The 200

HR Metrics
That Power High-Performing
HR Departments
The 200 HR Metrics
That Power High-Performing HR Departments

It’s often said that you manage what you measure. And yet, more than 1-in-3
HR departments still struggle to move beyond the most basic measurement
and reporting capabilities.1
Use this document to:

1 2 3
Understand Select the Improve your
the hundreds metrics that department’s
of metrics at matter most ability to discover
your disposal to your insights and act
organization accordingly
Attendance
Metrics
Metric Definition Calculation

Absenteeism Costs Measures costs associated with Total hours lost to employee absenteeism for
absenteeism. the month * Total compensation (including
benefits, overtime, premium pay and other
incidentals) per employee

Absenteeism Rate Percentage of lost working days due to all ((Number of lost working days due to
types of absence (sick days, long-term absence) / (Number employees * #
disability, leave of absence). workdays)) * 100 [can be computed for
entire company, by unit, department, etc.]

Annual Long-Term (Number of new long-term claims / Average (Number of new long-term claims / Average
Disability Annual Claim number of long-term covered employees) * number of long-term covered employees) *
Incidence 1000 1000

Cost per Active Calculates the cost of short-term disability Total short-term disability benefits paid /
Short-Term Disability benefits per active short-term disability claim Total number of active short-term disability
Claim for a defined period of time. claims

Cost per Long-Term Calculates the per claim cost of long-term Total long-term disability payments / Number
Disability Claim disability coverage for a defined period of of active long-term disability claims
time.

Disability Leaves and Number of days lost due to disability (long- (Number of lost working days due to absence
Absenteeism term disability and short-term disability) and + Number of lost working days due to
absenteeism. disability leaves) / (Number of employees *
# of workdays) [can be computed for entire
company, by unit, department, etc.]

Illness Absence Rate Number of work days missed due to illness Sick days / FTE [can be computed for entire
per FTE. company, by unit, department, etc.]

Lost Workdays per Calculates the number of workdays lost (Number of lost workdays as a result of
100 Employees as a due to short-term disability, excluding the short-term disability / Average number of
Result of Short-Term elimination short-term disability covered employees) *
Disability period, per 100 employees for a defined 100
period of time.

% of Short-Term Calculates the number of short-term (Number of short-term disability leaves that
Disability Leaves That disability leaves that end up becoming long- turned into long-term disability leaves /
Turn into Long-Term term disability leaves. Number of short-term disability leaves) * 100
Disability Leaves
Compensation
Metrics
Metric Definition Calculation

Change in Number of Measure the change in accidents over a ((number of accidents in Y1 - number of
Accidents period of time. accidents in Y2) / number of accidents in Y1)
* 100

Average The average compensation paid to each f Compensation costs / Total number of FTE
Compensation Paid to ull-time equivalent employee (can also be
Each FTE calculated for solely the executive or
manager level).

Average Total The average compensation and benefit costs Total compensation (including benefits) /
Compensation Paid to per full-time equivalent and contingent Total number of FTE
FTEs employees excluding management and
executive-level employees.

Benefits as a Employee benefit costs as a percentage of Benefit costs / Operating expenses

Percentage of operating expenses.
Operating Expenses

Benefits as a The cost of employee benefits as a Benefit costs / Revenue

Percentage of percentage of revenue.
Revenue

Benefits as a The total cost of benefits as a percentage of Benefits / Total Compensation

Percentage of Total the total cost of compensation.
Compensation

Compa-Ratio Calculates the employee’s salary as a (An employee’s annual FTE salary / Salary
percentage of the midpoint of the salary range midpoint of the employee’s grade level)
grade. * 100

Compa-Ratio by Gen- Calculates the employee’s salary as a (An employee’s annual FTE salary / Salary
der percentage of the mid-point range of salaries range midpoint of all employees of a certain
of people of a certain gender. gender) * 100

Compa-Ratio by Calculates the employee’s salary as a An employee’s annual FTE salary / Salary
Protected Category percentage of the mid-point range of salaries range midpoint of all employees of specific
of people of protected category (e.g. protected category) * 100
disabled, age, gender, ethnicity).

Compensation as a Employee compensation costs as a Costs of compensation for all employees on

Percentage of percentage of revenue. payroll / Revenue
Revenue

Compensation Costs Employee compensation costs as a percent- Costs of compensation for all employees on
as a Percentage of age of operating expenses. payroll / Operating expenses
Operating Expenses
Compensation
Metrics
Metric Definition Calculation

Executive The cost of executive compensation as a Costs of compensation for all

Compensation as a percentage of all compensation costs. executive-level employees on payroll / Costs
Percentage of of compensation for all employees on payroll
Compensation Costs

Health Care Costs per Per capita cost of employee health benefits. Total cost of healthcare / Total number of
Employee FTE

Labor Cost Expense Total labor costs as a percentage of total Labor cost / Total expenses
Percent expenses.

