HR KPIs

A quantitative measure of the quality of employee and labor relations within an organization.

The satisfaction level of employees with the Employee Assistance Program (EAP) provided by the company.

The degree to which communication among individuals and/or teams within the organization is clear, accurate, timely, and relevant.

EBA is a measure of employees’ willingness to share their positive experiences and insights regarding their employer’s brand with external stakeholders, and their ability to play an active role in building the brand’s reputation and credibility.

The percentage of employees reskilled within a defined timeframe.

The rate of new skills and knowledge acquisition by employees compared to the total employee population

The impact of the Employee Suggestion Program on the overall performance of the organization.

Percentage of employees who have participated in the company’s Employee Suggestion Program over a given period of time.

The rate at which the number of employees in an organization is increasing over a given period of time.

The readiness of an employee for a promotion based on their job performance, skills, and experience.

The percentage of employees who successfully complete a Performance Improvement Plan (PIP) within the specified timeframe.

Employee 360-Degree Feedback Score is the numerical score given by the employee, employers, colleagues, and subordinates to each other on a predefined set of performance criteria.

The measure of how effectively employees work together to achieve common goals and objectives.

The percentage of employees who are actively working remotely at least part-time.

The number of direct reports a manager has.

The time it takes for an organisation to resolve employee grievances.

The amount of money spent on learning and development programs per employee.

The total number of hours spent on employee training during a given period of time.

The rate at which employees leave the organization due to reasons out of their control.

The percentage of HR technologies that are currently being used out of the total HR technologies available in an organization.

The difference between the actual HR expenses and the budgeted HR expenses for a given period.

The speed and accuracy of completion of HR processes.

EMR measures the extent to which employees move within the organization and how frequently.

The measurement of the level of balance between work and personal life of employees in an organization.

The number or percentage of employees who utilized an Employee Assistance Program offered by the employer within a specified time frame.

An HR Key Performance Indicator (KPI) that measures the employee engagement level in an organization.

Learning and Development ROI is a measure of the return on investment that an organization makes on their learning and development activities. It determines how much value the organization is getting out of its learning and development efforts.

Measures the performance of new hires within a certain time frame.

The level of satisfaction expressed by new employees regarding the onboarding process.

The Workforce Skills Inventory is a metric that provides a thorough understanding of the collective skills, experience, and knowledge of an organization’s workforce.

The percentage of employees in an organization who are considered low performers.

The percentage of employees classified as high performers in the organization.

The percentage of HR service level agreements met within the agreed timeframe.

The percentage of errors in employee salary payments and deductions over a defined period.

The percentage of employees who have received some form of recognition from their employer (e.g. praise, reward, promotion, etc.) during a certain period of time.

The difference between the average hourly earnings of male and female employees expressed as a percentage of the average male earnings.

A KPI used to measure the level of competitiveness of the organization’s compensation package in relation to the industry standards.

Benefits Utilization Rate (BUR) is the percentage of employees who opt into company-provided benefits compared to the total number of employees eligible for those benefits.

The percentage of employees who provide feedback in their exit interview

The predicted total net value that an employee will bring to the organization over the entire duration of their employment.

Time taken by a new employee to achieve expected productivity levels

The percentage rate at which an organization’s employees leave during a given period of time.

The percentage of key positions that have at least one identified and trained successor.

The total HR expenses incurred by the company per employee

The percentage of employees who remain employed at the company for at least one year after their date of hire.

A metric that measures the overall wellness of an organization’s employees

The average length of time that employees have worked for the organization.

The percentage of employees who have left the company at their own will during a certain period of time.

Employee Net Promote Score (eNPS) is a metric used to measure employee satisfaction and loyalty towards their company. It serves as an indicator of how likely an employee is to recommend their company as a place to work.

A measure of the number of HR staff required per employee in a company.

The ratio of an employee’s output to their input measured against a predetermined standard or industry average.

The percentage of new hires that are sourced through employee referrals.

