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 plans | 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 |
| Exit Rate by Exit Type | Succession and Retention | Number of employees who exited during a period with a specific exit type (voluntary or involuntary, avoidable or unavoidable, regretted or non-regretted | Exits / Average Headcount * 100 | Reduced Turnover Increased Employee Engagement |
| New Position Recruitment Ratio | Recruiting | The ratio of new position hires to replacement hires | Count of hires for new requisitions / Count of hires for replacement requisitions | Reduced Time to Fill Reduced Turnover |
| Applicants Pass Percent by Stages | Recruiting | The percentage of applicants that pass from one recruiting stage to the next stage | Number of applicants on next stage / Number of applicants on previous stage * 100 | Reduced Time to Fill Reduced cost per hire |
| Talent Acquisition ROI | Recruiting | The economic value of hire per dollar invested in talent acquisition | Sum of estimated employee lifetime value / Talent Acquisition expenses | Reduced cost per hire Optimized headcount costs |
| Bench Strength | Succession and Retention | The percentage of employees that have been identified as ready for promotion | Number of employees ready for promotion / Average headcount | Reduced turnover Increased employee engagement |
| Manager Churn Percent | Succession and Retention | Number of employees who have had more than 1 manager / Headcount * 100 | Number of employees ready for promotion / Average headcount | Reduced turnover Increased employee engagement |
| New Products and Services Revenue per FTE | Core HR | Average new products and services operating revenue per FTE | operating revenue from new products and services / FTE | Optimized headcount costs Increased revenue |