Benchmark Electronics, Inc. provides electronics manufacturing services (EMS) of computers and related equipment to original equipment manufacturers (OEMs). Benchmark Electronics also provides design and engineering services. The company operates in several fields including medical devices, industrial control equipment, testing and instrumentation products, and telecommunication equipment.

Benchmark Electronics' global operations include 20 facilities in ten countries.

Gathering and creating a system of human resource metrics for any company is something that can be done easily; that is, as long as you have the proper guidelines to back you up. The most important thing here is to gather information about the employees. However, not all pieces of information would be used in developing human resource metrics at all. Weeding out the reliable pieces of information from those which are not is the ideal here. But then, at what figure should the gathering of human resource metrics be pegged? The recommended figure by the lot of recruitment specialists and experts here is actually pegged at ten. With this figure, you will actually come up with an effective system of assessing your company's workforce.

Another important thing to remember in the process of developing human resource metrics is that all aspects of the business should be considered. To name a few of these business aspects, these would be recruiting and retention, employee engagement, manager satisfaction, and the productivity of the workforce. There are other aspects and factors to consider, of course. But the underlying concept in ensuring the efficiency of the human resource metrics a company would use is actually very simple: the company should be very goal-oriented. When a company knows what it wants to achieve, then distinguishing the aspects to be retained from the ones to let go would be certainly easier.


Loyalty to the Organisation
According to Reichheld (2001) unless leaders of an organisation have built relationships on loyalty then nothing will keep staff and other stakeholders from jumping ship the instant a better opportunity comes along. This is likely to be reflected in the level of job satisfaction and staff retention rates, and involves staff being loyal to the organisation and the organisation being loyal to staff. Reichheld (2001) also states that true employee loyalty includes responsibility and accountability for building successful, mutually valuable relationships. Many of the interviewees considered themselves loyal to the service, were happy, and would stay with the service forever, if they could:
“I’m…sort of very proud to be wearing the uniform and I knew it was something that I wanted to do when I was in high school.”
“I’m probably actually quite loyal to the organisation, shared objectives you know it would take a long period of not having a good time. It’s not just a case of I didn’t enjoy the last six months.”
There were, however, some mixed messages from people who perceived themselves as extremely loyal to the service and yet they were leaving it:
“I’m leaving but I’ve actually really enjoyed it. It’s the best place that I’ve worked with Defence…
I’m really glad I worked here and I’ve got this loyalty to the service, which is making me
sad to leave.”
“there is a simmering air of discontentment and unhappiness and there’s also this underpinning loyalty and love for the service.”
In the quantitative survey only 15% of respondents indicated that they would not consider a career outside Defence. This could lead to a serious problem should those remaining 85% employees act upon it and leave the Department. Despite the mixed messages concerning loyalty to the service, and despite the fact that staff still indicated they are leaving, there is a clear sense of loyalty to the service.
Workplace design
The physical design of a workplace impacts on the behaviours that occur in that space. Fifty-nine percent of respondents to the quantitative survey found the work environment too noisy, and only 45% indicated they could work effectively in the open plan environment. From the interview data it became apparent that the preferred solution to this was to book a quiet conference room and work there. Interestingly, some interviewees' comments indicated they favoured an open plan environment, and that common identity, morale and communication had been enhanced due to the collocation of staff:
“You can just pull up a chair and talk about something”
“It really promotes a team, and what it does promote is the transfer of knowledge.”
Job Significance
Job significance is the extent to which one feels his or her work is significant, or is something that ‘counts’, and if one sees their job as trivial they are unlikely to experience it as meaningful. In turn, they are unlikely to develop a high level of job satisfaction or work motivation (Hackman & Oldham, 1980). Regardless of industry or organisation, lack of tangible and significant outcomes from work can lead to workers being less willing to engage in generative learning. Most of the interviewees talked about the importance of feeling they are making a contribution and that their work is having an effect. Some indicated that working at the HQ has given them a clearer picture of what the service does and how they contribute to that, for example:
“It’s the first job I’ve ever had where I can make a big difference, and I love it.”
“I really enjoyed it because I felt I was actually contributing something.”
“I’m very pleased to be going back to something where…I think I can make a contribution because I struggled to find a way to really make a contribution.”
“Service to our nation is one of the greatest things you can ever do and the simple satisfaction of something like Timor, of something like the Gulf, of actually getting out there and doing what you are trained to do is remarkable.”
Others talked about a lack of challenge and job significance as a reason for leaving:
“More administration, it’s a day-to-day task that doesn’t contribute to the bigger goal… doesn’t have a big impact on any projects whatever.”
The research data clearly points to lack of job significance as a main reason for those who leave the service.
 