The amount of revenue generated per individual employee in an organization

The percentage of job offers extended that are accepted by candidates.

The ratio of overtime hours worked to the total hours worked in a pay period.

A metric that measures the overall satisfaction level of employees in an organization.

The percentage of employees who received a performance appraisal during a specific timeframe.

The percentage of employees promoted to a higher position from within the organization.

The percentage of employees who are absent from work, regardless of the reason, relative to the total number of employees.

Employee retention rate measures the percentage of employees who remain with the company over a specified period of time.

A metric used to evaluate the effectiveness of training programs on employee performance and their capacity to meet set goals and objectives.

The average amount of money spent to hire a new employee.

Time taken from opening a job requisition to filling the position

Employee engagement is the level of commitment and emotional connection that employees have with their organization, job duties, colleagues, and the company’s goals and values.

Turnover rate is the percentage of employees leaving the company within a specified time period.

The percentage of job offers extended to senior management/executives that are accepted.

This KPI measures the number of employees served by each HR shared services center tier 2 headcount.

This key performance indicator (KPI) measures the number of employees served by the HR shared services center per tier 1 headcount.

The percentage of job offers made to middle management/specialists that are accepted by the candidates.

The percentage of job offers accepted by operational workers and office staff out of the total job offers made in the given time period.

This KPI measures the number of employees served by each HRIS headcount in the Human Resources department.

This KPI measures the average internal cost incurred by the HR department to perform payroll administration activities for every $1000 of revenue generated.

This KPI measures the percentage of full-time employees (FTEs) who handle HR responsibilities but are not part of the HR organization.

This Key Performance Indicator (KPI) measures the average number of learning days taken by each operational workers/office staff employee within the Human Resources department. It reflects the extent to which HR employees participate in learning and development opportunities.

This KPI measures the average number of learning days attended by middle management and specialists employees in the Human Resources department.

This key performance indicator measures the average number of days spent on learning and development activities by senior management/executive employees within the Human Resources function.

This KPI measures the ratio of the total number of employees in a business entity to the number of full-time equivalent employees (FTEs) responsible for managing employee relations.

This KPI measures the cost incurred by the HR organization for performing HR administration activities for each employee within a business entity.

The ratio of the total number of business entity employees to the full-time equivalent (FTE) employees who are responsible for performing payroll administration activities.

The average cost incurred by the HR organization to administer HR activities per $1000 of revenue generated.

The percentage of overhead cost incurred to perform the HR function out of the total HR function cost

The proportion of the salary of operational workers and office staff that is based on their performance

The average cost incurred by the HR department to manage learning administration activities for each employee of the business entity.

This KPI measures the percentage of senior management/executive salary that is based on performance-related pay. It indicates the extent to which the organization links compensation to individual performance.

This KPI measures the number of full-time equivalent (FTE) employees that are engaged in payroll administration activities per $1 billion of revenue.

This KPI measures the cost of performing learning administration activities (such as training programs, workshops, and certifications) relative to the revenue generated. It helps assess the efficiency and effectiveness of the learning administration process in relation to the revenue generated by the organization.

The total cost incurred in performing the HR planning policies and strategies process, divided by the number of employees in the business entity.

The total budget allocated for the Human Resources function per Full-Time Equivalent (FTE) employee in a business entity

The average cost associated with performing the HR function per full-time equivalent employee within a business entity.

This KPI measures the personnel cost incurred to perform the process group “manage employee on-boarding development and training” relative to the revenue generated. It helps assess the efficiency of HR operations in relation to revenue generation.

This KPI measures the total cost incurred to perform the process group ‘develop and manage HR planning policies and strategies’ in relation to the revenue generated per $1000.

This KPI measures the total cost incurred in managing employee development and developing/training employees, relative to every $1000 of revenue generated.

This KPI measures the personnel cost incurred by the Human Resources department in the process of developing and counseling employees, relative to the revenue generated.

This KPI measures the cost of systems used to manage employee information as a percentage of the total cost of the ‘manage employee information’ process group in the HR function.