Labor Cost Revenue Total labor costs as a percentage of Labor costs / Revenue
Percent organizational revenue.

Manager The cost of management-level employee Costs of compensation for all

Compensation as a compensation as a percentage of all com- management-level employees / Total
Percentage of pensation costs. compensation
Compensation Costs

Percentage of Measures the percentage of compensation Compensation based on performance / Total

Compensation Tied that is variable and based on performance. compensation
to Performance

Total Temporary Total costs of compensation for contingent Costs of contingent employees / Total
Employee employees as a percentage of compensation compensation
Compensation as a costs.
Percentage of
Compensation Costs

Variable The costs of variable compensation as a Variable compensation costs / Costs of

Compensation Costs percentage of compensation costs. compensation for all employees on payroll
as a Percentage of
Compensation Costs

Workers’ The average worker compensation cost per Total workers’ compensation for the year /
Compensation Cost employee. Average number of employees
per Employee

Workers’ The “incident rate” is the number of injuries (Number of injuries and/or illnesses per 100
Compensation or illnesses per 100 FTE. FTE / Total hours worked by all employees
Incident Rate during the calendar year) * 200,000

Workers’ The “severity rate” is the number of days (Number of days away from work per 100
Compensation away from work per 100 full-time equivalent FTE / Total hours worked by all employees
Severity Rate employees. during the calendar year) * 200,000
Diversity, Equity & Inclusion
Metrics
Metric Definition Calculation

Board Diversity Percentage of board members within a Number of board members in group / Total
specific identity group. number of board members

Bonus Pay Gap Difference in median bonus pay between Overall median bonus pay – Median
overall workforce and specific identity bonus pay of specific identity group
groups. While this can be viewed for an entire
workforce, it's most useful when segmented
(role, level, department, etc.).

Candidate Diversity The percentage of candidates within a Number of applicants in group / Total
specific identity group. Can be calculated number of applicants
overall, by position, by department, etc.

Candidate Diversity The advancement rate of applicants who Number of candidates in group in chosen
Success Rate identify with a specific group through stage / Number of candidates in previous
different stages of the hiring funnel. stage

Compa-Ratio Gap The difference in average (mean) compa-ratio Average compa-ratio – Average compa-
between specific identity groups and the ratio of a specific identity group
overall workforce. This metric is best applied
in a targeted way (e.g. by role or department)
but can be viewed overall as well.

Diversity Percentage of promotions awarded to Number of promotions in group / Total

Promotion Rate employees within a specific identity group. number of promotions

Employment Status Percentage of employees from a specific Number of FTE, contractors and temporary
identity group who are classified as FTE, staff from a specific identity group / Total
temporary staff, and independent number of FTE, contractors and temporary
contractors.. staff

Identification Rate Percentage of employees from a specific Number of employees from a specific
identity group identified as successors for identity group identified / Total identified
critical roles, as high-po program employees
participants, etc.

Inclusion Index Perception of inclusion as measured by Average score of questions chosen to be

index of survey questions, either through part of index
dedicated survey or as part of an overall
engagement survey.

Leadership Percentage of employees within a specific Number of employees in group in

Diversity identity group within leadership, or a leadership / Total number of employees in
specific level of leadership. leadership
Diversity, Equity & Inclusion
Metrics
Metric Definition
Learning & The “severity rate” is the number of days
Development away from work per 100 full-time equivalent
Investment Gap employees.
Pay Equality by Segment workforce into four quartiles
Quartile based on total pay, then examine
representation within each quartile
(e.g. What percentage of employees in
the top pay quartile are male or
female?).
Range Penetration The difference in average (mean) range
Gap penetration between specific identity
groups and the overall workforce. This
metric is best applied in a targeted way
(e.g. by role or department) but can be
viewed overall as well.
Supplier Diversity The number of suppliers owned by
by Number specific identity groups as a percentage
of the overall number of suppliers.
Supplier Diversity The amount spent on suppliers owned by
by Spend specific identity groups as a percentage of
the overall spend on suppliers.
Tenure The average tenure of employees who
Segmentation identify with a specific identity group.
Wage Gap Difference in median pay between
overall workforce and specific identity
groups. Typically calculated
separately for hourly and salaried
workers, this metric is most useful
when segmented (role, level,
department, etc.).
Workforce Diversity Percentage of employees within a
specific identity group within the
broader workforce. This can be
examined at a role or department level
as well.
Calculation
(Number of days away from work per 100
FTE / Total hours worked by all employees
during the calendar year) * 200,000
Use total pay (variable and fixed
compensation) to create quartiles, then
apply representation metrics within each
quartile.
Average range penetration – Average
range penetration of a specific identity
group
Total number of suppliers owned by a
specific identity group / Overall
number of suppliers
Total spend on suppliers owned by a
specific identity group / Overall spend
on suppliers
Sum of tenure for employees in
specific identity group / total number
employees in specific identity group
Overall median salary – Median
salary of specific identity group
Number of employees in
specific identity group / Total
number of employees
HR Efficiency
Metrics
Metric Definition Calculation

