Home Page / List of HR Metrics and Related Business Goals and Values

This list is based on author's experience with multiple HR Information Systems implementations and several sources, including:



Metric Process Area Description Formula Related business Goal / Value
New Hire Performance Onboarding Indication of how well new hires perform within their positions Survey for managers Improved time to full productivity
Improved Quality of hire
Time to Full Productivity Onboarding Time it takes new hires to be able to complete every aspect of their role Survey for managers or comparison to a sample group of employees Improved time to full productivity
Onboarding Satisfaction Index Onboarding Measure of new hire's satisfaction with onboarding process and activities Survey for new hires Improved time to full productivity
Reduced turnover
Onboarding with Buddies Assigned Onboarding % of new hires with assigned buddies New hires with buddies / New Hires Improved time to full productivity
Reduced turnover
Increased Employee Engagement
Offboarding Interview Rate Onboarding % of offboarding interview of all terminations Terminations with offboarding interviews / Terminations
Reduced turnover
Offer Acceptance Rate Recruiting Accepted offers as % of extended offers Accepted offers / Extended offers * 100 Reduced Time to Fill
Improved Quality of hire
Application Ratio Recruiting Average number of applicants for each hire Applicants / Accepted offers Reduced cost per hire
Reduced Time to Fill
Improved Quality of hire
Cost Per Hire Recruiting Recruiting expenses for external and internal hires Recruiting expenses / Hires Reduced cost per hire
Cost of Unfilled Positions Recruiting Revenue lost because of unfilled positions, calculated for revenue-generating or critical positions (Revenue / Headcount) * Working Days * % of critical positions * Revenue Impact Multiplier * Average Time to Fill Increased Revenue
Reduced cost per hire
First Option Candidates Offer Acceptance Recruiting Number of first option candidates accepting offers First option candidates accepted / Offers extended to first option candidates Reduced cost per hire
Improved Quality of Hire
Employment Brand Strength Recruiting Measure of the attractiveness of organization's employment value proposition Survey Reduced cost per hire
Improved Quality of Hire
Referral Rate Recruiting Candidate referrals as % of headcount Referrals / Average Headcount * 100 Reduced cost per hire
Improved Quality of hire
Reduced Turnover
Interviews per Hire Recruiting Average number of interviews for each applicant who accepted offer Applicant Interviews / Accepted offers Reduced time to fill
Improved Quality of Hire
Average Time To Fill Recruiting Average number of days between requisition and offer acceptance Days to Fill / Accepted offers Reduced time to fill
External Hire Rate Recruiting Number of external hires as % of average headcount during the period External Hires / Average Headcount * 100 Reduced cost per hire
Optimized headcount costs
Recruitment Rate for New Positions Recruiting Hires for new positions as % of average headcount Total Hires into new positions / Average Headcount /100 Reduced Time to Fill
Improved business agility
Interviewee Ratio Recruiting Average number of applicants interviewed for each hire Interviewed Applicants / Accepted Offers Reduced Time to Fill
Improved Quality of Hire
Bad Hires Rate Recruiting Terminations of new hires during first 90 or 180 days Terminations of new hires / External Hires * 100 Improved Quality of Hire
Reduced cost per hire
Internal Hire Rate Recruiting Number of internal hires as % of all hires Internal Hires / Total Hires * 100 Reduced cost per hire
Reduced Turnover
Rehire Rate Recruiting Rehires as % of external hires Rehires / External Hires * 100 Reduced cost per hire
Increased Employee Engagement
Quality of Hire Recruiting Performance of new hires during the early period (90 - 180 days) Assessment of performance by hiring manager Improved quality of hire
Reduced cost per hire
Net Hire Ratio Recruiting Number of external hires for every termination during the period External Hires / Terminations Optimized headcount costs
Recruiting Source Breakdown Recruiting Distribution of external hires by recruiting source (e.g. agency; job boards; etc.) External hires per source group / External Hires * 100 Reduced cost per hire
Improved quality of hires
Promotion Rate Succession and Retention % of employees promoted during the period Promotions / Average Headcount * 100 Reduced turnover
Reduced cost per hire
Increased Employee Engagement
Promotion Speed Succession and Retention Average position tenure in years prior to promotion Promotions / Average Headcount * 100 Reduced turnover
Increased Employee Engagement
Workforce Stability Succession and Retention Number of employees with tenure over 12 months as % of total headcount Employees with tenure over 12 months / Headcount Reduced turnover
