outlets and Kiosks are seen by a variety of different people in a variety of different locations. Tanglewood also uses referrals as a form...
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...Introduction to HRM * What Is Human Resource Management? * Process of managing human resources (human capital and intellectual assets) to achieve an organization’s objectives (Bohlander & Snell 2007) * Policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, training, rewarding, and appraising (Dessler 2008) * Designing management systems to ensure that human talent is used effectively * and efficiently to accomplish organizational goals (Mathis & Jackson 2008) * Term HRM is used in two ways: * Generic approach: describes a body of management activities - seen as a new term for ‘personnel management’ * Distinctive approach to the management of people: distinct from personnel management - a distinct philosophy * Organizational Assets: Physical, Financial, Intangible, Human * Old Myths about HRM Old Myths | New Realities | People go into HR because they like people. | HR departments are not designed to provide corporate therapy or as social health-and -happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. | Anyone can do HR. | HR activities are based on theory and research. HR professionals must master both theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured...
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...There are several cost components associated with this project as well as many metrics, cost variance considerations, and reporting which this plan will outline. To complete this project successfully, all key project members and stakeholders must adhere to and work within this cost management plan and the overall project plan it supports. The Project Manager will be responsible for managing and reporting on the project’s cost throughout the duration of the project. During the monthly project status meeting, the Project Manager will meet with management to present and review the project’s cost performance for the preceding month. Performance will be measured using earned value. The Project Manager is responsible for accounting for cost deviations and presenting the Project Sponsor with options for getting the project back on budget. The Project Sponsor has the authority to make changes to the project to bring it back within budget. 1.2 Scope This section describes what will be included in the cost management plan for this particular project. Project costs may consist of many internal and external components or unique items depending on the nature of the project. It is important to define the scope of what will be included in the cost management plan for a given project. The cost management plan for the Building Expansion project includes many internal and external cost components. All metrics and variance analysis must be applied to these cost components throughout the project...
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...|HR Metrics | |Absence Rate |[(# days absent in month) |Measures absenteeism. Determine if your company has an | | |÷ |absenteeism problem. Analyze why and how to address issue. | | |(Ave. # of employees during mo.) x (# of |Analyze further for effectiveness of attendance policy and | | |workdays)] |effectiveness of management in applying policy. | | |x 100 | | |Cost per Hire |(Advertising + Agency Fees + Employee |Costs involved with a new hire. Use EMA/Cost per Hire Staffing | | |Referrals + Travel cost of applicants and |Metrics Survey as a benchmark for your organization which is | | |staff + Relocation costs + Recruiter pay |available on the SHRM.org Web site. Cost per Hire can be used as| | |and benefits) |a measurement to show any substantial improvements to savings in | | |÷ |recruitment/retention costs. Determine what your recruiting | | |Number...
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...Techniques HRM/558 January 23, 2012 HR Statistical Techniques Ayles Networks is an IT networking company employing over 3,000 people across the Southwestern United States. Although, centrally located, the Human Resources (HR) office is up to 500 miles from several corporate offices. The HR department has been tasked with using HR statistical techniques to assess the effectiveness of current staffing, training, and HR assessments (University of Phoenix, 2011). The HR department will identify the type of data needed, the application of t-test, ANOVA, and regression analysis statistical techniques will be discussed and additional techniques will be reviewed. Required Data Testing of hypotheses is the basis for research and that results in statistical findings. A null hypothesis is presumed true until proven otherwise by statistical testing. If the null hypothesis is rejected then the alternative hypothesis is accepted. To begin statistical testing to determine the effectiveness of training and staffing programs requires several types of data including current and required staffing levels, labor availability, and skill sets data is required for each position and location. Results of hiring and promotion assessments such as pre-employment, selection, required training, and performance evaluation scores are also required. T-test A t-test is used to evaluate the differences in means between two groups, which can be either independent or dependent (StatSoft, Inc., 2011,...
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...level and at the level of front line management. The defining characteristic of HCM is this use of metrics to guide an approach to managing people that regards them as assets and emphasizes that competitive advantage is achieved by strategic investments in those assets through employee engagement and retention, talent management and learning and development programmes. The Accounting for People Task Force Report (2003) stated that HCM involves the systematic analysis, measurement and evaluation of how people policies and practices create value. The report defined HCM as 'an approach to people manage¬ment that treats it as a high level strategic issue rather than an operational matter "to be left to the HR people" '. The Task Force expressed the view that HCM 'has been under-exploited as a way of gaining competitive edge'. As John Sunderland, Task Force member and Executive Chairman of Cadbury Schweppes pic commented: 'An organization's success is the product of its people's competence. That link between people and performance should be made visible and available to all stake¬holders.' Nalbantian el al (2004) emphasizes the measurement aspect of HCM. They define human capital as, 'The stock of accumulated knowledge, skills, experience, creativity and other relevant workforce attributes' and suggest that human capital management involves 'putting into place the metrics to measure the value of these attributes and using that knowledge to effectively manage the organization'....