Average Time to Average time taken to resolve requests, Total time taken to resolve requests /
Resolve a Request usually in a shared service center. Number of requests solved

Variances Between Variances between a projected HR budget HR projected budget - HR expenditures

Projected HR and actual HR expenditures year-over-year.
Spending Figures
and Actual Spending

HR Costs per The cost of creating, implementing, and Total HR department costs / Total headcount
Employee administering HR programs for each
employee (includes benefits, compensation,
HRIS, recruitment, retention, etc.).

HR Costs per FTE The cost of creating, implementing, and Total HR department costs / Total number of
administering HR programs, including FTE
benefits, compensation, HRIS, etc.

HR Expense Percent The average compensation paid to HR HR compensation costs / Regular HR FTE
employees.

HR FTE Ratio HR expenses in relation to the total operating HR expense / Total operation expense
expenses of the organization.

HR Outsourcing Per- The ratio of HR staff to 100 FTE in the Total headcount in HR / (Total number of FTE
cent organization. This shows the ratio of HR * 100)
staff supporting the organization’s employee
base.

Change in Level of The outsourcing expenses as a percentage HR outsourcing costs / HR expenses

Business Satisfaction of total HR expenses.
with HR

Net Promoter Score Level of business satisfaction with HR’s Business satisfaction with HR Y2 - Business
services year over year, gathered from a satisfaction with HR Y1
survey.

Net Promoter Score Calculates the percentage of respondents Percentage of promoters - Percentage of
who are “Promoters” (individuals who would detractors
recommend the organization as a great place
to work will score a 9 or 10) minus the
percentage of respondents who are
“Detractors” (individuals who would not
recommend the organization as a great place
to work will score 1-6; scores of 7 and 8 are
neutral).
HR Efficiency
Metrics
Metric Definition Calculation

Net Promoter Score Calculates the percentage of respondents Percentage of promoters - Percentage of
who are “Promoters” (individuals who would detractors
recommend the organization as a great place
to work will score a 9 or 10) minus the
percentage of respondents who are
“Detractors” (individuals who would not
recommend the organization as a great place
to work will score 1-6; scores of 7 and 8 are
neutral).

Change in Number of Comparison of the number of employee rela- Number of employee relations cases Y2 –
Employee Relations tions cases. number of employee relations cases Y1
Cases

Number of What percentage of performance appraisals Number of performance appraisals complet-

Performance are completed on time. ed / Total headcount (who require perfor-
Appraisals mance appraisals)
Completed on Time

Percentage of Time HR Compares time spent on strategic and ad- (Time spent on administrative tasks / Total
Spends on ministrative tasks. HR hours) * 100 vs. (Time spent on strategic
Administrative vs. tasks / Total HR hours) * 100
Strategic Tasks

Utilization Measures the utilization rate of an individual Number of billable hours / Total hours) * 100
or group.

The Proportion of Identifies how much of HR’s budget is spent Amount spent on HR operations / (Amount
Spending Allocated to on HR operations versus HR projects. spent on HR operations + Amount spent on
HR Operations Versus HR projects)
HR Projects

Time Required to Average time it takes to complete an HR Total hours spent on HR tasks / Number of
Perform an HR Task task. time task completed
Learning & Development
Metrics
Metric Definition Calculation

Average Level of New Measures the average level of productivity of Average productivity of new hires
Hire Productivity new hires in the first three months.

Average Participant Records the satisfaction of the participants Total sum of satisfaction scores / Number of
Satisfaction with the of an L&D program (for example, job rotation program participants
an L&D Program or mentorship programs).

Change in Job Measures employee performance after ((Y2 performance appraisal score - Y1
Performance after an participation in an L&D program. performance appraisal score) / Y1
L&D Program performance appraisal score) * 100

Human Capital Return Compares the number of reported coaching ((Y2 number of coaching conversations - Y1
on Investment (ROI) conversations to a previous period. number of coaching conversations) / Y1
number of coaching conversations) * 100

Internal Versus The ratio of the cost of internal training Cost of internal training) / (Cost of external
External Training Costs versus the cost of external training. training)

Learning & Learning and development as a percentage Total Learning & Development costs / HR
Development Cost as of HR expenses. expenses
a Percentage of HR
Expenses

Learning & Total costs of learning and development as a Learning & Development cost / Payroll
Development Cost percentage of payroll (excluding benefits).
Payroll Percentage

Learning & Total costs of learning and development as a Learning & Development cost / Revenue
Development Cost percentage of the total revenue from
Revenue Percentage operations.