Last edited:

jamescord

MP Guru
Benchmark Electronics, Inc. provides electronics manufacturing services (EMS) of computers and related equipment to original equipment manufacturers (OEMs). Benchmark Electronics also provides design and engineering services. The company operates in several fields including medical devices, industrial control equipment, testing and instrumentation products, and telecommunication equipment.

Benchmark Electronics' global operations include 20 facilities in ten countries.

Gathering and creating a system of human resource metrics for any company is something that can be done easily; that is, as long as you have the proper guidelines to back you up. The most important thing here is to gather information about the employees. However, not all pieces of information would be used in developing human resource metrics at all. Weeding out the reliable pieces of information from those which are not is the ideal here. But then, at what figure should the gathering of human resource metrics be pegged? The recommended figure by the lot of recruitment specialists and experts here is actually pegged at ten. With this figure, you will actually come up with an effective system of assessing your company's workforce.

Another important thing to remember in the process of developing human resource metrics is that all aspects of the business should be considered. To name a few of these business aspects, these would be recruiting and retention, employee engagement, manager satisfaction, and the productivity of the workforce. There are other aspects and factors to consider, of course. But the underlying concept in ensuring the efficiency of the human resource metrics a company would use is actually very simple: the company should be very goal-oriented. When a company knows what it wants to achieve, then distinguishing the aspects to be retained from the ones to let go would be certainly easier.


Loyalty to the Organisation
According to Reichheld (2001) unless leaders of an organisation have built relationships on loyalty then nothing will keep staff and other stakeholders from jumping ship the instant a better opportunity comes along. This is likely to be reflected in the level of job satisfaction and staff retention rates, and involves staff being loyal to the organisation and the organisation being loyal to staff. Reichheld (2001) also states that true employee loyalty includes responsibility and accountability for building successful, mutually valuable relationships. Many of the interviewees considered themselves loyal to the service, were happy, and would stay with the service forever, if they could:
“I’m…sort of very proud to be wearing the uniform and I knew it was something that I wanted to do when I was in high school.”
“I’m probably actually quite loyal to the organisation, shared objectives you know it would take a long period of not having a good time. It’s not just a case of I didn’t enjoy the last six months.”
There were, however, some mixed messages from people who perceived themselves as extremely loyal to the service and yet they were leaving it:
“I’m leaving but I’ve actually really enjoyed it. It’s the best place that I’ve worked with Defence…
I’m really glad I worked here and I’ve got this loyalty to the service, which is making me
sad to leave.”
“there is a simmering air of discontentment and unhappiness and there’s also this underpinning loyalty and love for the service.”
In the quantitative survey only 15% of respondents indicated that they would not consider a career outside Defence. This could lead to a serious problem should those remaining 85% employees act upon it and leave the Department. Despite the mixed messages concerning loyalty to the service, and despite the fact that staff still indicated they are leaving, there is a clear sense of loyalty to the service.
Workplace design
The physical design of a workplace impacts on the behaviours that occur in that space. Fifty-nine percent of respondents to the quantitative survey found the work environment too noisy, and only 45% indicated they could work effectively in the open plan environment. From the interview data it became apparent that the preferred solution to this was to book a quiet conference room and work there. Interestingly, some interviewees' comments indicated they favoured an open plan environment, and that common identity, morale and communication had been enhanced due to the collocation of staff:
“You can just pull up a chair and talk about something”
“It really promotes a team, and what it does promote is the transfer of knowledge.”
Job Significance
Job significance is the extent to which one feels his or her work is significant, or is something that ‘counts’, and if one sees their job as trivial they are unlikely to experience it as meaningful. In turn, they are unlikely to develop a high level of job satisfaction or work motivation (Hackman & Oldham, 1980). Regardless of industry or organisation, lack of tangible and significant outcomes from work can lead to workers being less willing to engage in generative learning. Most of the interviewees talked about the importance of feeling they are making a contribution and that their work is having an effect. Some indicated that working at the HQ has given them a clearer picture of what the service does and how they contribute to that, for example:
“It’s the first job I’ve ever had where I can make a big difference, and I love it.”
“I really enjoyed it because I felt I was actually contributing something.”
“I’m very pleased to be going back to something where…I think I can make a contribution because I struggled to find a way to really make a contribution.”
“Service to our nation is one of the greatest things you can ever do and the simple satisfaction of something like Timor, of something like the Gulf, of actually getting out there and doing what you are trained to do is remarkable.”
Others talked about a lack of challenge and job significance as a reason for leaving:
“More administration, it’s a day-to-day task that doesn’t contribute to the bigger goal… doesn’t have a big impact on any projects whatever.”
The research data clearly points to lack of job significance as a main reason for those who leave the service.

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