People metrics dictionary

• How to use the people metrics dictionary

  Sector organisations are at different stages of development in their use of metrics and collection of data.

• 1. Employment Brand Strength

  This measure will be especially useful for those organisations that have high turnover, low levels of employee commitment or low offer acceptance ratios.
  
  

• 2. External Hire Rate

  Useful for organisations wishing to monitor renewal of their workforce, the rate at which new employees are entering the organisation and hiring volume as a result of recruitment activities.

• 3. Recruitment Source Breakdown

  This measure will be most useful for organisations that use multiple channels to publicise employment opportunities and attract candidates.

• 4. Rehire Rate

  This measure will be useful for organisations that find there are productivity and cost advantages to hiring former employees.

• 5. Career Path Ratio (Promotion Rate)

  This measure will be most useful for organisations that regard internal movement of employees as strong developmental opportunities.

• 6. Internal Movement Rate

  This measure will be most useful for organisations that have established strategies around use of internal talent for reducing turnover and improving development opportunities.

• 7. Promotion Speed Ratio

  This measure will be most useful for organisations that operate in fast paced industries subject to rapid turnover of high-performing employees.

• 8. Average Time to Fill

  This measure will be most useful for organisations that wish to measure the efficiency and timeliness of their recruiting process.

• 9. New Hire Failure Factor

  This measure will be most useful for organisations that are focused on the effectiveness of the recruiting function in hiring employees who will not separate within a very short time frame.

• 10. New Hire Performance Satisfaction (Progression)

  This measure will be useful for organisations with relatively high turnover among low-tenure employees or that will incorporate feedback on hiring processes to improve future recruiting effectiveness.

• 11. Recruitment Cost per Hire

  This measure will be most useful for organisations that have a centralised or easily identifiable recruiting function and have experienced recruiting process inefficiencies.

• 12. Involuntary Termination Rate

  This measure is applicable across a wide range of organisations. It will be especially useful for organisations that regularly terminate poor performers or that initiate occasional layoff actions.

• 13. Retention Rate

  This measure will be most useful for organisations that employ turnover targets which are based on retention of existing employees rather than reduced turnover of existing employees.

• 14. Separation Rate

  This measure is broadly useful for all organisations monitoring the adequacy of their employment offering and the strain of turnover on the organisation.
  
  

• 15. Separation Reason Breakdown

  This measure will be most useful for organisations wishing to track reasons for employee departures.
  
  

• 16. Voluntary Separation Rate

  This measure is broadly applicable across a wide range of organisations.

• 17. Employee Commitment Index

  This measure is broadly applicable across all organisations, though it will be most useful for organisations that perform periodic employee surveys or plan to perform such surveys.
  
  

• 18. Employee Engagement Index

  This measure is broadly applicable across all organisations, though it will be most useful for organisations that perform periodic employee surveys or plan to perform such surveys.
  
  

• 19. Employee Retention Index

  This measure is broadly applicable across all organisations, though it will be most useful for organisations that conduct periodic employee surveys or plan to perform such surveys.
  
  

• 20. Average Separation Value

  This measure is broadly applicable to all organisations for monitoring the strain of turnover on the organisation.
  
  

• 21. Development Program Saturation Rate

  This measure will be most useful for organisations with performance philosophies that focus on development and maintain specific development programs.
  
  

• 22. Staffing Rate – High Potential

  This measure is useful for organisations focused on improving the overall value of their current workforce or that target the number of high­ potential employees to grow and contract.

• 23. Cross-Function Mobility

  This measure will be useful for organisations that see internal cross-function movement of staff as strong opportunities for development or that place a premium on cross-functional skill development.

• 24. Employee Satisfaction with Leadership

  This measure is broadly applicable across all organisations, though it will be most useful for organisations that perform periodic employee surveys or plan to perform such surveys.
  
  

• 25. Leadership Development Plan Prevalence Rate

  This measure will be most useful for organisations that are focused on the development of future leaders and that have leadership development plans (LOPs) available for implementation.
  
  

• 26. Manager Quality Index

  This measure is broadly applicable across all organisations, but will be most useful for organisations that perform periodic employee surveys or plan to perform such surveys.
  
  

• 27. Positions without Ready Candidates Rate

  This measure will be most useful for organisations that identify potential successors for managerial positions.
  
  

• 28. Successor Pool Coverage

  This measure will be most useful for organisations that identify potential successors for managerial positions.
  
  

• 29. Successor Pool Growth Rate

  This measure will be most useful for organisations that identify potential successors for managerial positions.
  
  

• 30. Average Annual Salary Per FTE

  This measure is useful for organisations for which compensation is a primary operating expense, that are implementing cost containment initiatives or that monitor salary levels by job families.

• 40. Gender Staffing Breakdown

  This measure will be most useful for organisations that track the gender diversity of their workforce.
  
  

• 31. Compensation Satisfaction Index

  This measure will be most useful for organisations experiencing shifting or competitive labour markets or that have found compensation to be a major source of dissatisfaction among employees.
  
  

• 32. Direct Compensation Cost Operating Expense Rate

  This measure is useful for organisations for which compensation costs are a significant operating expense, and it will be especially useful for organisations with loose control over wage structures.

• 33. Total Compensation Expense Per FTE

  This measure will be most useful for organisations for which wages are a primary operating expense, that are implementing cost-containment initiatives or that monitor wage levels by job families.

• 34. Absence Rate

  This measure will be most useful for organisations whose staffing and operations may be significantly impacted by employee absences.
  
  

• 35. Compensation Value of Unscheduled Absences per FTE

  This measure will be most useful for organisations with populations that can be disrupted by absenteeism or that tend to experience significant organisational costs due to absenteeism.
  
  

• 36. Flexible Work Hours Rate (Flexible Work Practices)

  This measure will be most useful for organisations that allow flexible work arrangements such as flexitime, rostered days off, purchased leave or telecommuting.
  
  

• 37. Unscheduled Absence Days per Employee

  This measure will be most useful for organisations with populations that can be disrupted by absenteeism or that tend to experience significant organisational costs due to absenteeism.
  
  

• 38. Unscheduled Absence Rate

  This measure will be most useful for organisations whose staffing and operations may be significantly impacted by employee absences.
  
  

• 39. Age Staffing Breakdown

  This measure will be most useful for organisations that expect to experience significant knowledge drain from retirements in future periods.

• 41. Staffing Rate – 50+ Years Old

  This measure is useful for organisations that have a moderate or heavy proportion of employees nearing retirement age in their workforces, either within the organisation or within key functions.

• 42. Employment Level Staffing Breakdown (Classification)

  This measure will be most useful for organisations that are experiencing a shift over time, whether intentional or not, in the classification or salary level mix of positions within the workforce.
  
  

• 43. Staffing Rate – Managerial

  This measure will be most useful for organisations that are concerned about their hierarchical balance, for reasons of cost containment, personnel management or career path development.
  
  

• 44. Staffing Rate – Part Time

  This measure is useful for organisations that make use of part-time work arrangements with relative frequency or that actively manage part-time arrangements as part of a portfolio of flexible work.

• 45. Staffing Rate – Temporary

  This measure will be most useful for organisations that currently use temporary resources with relative frequency or that expect use of temporary resources in future periods.
  
  

• 46. Organisation Tenure Staffing Breakdown

  This measure will be most useful for organisations experiencing significant tenure imbalances within the workforce or experiencing shifts in tenure due to high turnover, reorganisation or retiring.

• 47. Staffing Rate – <1 Year

  This measure is useful for organisations that have a low-tenured workforce, have set targets around increasing or decreasing their tenure levels over time or are concerned about high turnover.