Learning & The dollars spent on learning and Total cost of L&D / Total training hours
Development Costs development per employee per hour of provided
per Hour training provided.

Learning & How many employees is each L&D employee FTE / Learning & Development FTE
Development FTE expected to support.
Ratio
Learning & Development
Metrics
Metric Definition Calculation

Learning & Develop- Number of dollars invested in learning and Learning & Development cost / FTE
ment Investment per development per FTE.
FTE

Change in Engagement Measures the impact on engagement scores Y2 Engagement Score - Y1 Engagement
After L&D Program after completing a L&D program (for exam- Score) / Y1 Engagement Score) * 100
ple, managers’ change in engagement after
completing leadership development pro-
gram).

New Employee On- The average time it takes to onboard a new Total onboarding time / Number of new hires
boarding Time hire

Change in Number The change in number of non-compliance ((Y2 Number of non-compliance issues - Y1
of Non-Compliance incidents. number of non-compliance issues) / Y1 num-
Incidents ber of non-compliance issues) * 100

Onboarding Cost per The cost of onboarding each employee in a Total onboarding costs / Number of onboard-
Employee given period (quarterly, annually). ed employees in a given period

Participation Rate in Number of FTE involved in an L&D program Number of FTE involved in the L&D program /
an L&D Program in comparison with the number of FTE at the Total number of FTE
organization.

Percentage of Em- Percentage of employees who have partici- Number of employees who participated in
ployees Who Have pated in a learning and development activity Learning & Development activities / Total
Received Learning & during a certain period of time. number of employees at the organization
Development

Turnover Rates of Em- Number of participants who participated in Number of employees who received L&D and
ployees who Received learning and development within a recent subsequently left the organization / Total
L&D time period (for example, the last year) and number of employees who received Learning
then stayed with the organization. & Development) * 100

Percentage of Staff Percentage of employees with formal (Number of staff with development plans /
With Development development plans Total headcount) * 100
Plans
Learning & Development
Metrics
Metric Definition Calculation

Change in Change in productivity level following ((Y2 Productivity Levels - Y1 Productivity

Productivity Level participation in L&D program. Levels) / Y1 Productivity Level) * 100
Following Participation
in L&D Program

Return on Investment The rate of return for each dollar invested in Learning & Development benefits - Program
(ROI) for Learning & employee learning and development. cost) / Program cost
Development

Amount Saved in Comparison of money spent on regulation Y2 fines – Y1 fines

Regulation Fines fines between two periods.

Percentage Change Comparison of frequency of learning ((Y2 number of learning experiences – Y1

Increase in Frequency experiences between two periods. number of learning experiences) / Y1 number
of Learning of learning experiences) * 100
Experiences
Business Productivity
Metrics
Metric Definition Calculation

Customer Retention Percentage of customers lost over a period Y2 number of customers – Y1 number of
(Customer Churn Rate) of time. customers) / Y1 number of customers

Employee Engagement The percentage of employees who are en- Number of employees who are engaged /
gaged within an organization. Total number of employees

Growth in Sales A comparison of sales numbers over a (Y2 Sales – Y1 Sales) / Y1 Sales
specified period.

Human Capital Return Rate of return for each dollar invested in ((Revenue - (Operating expense - Labor
on Investment (ROI) employee pay and benefits. expense)) / Labor cost) - 1

Change in Customer Compares customer satisfaction survey ((Y2 customer satisfaction scores – Y1
Satisfaction Scores scores to a previous period. customer satisfaction scores) / Y1 customer
satisfaction scores) * 100

Management Costs The dollars spent on managers per full-time Management compensation cost / Total FTE
per FTE equivalent employee.

Management Ratio The number of employees to each manager. Total non-management headcount /
Management headcount

Change in Number of Increase or decrease in the number of (Y2 number of complaints – Y1 number of
Complaints complaints lodged in a period. complaints) / Y1 number of complaints

Overtime per Average number of overtime hours worked Overtime hours / Number of individual
Individual Contributor by each individual contributor. contributors

Percentage of The percentage of overtime hours out of Overtime hours worked [time period] / Total
Overtime Worked total hours worked. hours worked [time period] * 100

Product Improvement Number of product improvement Product improvement suggestions / FTE

Suggestions per FTE suggestions per FTE.