Increased Employee Engagement
Average Tenure Succession and Retention Average tenure in years Tenure / Headcount Reduced turnover
Increased Employee Engagement
Internal Mobility (Cross-Function) Succession and Retention Movements between business functions as % of total internal movements Internal movements cross-function / Internal Movements * 100 Reduced turnover
Reduced cost per hire
Increased Employee Engagement
Internal Mobility (Lateral) Succession and Retention Transfers as % of total internal movements Transfers / Internal Movements * 100 Reduced turnover
Increased Business Agility
Increased Employee Engagement
International Mobility Succession and Retention International transfers as % of total internal movements International transfers / Internal Movements * 100 Reduced turnover
Increased Employee Engagement
Career Path Ratio Succession and Retention Number of employees promoted for every employee internally transferred Promotions / Transfers Reduced turnover
Increased Employee Engagement
Successor Pool Coverage Succession and Retention Average number of employees in the succession pool Number of Successors / Number of positions * 100 Reduced turnover
Increased Employee Engagement
Positions without Ready Candidates Rate Succession and Retention % of positions without ready potential successors. Some organizations consider only managerial positions for this metric. Positions - positions with ready successors / positions * 100 Reduced turnover
Increased Employee Engagement
Leadership Satisfaction Employee Engagement Score of employee satisfaction with leaders Survey Increased employee engagement
Employee Net Promoter Score (eNPS) Employee Engagement Difference between number of employees who are "Promoters" and number of employees who are "Detractors". Promoters respond 9 to 10 to the engagement questions; detractors - 0 to 6 % Promoters -% Detractors / Total number of assessments Increased employee engagement
Employee Engagement Index Employee Engagement Relative index of employees' engagement (usually measured on a scale from 0 to 10 or as %) Survey Increased employee engagement
Grievance Rate Employee Engagement Average number of grievances filed per employee Grievances / Average Headcount * 100 Increased employee engagement
Reduced Turnover
Reduce Lawsuit Costs
Satisfaction with Job Design Employee Engagement Measure of employees' satisfaction with their job design Survey Increased employee engagement
Increased Productivity
External Complaint Rate Employee Engagement Average number of external complaints per employee External Complaints / Average Headcount * 100 Increased employee engagement
Reduced Turnover
Reduce Lawsuit Costs
Voluntary Turnover Rate Succession and Retention Number of voluntary terminations as % of average headcount Voluntary terminations / Average Headcount * 100 Reduced Turnover
Turnover by Performance Rating Succession and Retention Terminations distributed by performance rating of employees leaving Terminations by performance rating / Terminations * 100 Reduced Turnover
Retention after Change Succession and Retention Voluntary terminations after the implementation of an org. change % of voluntary terminations after change - % of voluntary terminations before change Reduced Turnover
Cost of Turnover Succession and Retention Cost of turnover including direct costs, lost productivity, lost customers, loss of morale, etc. Direct costs plus lost productivity costs Reduced Turnover
Average Performance Rating Performance Management Average performance appraisal rating during the period Total performance rating / performance appraisal occurences Increased productivity
Performance Turnaround Rate Performance Management % of employees whose performance rating increased from low performance rating Number of employees with increased rating / Number of employees with low rating in the previous period Increased productivity
High Performer Growth Rate Performance Management % of employees whose performance rating increased to high Number of employees with high rating / Number of employees with non-high rating in the previous period Increased productivity
Increased Employee Engagement
Performance-Based Pay Ratio Performance Management Ratio of high-performers' compensation to compensation of non-high performers Average compensation of high performers / average compensation of non-high performers Increased productivity
Optimized Headcount Costs
Reduced Turnover
Performance-Based Pay Penetration Performance Management % of employees whose compensation is dependent on individual performance Employees with performance-based compensation / Headcount * 100 Increased productivity
Optimized Headcount Costs
Learning Cost per Employee Learning and Development Average learning cost per employee during the period Learning Costs / Average Headcount Increased productivity
