Page 16 - Intellectual Capitail Management

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- Average annual investment in training per employee
- Number of hours of training of new employees (working in an enterprise up to 1year)

3. Experience and stability of employees

- The average length of working period in an enterprise expressed in years per employee

- Average work experience of each employee in a workplace in a certain enterprise
- The total number of years in the profession

- Fluctuation of experts/professionals
- The rate of knowledge worker retention

4. Management and leadership competencies

- The extent to which the top management team is visionary

- Quality of management (analysis of the effectiveness of decision-making process)
- To what extent the style of decision-making can be characterized as participatory

- The annual assessment of the profile and performance of managers
- The number of managerial staff vs. non-managerial staff

- The number of days and the cost of managers’ education
- The number of managers who qualify for getting financial incentives

5. Motivation

- The average salary/wage in an enterprise

- Monitoring the requirements and motives of employees
- The position of an enterprise within the industry according to the average net salary/wage

- The willingness of employees to recommend their enterprise as a better workplace
- The list of reasons for leaving an enterprise

- Impact of the remuneration system in an enterprise on employees’ motivation

- The percentage of the total number of employees in an enterprise who are qualified for
obtaining incentives

4.5.2 A Set of Structural Capital Performance Indicators

Dimensions Indicators

1. Performance of organizational architecture.

- The adequacy of the organizational structure (in the sense of alignment with the strategy)
- Compliance of management philosophy with enterprise objectives

- Quality of management team structure
- Key values and attitudes of a member of a top management team

By : Enas Mekki Managing Intellectual & Human Capital