Project Failure Rate The rate at which projects undertaken by the (Failed projects / Total completed projects)
organization fail, expressed as a percentage. * 100

Profit per FTE Number of dollars of profit generated per FTE Number of dollars of profit generated per FTE
(based on pre-tax profit). (based on pre-tax profit).
(Revenue - operating cost) / Total FTE
Business Productivity
Metrics

Metric Definition Calculation

Project Completion Number of projects completed within the (Number of projects completed on time /
Rate prescribed deadline. Total number of projects) * 100

Revenue per FTE Number of dollars of revenue from Revenue / FTE

operations generated per FTE.

Time to Market Compares a product’s time to market Time-to-market in Y1 / Time-to-market In Y2

between periods to identify an improvement
or deterioration in efficiency.

Value Added by Average value produced by each FTE. Revenue - (Operating expense - Labor
Human Capital expense) / Total number of FTE

Change in Volume of Comparison of the volume of a product sold (Y2 volume of product sold – Y1 volume of
Product Sold before and after a change in organizational product sold) / Y1 volume of product sold
culture.
Retention
Metrics
Metric Definition Calculation

2-3 Years of Service Percentage of employees with between 2 and Resignations within 2-3 years of service /
Resignation Rate 3 years of service who resigned. Headcount 2-3 years of service

5-10 Years of Service Percentage of employees with between 5 and Resignations within 5-10 years of service /
Resignation Rate 10 years of service who resigned. Headcount 5-10 years of service

Average Retirement Average age of employees who retired. Sum of retirement ages / Number of
Age retirement

Change in Number of Identifies the change in number of Number of employees in succession plan Y2
Employees in successors in succession planning. - Number of employees in succession plan
Succession Plan Y1 / Number of employees in succession
plan Y1

Cost of Turnover The separation, vacancy, replacement, and Total of the costs of separation + Vacancy +
training costs resulting from employee Replacement + Training
turnover.

Cost of Voluntary Average cost to replace each employee who (Total of the costs of voluntary separation +
Turnover left voluntarily. Vacancy + Replacement + Training) /
(Resignations + Retirements)

Critical Roles Turnover The rate at which an organization loses/ Number of employees who leave the
gains employees in a critical role. organization who were in a critical role /
Total number of critical roles

First Two Years of Percentage of employees with less than two Resignations within 0-2 years of service /
Service Resignation years of service who resigned. Headcount 0-2 years of service
Rate

Overtime per The rate at which an organization loses/ Number of permanent, high-performing
High Performance gains high-performing employees. employee departures / Average number of
Turnover Rate permanent, high-performing employees

Intent to Stay Acts as an indication of the employee (Number of employees who are satisfied on
satisfaction with their position and with the engagement survey / Total number of
company as per an engagement survey. employees) * 100

Involuntary Turnover Employees who left the organization Involuntary terminations / Headcount
Rate involuntarily as a percentage of headcount.
Retention
Metrics

Metric Definition Calculation

Low Performance The rate at which an organization loses/ Number of permanent, low-performing
Turnover Rate gains low performing employees. employee departures / Average number of
permanent, low-performing employees

More Than Ten Years Percentage of employees with more than ten Resignations with more than ten years of
of Service Resignation years of service who resigned. service / Headcount of employees with ten
Rate years or more of service

Regrettable Turnover The loss of an employee that the Number of employees who left that the
organization wishes it could have kept organization wishes had remained / Number
as a percentage of total turnover. of individuals who leave the organization

Resignation Rate Percentage of employees who resigned from Resignations / Headcount

the organization.

Resignation Rate by Percentage of employees within a certain Resignations of employees within a

Protected Group protected group (e.g. age range, gender, protected group / Headcount of employees
disability, diversity) who resigned from the within a protected group
organization.

Retirement Rate Percentage of employees who retired. Retirements / Headcount

Total Top Quartile Employees who voluntarily left the Resignations in the top quartile / Headcount
Performer Resignation organization and were within the top quartile
Rate of performers, as a percentage of headcount.

Turnover by Manager Number of employees who leave per Number of employees who leave / Number of
manager. Can be calculated for each managers
individual manager.

Turnover Rate Employees who left, either voluntarily or (Resignation + Retirements + Involuntary
involuntarily, as a percentage of headcount. terminations) / Headcount

Voluntary Turnover Employees who left the organization (Resignations + Retirements) / Headcount
Rate voluntarily as a percentage of headcount.
Talent Acquisition
Metrics
Metric Definition Calculation

First-Year Involuntary Percentage of employees with less than one Involuntary terminations within 0-1 year of
Turnover Rate year of service who left involuntarily. service / Headcount 0-1 year of service

First-Year Resignation Percentage of employees with less than one Resignations within 0-1 year of service /
Rate year of service who resigned. Headcount 0-1 year of service

First-Year Turnover Percentage of employees with less than one (Resignations + Retirements + Involuntary
Rate year of service who left the organization. terminations) within 0-1 year of service /
Headcount 0-1 year of service

90-Day Involuntary Percentage of new employees leaving the Involuntary terminations within 0-90 days of
Turnover Rate organization on an involuntary basis within service / Headcount 90 days of service
90 days of starting their employment.