Improved Targeting of Training
Mentoring Prevalence Learning and Development Number of mentoring relationships during the period Number of mentoring relationships Reduced Turnover
Increased Employee Engagement
Proactive Learning Assignments per employee Learning and Development Number of learnings assigned by employee or manager (per employee) Learnings Assigned / Employees eligible for learnings Increased productivity
Increased Employee Engagement
Improved Targeting of Training
Learning Costs Rate Learning and Development Learning costs as % of total compensation costs Learning Costs / Total Compensation Costs * 100 Improved Targeting of Training
Learning Hours per Employee Learning and Development Average learning hours per employee during the period Total Learning Hours / FTE Increased productivity
Improved Targeting of Training
Development Penetration Rate Learning and Development % of eligible employees who participate in development activities Participants / Eligible Employees * 100 Increased productivity
Improved Targeting of Training
High Potential Rate Learning and Development % of high-potential employees Hi-Po employees / Headcount * 100 Increased productivity
Improved Targeting of Training
Learning Quality Learning and Development Measure of effectiveness of learnings Survey (Kirkpatrick Levels) Increased productivity
Improved Targeting of Training
Learning Staff Ratio Learning and Development Number of employees for every FTE in learning function Average Headcount / FTE in Learning function Improved Targeting of Training
Optimized HR Costs
High Potential Employees in Critical Roles Learning and Development Number of high potential employees placed into critical roles NUmber of hi-po employees in identified critical positions Increased productivity
Improved Targeting of Training
Leadership Development Plan Rate Learning and Development Number of managers with leadership development rates Managers with development plans / Manager Headcount * 100 Increased productivity
Improved Targeting of Training
E-learnings Abandonment Rate Learning and Development Number of e-learnings begun but not completed E-learnings initiated but not completed / E-learnings initiated * 100 Improved Targeting of Training
Training Satisfaction Learning and Development Score of relative employees' satisfaction with trainings Survey Improved Targeting of Training
Increased Employee Engagement
Learning Mix Learning and Development Breakdown of trainings by delivery type: e-learnings, classroom, blended, etc. Trainings offered by type / Number of Trainings * 100 Improved Targeting of Training
Learning Content Mix Learning and Development Breakdown of trainings by content: managerial, technical, leadership development, etc. Trainings offered by content / Number of Trainings * 100 Improved Targeting of Training
Average Annual Salary per FTE Compensation Average salary, without bonuses and additional benefits Total Annual Salary / FTE Optimized headcount costs
Bonus Rate Compensation Bonus compensation as % of direct compensation Bonus / Direct Compensation * 100 Optimized headcount costs
Increased Productivity
Compensation Satisfaction Index Compensation Measure of employees' satisfaction with compensation Survey Increased Productivity
Increased Employee Engagement
Market Compensation Ratio Compensation Ratio of compensation to market-comparable compensation Direct Compensation / Market-comparable direct compensation Increased Productivity
Optimized headcount costs
Overtime Cost per FTE Compensation Average overtime costs per FTE Overtime Costs / FTE Increased Productivity
Optimized headcount costs
Total Compensation as % of Revenue Compensation Compensation as % of total revenue during the period Compensation / Revenue Increased Productivity
Optimized headcount costs
Internal Compensation Equity Compensation Measure of pay grades at different job levels Evaluation Optimized headcount costs
Increased Employee Engagement
Incentives Spent on High Performers Compensation Proportion of short term incentives spent on High Performers Incentives budget allocated to high performers / total incentives budget * 100 Increased Productivity
Optimized headcount costs
Benefits Costs per FTE Compensation Average Benefits Costs per FTE Benefits Costs / FTE * 100 Optimized headcount costs
Benefits Costs Breakdown Compensation Benefits Costs by Type (medical, life insurance, commuting, tuition reimbursement, etc.) Benefits Costs by Type / Benefits Costs Optimized headcount costs
Benefits Satisfaction Index Compensation Measure of employees' satisfaction with benefits Survey Increased Productivity
Increased Employee Engagement
Equity Incentive Value per Employee Compensation Average value of equity incentives per eligible employee Equity Incentive Value / Average Headcount of Eligible Employees Increased Productivity