The total number of job applications received for each approved job requisition.

This Key Performance Indicator measures the number of Full-Time Equivalent employees (FTEs) dedicated to managing employee development and developing/training employees per $1 billion of revenue.

This KPI measures the amount of budget allocated for the HR function per employee in a business entity.

This KPI measures the cost of HR personnel involved in managing employee information per $1000 of revenue generated.

This KPI measures the ratio of the number of employees in the learning administration function to the full-time equivalent (FTE) employees in the organization. It provides an indication of the efficiency and workload distribution in managing employee development and training.

This KPI measures the total budget allocated for the HR function as a percentage of the organization’s revenue. It indicates the amount of resources dedicated to managing human resources in relation to the overall financial performance of the company.

This KPI measures the amount of time spent by hiring decision makers in the Human Resources department to recruit, source, and select employees for middle management and specialist positions.

This KPI measures the amount of time that hiring decision makers spend on each new hire for operational worker or office staff positions.

This KPI measures the number of Full-Time Equivalents (FTEs) responsible for conducting learning administration activities, such as training programs, per $1 billion in revenue generated by the company.

This KPI measures the financial cost of managing employee relations activities in relation to the company’s revenue

The total cost required to manage employee information for each business entity employee.

This KPI measures the percentage of transactions related to managing employee information that are completed by managers using the Manager Self-Service (MSS) system.

This KPI measures the proportion of employee transactions that are processed and completed using the Employee Self-Service (ESS) system.

This KPI measures the average number of business entity employees per full-time equivalent (FTE) working in HR administration.

This KPI measures the average number of middle management and specialist employees per full-time equivalent (FTE) in the Human Resources (HR) function.

The level of satisfaction among senior management and executives with the HR services provided by the HR organization

This Key Performance Indicator measures the average cost incurred by the Human Resources department to perform the process group ‘develop and counsel employees’ for each business entity employee.

The total cost incurred to manage employee information per every $1000 in revenue generated.

This KPI measures the proportion of operational staff and office staff who currently have formal succession planning processes implemented within the organization.

This KPI measures the average cost of each full-time equivalent employee for a specific business entity.

This key performance indicator measures the level of satisfaction among operational workers and office staff with the overall services provided by the HR department.

This KPI measures the level of satisfaction among middle management and specialists regarding the HR services provided.

This KPI measures the efficiency of the HR organization in managing HR administration activities in relation to the company’s revenue.

This KPI measures the percentage of managers within the HR function who have access to the Manager Self-Service (MSS) system. The MSS system allows managers to view and update employee information.

This HR Key Performance Indicator (KPI) measures the amount of personnel cost incurred to conduct the process of developing and training employees, relative to the revenue generated per $1000.

This key performance indicator measures the number of internal hires made per full-time equivalent (FTE) employee in the Human Resources sub-function of redeploy and retire employees.

This KPI measures the proportion of senior management and executives within the organization who have a formal succession planning process implemented.

This KPI measures the personnel cost required to complete the process of recruiting, sourcing, and selecting employees as a proportion of $1000 revenue generated.

This KPI measures the percentage of middle management and specialists within the Human Resources function who have formal succession planning processes in place.

This KPI measures the total cost incurred by the Human Resources department in performing the process group ‘develop and counsel employees’ for every $1000 of revenue generated.

This KPI measures the proportion of vacant positions in the organization that were filled by internal candidates.

The proportion of operational workers and office staff within the Human Resources function’s sub-function ‘Develop and counsel employees – HR’ who receive a formal performance review.

This KPI measures the percentage of employees in the Human Resources sub-function ‘Develop and counsel employees – HR’ who attended management development programs.

This Key Performance Indicator (KPI) measures the cost of outsourcing the process group responsible for recruiting, sourcing, and selecting employees, represented as a percentage of the total cost for the entire process group.