90-Day Turnover Rate Percentage of new employees leaving the Resignations + Retirements + Involuntary
organization within 90 days of starting their terminations) within 0-90 days of service /
employment. Headcount 90 days of service

90-Day Voluntary Percentage of new employees leaving the (Resignations + Retirements) within 0-90
Turnover Rate organization on a voluntary basis within 90 days of service / Headcount 90 days of
days of starting their employment. service

Age Range Hire Ratio Percentage of employees hired externally New hires who are between X-Y years old /
within an age range (e.g. 25-29, 30-34). New hires total

Average Applicants per The average number of applicants received Number of applications / Number of postings
Posting per post.

Application Number of applicants who start but don’t Number of applicants who don’t finish
Abandonment Rate finish application. application / Total number of applications
started

Average Cost of Hiring The average cost of hiring an intern. (Cost of intern recruitment + Training costs) /
an Intern Number of interns

Average Cost per Cost per lawsuit. Total lawsuit expense / Number of lawsuits
Lawsuit

Average Number of Average number of interviews for open job Total number of interviews / Total number of
Interviews for Open positions. open job positions
Job Positions
Talent Acquisition
Metrics
Metric Definition Calculation

Average Sign-on The average sign-on bonus dollar amount for Total sign-on bonus costs / Total number of
Bonus each new hire who received a sign-on bonus. new hires receiving sign-on bonuses

Candidate Reach by Number of candidates each source offers. Number of candidates per source
Source

Cost of Referral Hire Identify the average cost of hiring an Referral recruitment expenses for that period
individual who was referred by a current of time / Number of hires from referrals
employee.

Cost per Hire per The cost of recruiting one individual from a Cost per source / Number of hires recruited
Source source. from this source

Diversity Hire Ratio Percentage of people hired externally who (New hires who self-identify as a protected
self-identify as coming from a diversity group) / Total new hires
category.

Usage of Employee Percentage of employees who refer job (Number of employees who refer potential
Referral Program candidates. job candidates / Total number of employees)
* 100

External Cost per Hire Average direct costs for external hiring per Total external hiring costs / External candi-
external hire. dates

External Hire Rate People hired externally as a percentage of New hire total / Headcount
headcount.

External Hire Rate Executives hired externally as a percentage New hire [executive level, management level,
[Executive Level, of [executive, management, or individual individual contributor] total / [Executive level,
Management Level, or contributor] headcount. management level, or individual contributor]
Individual Headcount
Contributor*]

External Offer Percentage of job offers extended to external Number of job offers that are accepted /
Acceptance Rate candidates that were accepted. Number of job offers extended) * 100

External Offer Decline Percentage of job offers declined in (Number of job offers that are declined /
Rate comparison with total number of job Number of job offers extended) * 100
offers extended.
Talent Acquisition
Metrics

Metric Definition Calculation

Average External Time Average number of calendar days from when External days to fill / External candidates
to Fill the requisition is issued to when a candidate
accepts the position from outside the
organization.

External Time to Fill Average number of calendar days taken External days to fill [executive, manager, or
[Executive, or to fill an executive, manager, or individual individual contributor] level positions /
Manager, or Individual contributor position from outside the [Executive, manager or individual
Contributor*] Position organization. contributor]-level external candidates

Female Hire Ratio Percentage of female employees hired New hires who are female / Total new hires
externally.

Internal Time to Fill Average number of calendar days taken Internal days to fill [executive, manager, or
[Executive, or to fill an executive, manager, or individual individual contributor] level positions /
Manager, or Individual contributor position from inside the [Executive, manager or individual c
Contributor*] Position organization. ontributor]-level internal candidates

Intern-Employee Number of interns who are converted into Number of interns who are converted into
Conversion Rate full-time employees. full-time employees.
(Number of interns who become full-time
employees / Number of interns) * 100

Interview per Screen The number of applicants selected for Number selected for interviews / Number of
interviews following screening. screened applicants

Mobile Applicants The number of applicants from mobile Number of mobile applicants / Total number
devices. of applicants

New Hire Promotions Percentage of employees with less than (Promoted employees with less than three
Over First Three Years three years of service who have been years of service / total employees with less
promoted. than three years of service) * 100

Number of Internship Review the number of internship applications (Number of internship applications in Y2 - Y1)
Applications in comparison with previous years. / Number of internship applications in Y1

