This document is part of the A Guide to People Metrics resource.
The process of breaking a complex topic into smaller parts to gain a better understanding of it.
The process of measuring an organisation’s internal processes then comparing them to other organisations, in either a like industry or one that is considered best practice.
Current skills and knowledge, and the capacity to develop skills and knowledge in the future.
A role that is currently crucial to the achievement of the organisation’s outcomes. A vacancy in a critical role would have a significant tangible impact on the ability of the organisation to deliver outputs, achieve milestones or meet budget requirements.
A metric that informs on activities or movements that have occurred over a preceding period.
A metric that indicates likely trends or behaviour into the future.
A metric in business is a measure used to gauge some quantifiable component of an organisation’s performance, such as return on investment (ROI), or revenues.
People elements are the business considerations that are impacted by the workforce. For example, organisational culture.
People metrics, in the area of HR management, provide a quantifiable measure of people activity. People metrics can provide evidence of performance against objectives and goals.
This type of data is extremely varied in nature. It includes virtually any non-numerical information that can be captured.
This type of data measures or identifies information using a numerical scale.
The process of establishing an agreed level of performance, and communicating a level of expectation. Targets are helpful to establish trends over time.
Workforce factors are those factors that inform business considerations. For example, organisational culture is informed by engagement, absenteeism, and leadership.