This key performance indicator measures the percentage of employees who have access to the Employee Self-Service system. The ESS system allows employees to manage their own personal information, such as updating contact details, reviewing pay stubs, and submitting time-off requests.

This key performance indicator measures the ratio of the number of business entity employees to the number of full-time equivalents (FTEs) responsible for the process of developing and training employees within the Human Resources function.

The percentage of senior management and executives who undergo a formal performance review as part of their performance management process.

This KPI measures the effectiveness of the recruitment process by calculating the percentage of new hires out of the total number of job requisitions that have been approved.

The proportion of middle management and specialists in the Human Resources function who undergo a formal performance review.

This KPI represents the proportion of employee learning days that are delivered through computer based training.

This key performance indicator measures the total cost incurred to fulfill the recruitment, sourcing, and selection processes for employees per business entity employee.

This KPI measures the percentage of total cost incurred by HR in the ‘redeploy and retire employees’ process group that is attributed to systems-related expenses.

This Key Performance Indicator measures the cost incurred in managing employee performance for every $1000 of revenue generated.

This KPI measures the total cost incurred in the process of developing and training employees per business entity employee.

The number of days it takes from identifying the need for a new employee to the day the new hire starts in the agreed position.

This KPI measures the ratio of new employees hired during a specified timeframe to the total number of employees in the business entity.

This KPI measures the number of senior management or executive employees per full-time equivalent (FTE) HR function. It shows the ratio between the number of senior management or executive employees and the number of HR function FTEs.

This KPI measures the ratio of operational workers and office staff employees to the full-time equivalent (FTE) employees in the HR function.

This KPI measures the total cost incurred by the Human Resources department in the process of developing and training employees, expressed as a ratio per $1000 of revenue.

This KPI measures the number of full-time employees (FTEs) involved in the process of developing and training employees per $1 billion in revenue generated.

The number of days it takes for the formal performance review process for senior management/executives to be completed, from initiation to finalization.

The number of days it takes to complete the entire formal performance review process for middle management/specialists, from the initiation to the final review.

This KPI measures the percentage of vacant positions at the middle management/specialist level that are filled by internal candidates within the Human Resources department.

The cycle time in days for the formal performance review process from start to finish for Operational workers/office staff.

This KPI measures the percentage of senior management and executive level new hires who remain with the company after 12 months.

The proportion of senior management and executive positions that are filled by internal candidates.

This KPI measures the number of business entity employees in relation to each full-time equivalent (FTE) that performs the process group ‘manage employee information’.

The systems cost required to carry out the process group ‘recruit, source and select employees’ expressed as a percentage of the total cost of the process group.

This KPI measures the total number of days an employee is absent from work, including days taken for maternity and paternity leave.

This KPI measures the personnel cost involved in the ‘recruit, source and select employees’ process as a percentage of the total cost of the process group.

The percentage of senior management/executive positions within the organization that have been filled by internal candidates through promotions.

This KPI measures the percentage of middle management/specialist positions that are filled through internal promotions within the organization.

This KPI measures the total cost incurred by the Human Resources function in the process of redeploying and retiring employees, relative to every $1000 of revenue generated.

This Key Performance Indicator (KPI) measures the average number of business entity employees per Full-Time Equivalent (FTE) that is responsible for the process group ‘develop and counsel employees’. It indicates the efficiency of the HR department in managing employee development and counseling activities.

This KPI measures the percentage of middle management and specialist employees who are still employed after 12 months of being hired.

This KPI measures the total cost incurred by the Human Resources department in the process of recruiting, sourcing, and selecting employees for each new hire.

This KPI measures the proportion of full-time equivalent (FTE) employees involved in the recruitment, sourcing, and selection process, relative to the total FTEs within the business entity.

The average cost of overhead and other expenses incurred by the HR function for each employee within a business entity.

This KPI measures the number of full-time equivalent employees (FTEs) needed to manage employee information for every $1 billion in revenue generated by the company.

This Key Performance Indicator measures the percentage of new hires in operational worker and office staff positions who remain with the company after 12 months of employment.