Number of Internships The number of internship positions in (Number of internship positions in Y2 - Y1) /
Created comparison with previous years. Number of internship positions in Y1

Number of Referral The number of referrals who accept offers Number of referrals who accept offers /
Extended an Offer Who from the organization over a given period of Number of referrals who receive offers
Accept time.
Talent Acquisition
Metrics
Metric Definition Calculation

Number of Referrals The number of referrals who receive offers Number of referrals who receive offers / Total
Who Receive Offers from the organization over a given period. number of referrals

Offers per Interview The number of applicants offered jobs Number of offers extended / Number of
following interviews. interviews

Percentage of Critical Percentage of critical roles for which internal Number of critical roles filled internally /
Roles Filled Internally candidates were hired. Number of critical roles filled

Percentage of Identify the number of referrals who were Number of hired referrals / Total number of
Referrals Hired hired. referrals

Percentage of Percentage of the total number of applicants (Number of total referrals / Total applicant
Referrals Out of Total who were referrals. pool) * 100
Applicant Pool

Percentage of Stale Percentage of job descriptions that have not Stale job descriptions / total job descrip-
Job Descriptions been reviewed and updated within a certain tions) * 100
time period.

Percentage of Target The percentage of a target group that was Number of FTE hired / Targeted number of
Group Hired hired. FTE to be hired

Pipeline Throughput Percentage of candidates advancing through (Number of candidates in chosen stage /
to the next stage. Number of candidates in preceding stage) *
100

Quality of Hire Percentage of new hires achieving a New hires who achieve a satisfactory rating
satisfactory appraisal at their first at their first appraisal / Total number of new
assessment. hires

Ratio of Internal and Compares the number of new hires from Internal hires : External hires
External Hires internal and external sources.

Rejection Rate Percentage of candidates who were not Number of applicants rejected / Total
made an offer. number of applicants

Percentage of The percentage of applicants who were Number selected for screening / Number of
Applicants Screened selected for phone interview (or first stage applicants
screening).
Talent Acquisition
Metrics
Metric Definition Calculation

Average Time to Hire Average number of calendar days between Sum of number of days between first contact
first contact with the candidate and when and offer acceptance / External candidates
they accept the offer.

Time to Productivity How long it takes for a new hire to contribute Sum of days to productivity for each new hire
to the organization. / Number of new hires

Turnover of Referrals Used to judge the turnover rate of referrals in (Voluntary + involuntary departures of
During the First 12 the first 12 months of hire. referrals) / Number of referrals
Months

Vacancy Rate Percentage of positions being actively Count of vacant positions / (Headcount +
recruited for at the end of the reporting Vacant positions)
period.
Well-being
Metrics
Metric Definition Calculation

Average Sick Leave Number of sick days taken on average per Total sick leave / FTE
per Employee employee.

Average Cost of Cost per employee for compensation claims. Workers compensation premium / FTE
Workers’
Compensation Claims

Change in Employee Measures the impact on engagement scores Y2 Engagement score - Y1 Engagement
Engagement Rates after implementing a wellbeing initiative. score) / Y1 Engagement score * 100

Change in Incidents of Comparison of incidents of violence in the (Y2 Incidences of violence - Y1 Incidences of
Violence in the organization over a period of time. violence) / Y1 Incidences of violence * 100

Change in Insurance Comparison of insurance premiums to (Y2 Insurance premiums - Y1 Insurance

Premiums per previous time period. premiums) / Y1 Insurance premiums * 100
Employee

Change in Long-Term Comparison of long-term disability claims to (Y2 Long-term disability claims - Y1
Disability Claims previous time period. Long-term disability claims) / Y1
Long-term disability claims * 100

Change in Overtime Comparison of overtime hours worked to (Y2 Overtime hours - Y1 Overtime hours) / Y1
Hours Worked previous time period. Overtime hours * 100

Change in Short-Term Comparison of short-term disability claims to (Y2 Short term disability claims - Y1 Short
Disability Claims previous time period. term disability claims) / Y1 Short term
disability claims * 100

Change in Stress Comparison of stress leave claims to (Y2 Stress leave claims - Y1 Stress leave
Leave Claims previous time period. claims) / Y1 Stress leave claims * 100

Change in Voluntary The amount of voluntary turnover in Y2 Voluntary turnover - Y1 Voluntary

Turnover comparison to the previous reporting period. turnover) / Y1 Voluntary turnover * 100

Change in Workplace Comparison of incidents of workplace ha- Y2 Harassment claims - Y1 Harassment

Harassment Claims rassment claims within the organization over claims) / Y1 Harassment claims * 100
a period of time.