Equity Incentive Eligibility Rate Compensation % of employees eligible for equity incentives Employees Eligible for Equity Incentives / Headcount Increased Productivity
HR Staff by Function Core HR Breakdown of HR by functional area HR Headcount by function / HR Headcount * 100 Optimized HR costs
Increased Productivity
Employees per HR FTE Core HR Number of employees per HR FTE Average Headcount / HR FTE Optimized HR costs
Increased Productivity
HR Costs by Function Core HR Distribution of HR costs by HR function HR Costs by function / HR Costs * 100 Optimized HR costs
Increased Productivity
HR Costs per FTE Core HR HR Costs per FTE HR Costs / FTE Optimized HR costs
Increased Productivity
HR External Costs Core HR Total HR costs for outsourcing, external support, software vendors, etc. Total external HR Costs Optimized HR costs
Increased Productivity
HR Satisfaction Rate Core HR Measure of employees' satisfaction with HR Survey Optimized HR costs
Increased Employee Engagement
Pay Actions Without Errors Payroll Proportion of payroll-related actions processed without errors Pay Actions without errors / Pay Actions Optimized headcount costs
Optimized HR costs
Overpayment Rate Payroll % of paychecks with overpayment Overpayments / Total Paychecks * 100 Optimized headcount costs
Absense Rate Core HR Days of absence as % of total workdays during the period Absence days / Workdays * 100 Optimized headcount costs
Cost of Unscheduled Absences per FTE Core HR Average compensation costs of unscheduled absences per FTE Unscheduled absences * Daily Compensation / FTE Optimized headcount costs
Paid Time Off Utilization Rate Core HR Paid Time off hours taken as % of hours earned during the period Hours taken / Hours Earned Optimized headcount costs
Working Time Flexibility Rate Core HR % of employees with flexible working time Employees with flexible time / Headcount * 100 Optimized headcount costs
Increased Employee Engagement
Health and Safety Costs Breakdown Core HR Health and Safety Costs by type (prevention, compensation, etc.) Health and Safety Cost by type / Health and Safety Costs * 100 Optimized headcount costs
Reduced Lawsuit costs
Increased Productivity
Health and Safety Costs per FTE Core HR Health and Safety Costs per employee Health and Safety Costs / FTE Optimized headcount costs
Increased Productivity
Health and Safety Incidents per 100 FTEs Core HR Health and Safety Incidents per 100 employees Health and Safety Incidents / 100 FTEs Optimized headcount costs
Increased Productivity
Days to HR Data Entry Core HR Number of days from action occurence to HR IT transaction Days to Entry / HR Transactions Optimized HR costs
Increased Productivity
HR Data Errors Core HR % of HR IT transactions with errors HR Transactions with errors / HR Transactions * 100 Optimized HR costs
Increased Productivity
Self-Service Penetration Core HR % of HR transactions conducted with self-service Self-service HR Transactions / HR Transactions * 100 Optimized HR costs
Increased Productivity
Workforce Demographics Core HR Breakdown of workforce by age, gender, disability, etc. Headcount by factor / Headcount * 100 Optimized Headcount costs
Increased Productivity
Improved Diversity and Inclusion
Average Span of Control Core HR Average number of direct reports for each manager Direct Reports / Headcount of Managers Optimized Headcount costs
Increased Productivity
Function Staffing Core HR Distribution of headcount by business function Headcount by function / Headcount * 100 Optimized Headcount costs
Increased Productivity
Managerial Staff Core HR % of managers among total headcount Managers / Total Headcount * 100 Optimized Headcount costs
Increased Productivity
Revenue Generating Staff Core HR % of employees in revenue-generating roles Revenue-Generating FTEs / FTE * 100 Optimized Headcount costs
Increased Revenue
Human Investment Ratio Core HR Ratio of operating profit plus total compensation returned for investments in total compensation (Operating Profit + Total Compensation) / Total Compensation Increased Profit
Staff Utilization Rate Core HR Number of billable hours compared to total working hour Billable hours / Working Hours Increased Productivity
Optimized Headcount costs
Manual HR Process Steps Rate Core HR % of HR process steps performed manually (usually with breakdown by function area) Number of manual steps / Total number of process steps Optimized HR costs
Increased Productivity
Approvals per HR Process Core HR Average number of approvals per HR process Number of approval process steps / Number of processes Optimized HR costs
Increased Productivity
Digital Employee Files Rate Core HR Number of digital employee files (stored and processed digitally) as % of total employee files Digital Employee Files / Total Employee Files * 100 Optimized HR costs
Increased Productivity