This KPI measures the proportion of employee learning days that are delivered through methods other than traditional training programs.

This key performance indicator measures the average number of vacation days granted to each employee within a year.

This KPI measures the proportion of learning days provided through on-the-job training in the Human Resources function, specifically in the area of developing and counseling employees.

The percentage of learning days that are delivered through external classroom instruction in the Human Resources function’s Develop and counsel employees – HR sub function.

This KPI measures the ratio of learning days delivered using classroom instruction provided by the organization to the total learning days.

The percentage of new hires in senior management or executive positions compared to the total number of new hires.

This KPI measures the percentage of new hires who remain employed after 12 months.

This KPI measures the proportion of new hires who are operational workers or office staff, out of the total number of new hires.

This KPI measures the average cost incurred by the Human Resources department for each full-time equivalent (FTE) employee involved in the recruitment, sourcing, and selection process.

This KPI measures the proportion of new hires in middle management and specialist positions out of the total number of new hires.

This KPI measures the total cost incurred to perform the HR process group of recruiting, sourcing, and selecting employees, relative to the revenue generated by the organization. It indicates the efficiency and cost-effectiveness of the recruitment process.

This KPI measures the number of full-time employees (FTEs) responsible for the process group “develop and counsel employees” in the Human Resources function. It is expressed as the ratio of FTEs performing this process group to every $1 billion in revenue.

This KPI measures the average number of new hires made per full-time equivalent (FTE) employee involved in the process group of recruiting, sourcing, and selecting employees.

The average cost in US dollars incurred to outsource the HR function per employee within each business entity.

The percentage of total cost associated with the implementation and maintenance of systems used in the HR process group “Reward and retain employees”

This KPI measures the proportion of personnel costs incurred in the “reward and retain employees” process group in relation to the total cost of performing the process group.

The number of days it takes for a new hire to begin in their agreed position after accepting a job offer.

The average cost of HR systems and tools utilized to perform HR functions per employee within a business entity.

This KPI measures the total cost incurred by the HR department in executing the ‘reward and retain employees’ process for each employee within the business entity.

This KPI measures the proportion of HR function cost that is outsourced to external providers.

This KPI measures the total number of days that employees are absent from work, excluding the days of maternity and paternity leave.

This KPI measures the total cost of the HR function in relation to the revenue generated. It includes both overhead costs and other direct costs associated with the HR organization.

The average cost of HR personnel required to perform HR activities for each business entity employee.

The average cost, in US dollars, of outsourcing the HR function per $1000 of revenue generated.

This Key Performance Indicator measures the total cost incurred by the Human Resources department in performing the process group of rewarding and retaining employees, relative to every $1000 of revenue generated.

The number of business days taken to process payroll from the time period cut-off for employees to the transmit date

This KPI measures the average cost incurred to perform HR activities per full-time equivalent (FTE) employee within the HR function.

This KPI measures the cost of HR systems in relation to the overall cost of HR function.

This KPI measures the contribution of personnel cost to the total cost of performing HR functions.

This KPI measures the efficiency of the HR function in managing and delivering employee communications. It calculates the number of business entity employees assigned to each full-time equivalent (FTE) responsible for managing and delivering employee communications.

This KPI measures the cost of HR systems required to perform HR functions for every $1000 revenue earned.

This KPI measures the average cost incurred to perform the HR function for each employee in a business entity.

Cycle time in days from identifying the need to hire a new employee to approval of the job requisition

This key performance indicator measures the ratio of the number of business entity employees to the full-time equivalents (FTEs) responsible for managing employee relations.

This KPI measures the cost of the HR function relative to the company’s revenue.

This KPI measures the number of Full-Time Equivalents (FTEs) responsible for managing employee relations process group per $1 billion in revenue.

This KPI measures the ratio of the total number of employees in a business entity to the number of full-time equivalent employees working in the HR function.