Average Lost Time The amount of lost time due to injuries per Amount of lost time / FTE
Due to Workplace full time employee.
Accidents or Injuries
per FTE
Well-being
Metrics

Metric Definition Calculation

Number of The amount of accident-free days Number of accident-free days [time period]
Accident-Free Days organization-wide in a defined time period.

Number of Emails Sent Number of emails that are sent outside r Number of emails sent after hours [total, by
After Hours egular working hours. division, by FTE]

Long-Term Disability Measures the number of long-term (Number of long-term claims [time period] /
Claims as a disabilities claims over the total number Total number of claims [time period]) * 100
Percentage of Total of claims.
Disability Claims

Number of The amount of occupational-related illnesses Number of workplace-related illnesses / Total

Occupational Illnesses within an organization. hours worked

Number of Short-Term Measures the percentage of short-term (Number of short-term claims [time period] /
Disability Claims disabilities claims over the total number of Total number of claims [time period]) * 100
claims.

Number of Workers’ Measures the number of workers (Number of workers compensation

Compensation Claims compensation claims over the total claims [time period] / Total number of
number of claims. claims [time period]) * 100

Percentage of Hours The percentage of total hours worked that (Hours worked overnight [time period] / Total
That Occur Overnight occur overnight. hours worked [time period]) * 100

Percentage of Lieu The percentage of lieu hours granted out of (Lieu hours granted [time period] / Total
Time Granted(paid or total hours worked. hours worked [time period]) * 100
paid time-off in lieu of
overtime)

Percentage of The percentage of total hours worked that The percentage of total hours worked that
Overtime Worked occur overnight. occur overnight.
(Hours worked overnight [time period] / Total
hours worked [time period]) * 100

Percentage of Lieu The percentage of lieu hours granted out of (Lieu hours granted [time period] / Total
Time Granted(paid or total hours worked. hours worked [time period]) * 100
paid time-off in lieu of
overtime)
Well-being
Metrics
Metric Definition Calculation

Percentage of The percentage of overtime hours out of (Overtime hours worked [time period] / Total
Overtime Worked total hours worked. hours worked [time period]) * 100

Percentage of Sick The percentage of sick time taken. (Number of sick days used / Total sick days
Days Used available) * 100

Rate of Successful Determine the completion of optional (Number of employees completing an option-
Completion of employee wellbeing-related training. al employee wellbeing training / total number
Optional Employee of employees) * 100
Wellbeing-Related
Training

Return to Work Rates Ratio of employees returning from disability Disability returns [due to lost time] : Disability
After Lost Time Due to leave after lost time to every resignation resignations
Workplace Accidents while on disability leave.
or Injuries

Workplace Accident The percentage of accidents per employee Number of accidents in accounting period /
Rates during a period of time. Total hours worked
Workforce Demographic
Metrics

Metric Definition Calculation

Age Distribution Percentage of employees within a particular (Number of employees within certain age
age bracket. bracket / Total number of employees ) * 100

Average Age Average age of the organization’s total Sum of age of employees / Headcount
employee population.

Average Length of Average length of employee service (based Sum of length of service / Headcount
Service on headcount).

Average Tenure per The average employee tenure at the Sum of tenure of employees / Total number
Employee organization. This can give an indication of employees
of experience.

Percentage of Internal Employees moving upward in the Promotions / (Promotions + Transfers)

Talent Mobility that are organization as a percentage of all
Promotions employee movement.

Diversity Percentage Percentage of employees who identify in a (Employees who self-identify as a

diversity category. member of a diverse group) / Headcount

Female [Executives, Percentage of [executives, managers, or Female [executive]-level employees /

Managers, Individual individual contributors] who are female. [Executive-level] headcount
Contributors*]

Female Percentag Percentage of employees who are female. Female employees / Headcount

Internal Movement Rate of internal movement by employees as Promotions + Demotions + Transfers) /

Rate (Churnover) percentage of headcount. Headcount

Part-Time Percentage Permanent employees who work part-time as Part-time employees / Headcount
a percentage of headcount.
Part-time employees / Headcount

Percent of Higher Number of employees with a Masters or Number of employees with a masters or
Degree Employees Doctorate degree as a percentage of total doctorate degree / Total number of
number of employees. employees
Workforce Demographic
Metrics

Metric Definition Calculation

Promotion Rate Employees promoted as a percentage of Promotions / Headcount

headcount.

Retirement Eligibility The number of retirement-eligible employees Number of employees who are eligible for
within 2-5 years. retirement in 2-5 years / Total number of
employees

Temporary Staff Per- Non-permanent employees as a percentage Non-permanent employees / Headcount

centage of headcount.

Percentage Unionized Employees belonging to a union as a percent- Union headcount / Headcount

age of headcount.

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