50 HR PERFORMANCE METRICS
Sr.No Metrics/KPI
1 Revenue per employee
2 Revenue per FTE
3 Profit per employee
4 Profit per FTE
5 Overtime per employee
6 Labor cost per employee
7 Labor cost per FTE
8 Labor cost percentage of revenue
9 Labor cost percentage of total expenses
10 Absence rate
11 Absence rate per manager/department
12 Overtime expense per period
13 Training expenses per employee
14 Training efficiency
15 Voluntary turnover rate
16 Involuntary turnover rate
17 Turnover rate of talent
18 Turnover rate
19 Turnover rate per manager/department
20 Cost of absenteeism
21 Cost of turnover
22 HR to employee ratio
23 HR cost per FTE
24 Time until promotion
25 Promotion rate
26 Average age
27 Average length of service
28 Retirement rate
29 Average distance from home
30 Engagement rate
31 Satisfaction rate
32 Salary hike since last year
33 Time to fill
34 Time to hire
35 Cost per hire
36 Source of hire
37 First-year resignation rate
38 First-year turnover rate
39 First-month turnover rate
40 Hiring manager satisfaction
41 Candidate job satisfaction
42 Applicants per opening
43 Selection ratio
44 Cost per hire
45 Offer acceptance rate
46 Vacancy rate
47 Application completion rate
48 Yield ratio
49 Sourcing channel effectiveness
50 Sourcing channel cost
Cost of getting to Optimum Productivity
51
Level (OPL)
PERFORMANCE METRICS
Description
Total revenue / total number of employees
Total revenue / total number of FTE
Total profit / total number of employees
Total profit / total number of FTE
Hours of overtime / total number of hours (contractual
hours + overtime) per period
Total labor cost / total number of employees
Total labor cost / FTE
Total labor cost / organizational revenue
Total labor cost / total organizational expenses
Number of absence days / total number of working
days
Number of absence days per unit / total number of
working days per unit
Overtime pay / total pay per period
Training expenses / number of employees
Training expenses per employee / training effectiveness
# Voluntary Terminates during period / # Employees at
the beginning of period
# Involuntary Terminates during period / # Employees
at the beginning of the
period
# Terminates who qualified as high potentials during
period / # Employees at the
beginning of the period
# Terminates during period / # Employees at the
beginning of period (more
information)
# Terminates per unit during period / # Employees in
the unit at the beginning of
period
BUSINESS IMPACT:
Total cost of absenteeism =
Total employee hours lost to absenteeism * hourly pay
(including benefits) +
Supervisor hours lost in dealing with absenteeism *
hourly pay supervisor (including
benefits) + other costs (including temporary staff,
training, loss of productivity,
quality loss, overtime, etc.)
total number of employees x turnover rate x average
exit cost ( Comp, benefits and all others cost etc)
FTE working in HR / total number of FTE
Total HR cost / total number of FTE
Average time (in months or years) until promotion
Number of employees promoted / headcount
Average age | Sum of age of all headcount / headcount
Average length of service | Length of service of all
headcount / headcount
# Employees retired in period / headcount at beginning
of period
Average distance in miles (or km) from home
# Employees above the engagement norm in period /
headcount at beginning of
period
Number of people who report being satisfied in their
job / total number of people
(Current salary - salary previous year) / salary previous
year
Number of days between publishing a job opening and
hiring the candidate
Number of days between the moment a candidate is
approached and the moment
the candidate accepts the job
Total cost of hiring / the number of new hires
Sourcing channel used to attract the hire
Employees who left the organization within 1 year /
headcount
Note: this number should be 0, just like metrics no. 38,
39 and 40. A percentage
higher than zero will be very costly and indicates a bad
fit with new recruits and the
organization. Organizations should use better selection
tools and procedures to
prevent this.
Employees who left the organization within 1 year /
total number of recruits
Employees who left the organization within 1 month /
total number of recruits
Number of hires who perform well / total number of
hires
BUSINESS IMPACT:
Number of hires who rate themselves as satisfied in
their new job / total number of
hires
Total number of applicants / number of job openings
Number of hired candidates / total number of
candidates
(Total internal cost + total external cost) / total number
of hires
Number of applicants presented with a job offer /
number of applicants who
accepted a job offer
Total number of open positions / total number of
positions in organization
Total number of people who completed the application
/ total number of people
who started with the application
Number of applicants who successfully completed the
stage / total number of
applicants who entered the stage. For example:
● 15:1 (750 applicants apply, 50 CVs are screened)
● 5:1 (50 screened CVs lead to 10 candidates submitted
to the hiring manager)
● 2:1 (10 candidate submissions lead to 5 hiring
manager acceptances)
● 5:2 (5 first interviews lead to 2 final interviews)
● 2:1 (2 final interviews lead to 1 offer)
● 1:1 (1 offer to 1 hire)
Total number of impressions of the channel / number
of applications of the channel
Advertisement spending per channel / number of
successful applicants per
platform
Total cost involved in getting someone up to speed =
onboarding cost + training cost
+ cost of supervision + cost of on-the-job training +
(total labor cost * % OPL per
month) until 100% OPL Is reached