This KPI measures the ratio of the number of business entity employees to the number of full-time equivalent (FTE) employees responsible for managing employee on-boarding development and training.

This KPI measures the ratio of the number of employees in a business entity to the number of FTEs (full-time equivalents) dedicated to managing employee information and analytics.

This KPI measures the number of full-time equivalents (FTEs) dedicated to the process group ‘manage employee onboarding development and training’ relative to the company’s revenue of $1 billion. It indicates the level of resources allocated to this particular HR function in relation to the organization’s size.

The amount of learning budget allocated per employee in the HR department within a business entity

This KPI measures the proportion of employees who work remotely for at least 50% of their working hours.

The average number of days it takes for HR to fulfill an ad hoc information request.

This KPI measures the number of full-time equivalents (FTEs) responsible for managing employee information and analytics within the Human Resources function per $1 billion in revenue.

The total cost in US dollars required to operate the Human Resources function per Full-Time Equivalent (FTE) employee in the HR organization

This KPI measures the total cost of personnel (including salaries, benefits, and related expenses) for the HR organization as a percentage of revenue generated by the business entity. It indicates the efficiency and cost-effectiveness of the HR department.

This key performance indicator measures the ratio of the total number of employees in the business entity to the full-time equivalent (FTE) employees responsible for developing and managing HR planning policies and strategies.

This KPI measures the cost spent on personnel for each employee within the business entity.

This Key Performance Indicator measures the cost of the HR function per $1000 of revenue.

This HR key performance indicator measures the number of full-time equivalents (FTEs) dedicated to the development and management of HR planning policies and strategies in relation to the total revenue generated by the organization.

The number of days it takes for a job requisition to be approved and for a job offer to be accepted by a selected candidate

This Key Performance Indicator measures the average time it takes to close a skill or capability gap of an employee through training.

This KPI measures the ratio of full-time equivalent employees (FTEs) dedicated to the HR function per $1 billion of revenue.

This KPI measures the average number of employees per full-time equivalent (FTE) responsible for redeploying and retiring employees within the Human Resources (HR) function.

This Key Performance Indicator measures the ratio of total employees in a business entity to the Full-Time Equivalent (FTE) employees involved in the Recruit, source, and select employees process group.

This Key Performance Indicator measures the average number of days spent on training and development activities by each employee within the Human Resources department.

This Key Performance Indicator measures the number of full-time equivalent employees (FTEs) involved in the process of redeploying and retiring employees, expressed in relation to $1 billion of revenue.

This KPI measures the ratio of the number of business entity employees to the full-time equivalent (FTE) employees responsible for the process group of rewarding and retaining employees.

This KPI measures the number of Full-Time Equivalents (FTEs) involved in the process of recruiting, sourcing, and selecting employees relative to the company’s revenue of $1 billion.

The percentage of employees who are involuntarily terminated within the business entity.

This KPI measures the percentage of employees who voluntarily terminate their employment within the HR function’s scope of redeploying and retiring employees.

This key performance indicator measures the number of full-time equivalents (FTEs) working in the process group responsible for rewarding and retaining employees per $1 billion revenue generated.

This Key Performance Indicator measures the percentage of employees who voluntarily leave the organization in relation to the total turnover of employees within the business entity.

The percentage of employees who are involuntarily terminated compared to the total turnover within the business entity.

The percentage of employees who leave the company during a certain period of time

This KPI measures the proportion of middle management and specialists within the total workforce of the business entity. It indicates the depth of talent and expertise in the organization’s HR function.

The percentage of operational workers and office staff in relation to the total number of employees in the business entity.

This KPI measures the ratio of senior management and executives to the total number of employees in the HR organization.

The average cost of selling general and administrative expenses incurred per employee within a business entity.

The number of business days it takes to complete the payroll processing cycle

This KPI measures the ratio of Full-Time Equivalents (FTEs) involved in the process group of “process payroll” to the revenue generated by the organization. It indicates the efficiency of the HR department in managing payroll processes relative to the company’s revenue.