Average Capability Score: All PMs
90 Day Candidate Pipeline
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Figure 7.3-8 Average Capability Score IPM also utilizes the PMP certification to measure our consultants’ capabilities relative to the requirements of the PM industry. Consultants should achieve their certification within the first three years of employment at IPM, which is a prerequisite to becoming a Senior PMC. Figure 7.3-9 shows the number of PMP certifications by region for those employees with over three years of IPM experience. Region PMP % of Region Central 79 96% East 25 96% West 23 100% Figure 7.3-9 Numbers of PMP Certifications 7.3a(2) Workforce Climate Criminal background checks, employment and education verifications, and drug tests are conducted at the offer stage of IPM’s recruiting process and are sometimes required for client engagements. IPM has full compliance in all cases (Figure 7.3-10) . Employee Assistance Programs (EAP) help workers deal with personal issues that might affect performance. IPM’s results are shown in Figure 7.3-11 . Item 2013-2017 Background Check Compliance 100% Employment Verification 100% Education Verification 100% Drug Test Compliance 100% Figure 7.3-10 Background Check/Drug Test Compliance 2013 2014 2015 2016 2017 # of Calls 1 2 1 0 1 IPM’s 2017 average EAP utilization of .57% is below the National Behavioral Consortium’s benchmark of 4.5%. Figure 7.3-11 EAP Usage 2010 was the first year that screening was offered for employees covered by IPM’s medical insurance. Screening participation is shown in Figure 7.3-12 . The Great Place to Work (GPTW) survey assesses employee perception of the workplace climate. Every year, IPM
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Figure 7.3-6 Candidate Pipeline Backlog is the number of weeks the Company can maintain 100% realization for every billable resource without obtaining any new business/opportunity (Figure 7.3-7) . It is calculated as planned hours plus weighted opportunity pipeline (hours), divided by number of current billable resources, divided by the current billable weekly hours target. Historically, our business can maintain its controlled growth pace if our yearly average backlog is 24 weeks. If the average backlog falls below 24 weeks, we intensify business development efforts and extend the recruiting cycle; if we exceed 24 weeks in backlog, we intensify our recruiting efforts and slow the business development cycle. Ops management annually assesses the capability of each consultant who has been with the Company longer than six months. We assess six PMC capabilities on a scale of 1 (low skill) to 5 (high skill), which are then averaged into a capability score (Figure 7.3-8) . IPM’s goal is to continually increase the capability of our staff. The measure is influenced by the constant flux of personnel entering and leaving the organization. An average capability score of 3.0 is considered acceptable. IPM’s average capability score had minimal fluctuation despite significant YOY headcount growth.
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Figure 7.3-7 Average BD Backlog
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