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...intranet website is an indication that it employs a “Stable Workforce-Variable Work Hours” production planning strategy. This strategy varies the number of hours worked through flexible work schedules or overtime to match the production quantities to orders” (Jacobs & Chase, 2011, pg. 534). It helps assure that the workforce has continuity which helps with employee morale. It is extremely important for employees to feel secure in their work environment. Many workers face everyday pressure on their jobs and in their personal lives. Knowing that they have a secure job to report to and do not fear the cyclical staffing of other production strategies can lead to the feeling that the company cares about their wellbeing. This can lead to more productivity on their current jobs. This is very important in China, where companies are competing for hard working laborers. Metrics Team D selected Supply Chain Cycle Time...
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...perform, such as coaching, problem solving, strategizing, and organizing. It could also include planning, counseling, making decisions, staffing, and resourcing. The primary role of a manager is to help others in his or her organization to become more productive. The more productive and efficient (to achieve goals with minimal waste of resources) a worker, the more streamlined, and profitable the business. A good manager will learn how to master the basic functions of management; planning, organizing, staffing, leading, and controlling, to keep his or her team efficient and effective. These are basic functions performed by most managers’ throughout business organizations. There are a few different expert views on the functions of management. According to Bateman and Snell (2009), there are four fundamental functions of management, but more recent management theories, such as Luther Gullick or Kootnz and O’Donnell, are now breaking out a fifth element of staffing (Functions of Management, 2008 - 2013). Staffing has gained more significance in the recent years due to innovation of technology, growth in business sizes, and intricacy of human behavior. Staffing is the function of building the business personnel resources and keeping it staffed. The main purpose of staffing is to keep the business ready for expansion. It is the basic definition of staffing is training and development; recruitment, selection and placement; remuneration, performance appraisal, promotions and transfers,...
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...seller to assess its current staffing and facility locations. The goal of the contract is for the seller to produce a strategic plan that creates cost efficiencies for the bank by recommending (and implementing) areas to consolidate among staff and facilities. (One recommendation may be to close down a bank branch that is located within three miles of another bank branch.) This is a long-term contract stretched out over five years. If you were the project manager in the bank, to what benchmarks would you compare your seller? Are they performance benchmarks or best-practice benchmarks? Benchmarking is a term that has often been used to represent “the best of the class” performance. Your text implies a slightly less “perfectionist” performance threshold, whereby you assess the performance measures for other similar vendors or services relative to your BPO services, and use these samplings to define performance measures for your project/contract. Which of these two inferences do you feel is more appropriate for supporting the development of performance measures? State your arguments in support of your selection. Is it realistic to use a “perfectionistic” metric for benchmarking? Is there a human factor involved in project implementation there? Here is a different way to view the discussions we are undertaking here: Do you want to benchmark using a perfectionistic metric that may not be achievable, or do you want to work with a best in the class metric that, by definition, will...
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...In today’s competitive SCM market, it’s not so much about having the best company anymore, but more importantly who has the supply chain, and who can get the product out to meet standards of the customer? Supply chain managers are continuously faced with this major challenge from the top of their supply chain operations to the bottom. Effective supply chain management of an enterprise reduces costs, lead times, and inventories throughout the entire supply chain. Customers want the ‘perfect orders’ and expectations to reduce manufacturing costs put corporate supply chains under immense pressure. As a result, supply-chain management and infrastructure plays a significant role in organizational strategy and how a facility chooses to set up their operation. A. Analyze whether a Keiretsu network (Keiretsu: a Japanese term that describes suppliers who become part of a company coalition), a virtual company, a vertical integration, or a different supply chain strategy should be adopted. A virtual company strategy would not work for this type of operation because “vertical integration is counter to the benefits of specialization” (Heizer and Render, 2010). In this model of supply chain, the demands of more specialized products exist and there is more flexibility to waiver from centralized suppliers than Keiretsu or vertical integration offers. Much of This “fluidity” may allow for too much variability within and there is no sustainability as contracts can be short lived...
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