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 48 Human Resources KPIs & Scorecar

Compensation KPIs
Percentage of Cost of Workforce

Salary Competitiveness Ratio (SCR)

Healthcare Expense per Current Employee

Benefits Satisfaction

Employee Productivity Rate

Return On Investment

Culture KPIs
Employee Satisfaction Index

Number of Employee Satisfaction Surveys

Percent of Employees Trained in Company Culture

Percent of Vacation Days Used

Net Promotor Score

Employment KPIs
Absenteeism Rate

Number of Full Time Employees

Number of Contractors

Average Tenure

Voluntary Termination Rate

Involuntary Termination Rate

Retirement Rate

Average Age Of Retirement

New Hire 90-Day Failure Rate

First Year Voluntary Termination Rate

Average Time to Fill a Job Vacancy

Hiring Process Satisfaction Rate

Cost Per Hire

Effectiveness of Training

Training Cost per Employee

Percent of Employees Trained
Diversity Rate

Number of D&I Initiatives Implemented

Attrition Rate

Turnover Rate For Highest Performers

Average Time to Find a Hire

Candidates Interviewed per Hire

Yield Percentage

Knowledge Achieved With Training

Diversity Numbers/Nationalities In The Work Force

Acceptance Rate

Performance KPIs
Percent of Job Candidates who Meet Job Criteria

Rate of Internal Job Hires

Rate of Internal Referral Hires

Performance of New Hires

Internal Promotions Vs. External Hires

Internal Promotion Rate

Suggestions per Employee

HR-To-FTE Ratio

Cycle Time To Process Payroll

Cycle Time To Resolve Payroll Errors

Percentage of Workforce below Performance

Standards
Resources KPIs & Scorecard Measures

Description
The cost of the workforce as compared to all costs can be measured by summing all
salaries and dividing by the total company costs within a given period.
Used to evaluate the competitiveness of compensation options. Can be determined by
dividing the average company salary by the average salary offered from competitors or by
the rest of your industry.

Provides an understanding of the comprehensiveness of a company's health care plan.

Can be determined by taking the total price of health care costs divided by all employees.

This allows a company to see how satisfied an employee is with specific benefits they are
offered. Can be determined through surveys, and can be used to break down each benefit
individually.

Helps to measure workforce efficiency over time. Can be determined by taking the total
company revenue and dividing it by the total number of employees.
As an organization, you want to ensure that the dollars you are putting into training your
employees is paying off. Can be defined as the profit per dollar invested in social
compensations/wages.

This is a key metric underlying talent retention. Using a company-wide survey can be
helpful in gauging employee happiness.
Helps understand how much effort is being put into maintaining and improving employee
happiness.
Evaluates the importance and understanding of company-wide organizational culture.
Helps show the company attitude toward a healthy work-life balance. Determined by
observing the number of vacation days used as compared to those unused.

Measures how likely an employee is to recommend their organization as a place to work.

This is determined by the difference in percentage of promotors and detractors.

Gives perspective on the amount of labor and productivity lost due to sickness and
otherwise unpredicted leave. Formula: (Total number of lost workdays due to absence) /
(Number of available workdays in an organization) = (Absenteeism rate)

Keeps tabs on the growth of the company workforce over time.

Examines the growth in associated workers over time. Can be compared to the number of
full-time workers to better understand workforce trends.
The average length of time that an employee spends with the company helps determine
employee satisfaction and talent retention.
Determined by taking the number of employee-led resignations from the company over
the total number of terminations in a given time period.
Determined by taking the number of employer-led resignations from the company over
the total number of terminations in a given time period.
This metric is particularly important for any organization developing a strategic workforce
plan. Can be calculated by looking at the number of employees who retired as a
percentage of the headcount.

The summed age of all retiring employees divided by the number of retiring employees.
Being aware of these trends aid in forecasting retirement and planning for workforce
replacement.

Helps determine how successful the talent acquisition process is at finding the right fit for
jobs.
Reflects on how welcoming the company is to new hires. A high percentage suggests that
the right people are being hired, but not embraced.
Tracks how efficient the hiring process is in terms of time resources used to fill a vacant
spot.
Provides perspective on how well the process works from the employee’s perspective.
Acknowledges the amount of resources invested into acquiring the best talent. Can be
determined by averaging the total marketing, hiring process, and referral (if necessary)
costs per hire.

Helps the company understand how comfortable new hires feel after their training vs.
before. Typically determined through a post-training survey.
Helps to measure the amount invested in onboarding new hires.
Helps a company see how quickly new hires are being onboarded.
Workplace diversity helps to cultivate innovation and competitive advantage. Diversity of
nationalities and ethnicities can be calculated by noting the differences among employee
demographic segments.

The number of D&I initiatives implemented measures organizational commitment to

establishing and maintaining a culture of diversity and inclusion.
Helps a company figure out how successful they are at retaining talent. Determined by
dividing the number of employees who left the company in a given period by the average
number of employees in that time period.

Turnover of top performers in particular is negative and comes at a higher cost. This
metric helps indicates the success of retention efforts and aids planning for talent
replacement. Can be determined by dividing the number of high performers to leave in
the past year by total high performers identified.

Helps track the efficiency of the hiring process.

Determined by calculating the total number of candidates interviewed by the total
number of hires in a particular hiring period.
This is the percentage of candidates remaining after each round of elimination in the
hiring process. A low percentage might indicate the need to update an unclear or
unattractive job posting, and a high percentage indicates a larger number of qualified
candidates with whom to continue the hiring process.

Helps the company see not specifically the price of the training, but whether it was
effective. Seeing if the individuals retained knowledge well enough to apply it is critical.
Can be determined by creating an exam, and monitoring exam pass rate %, average score
%, and pre/post training %.

Workplace diversity helps to cultivate innovation and competitive advantage. Diversity of

nationalities and ethnicities can be calculated by noting the differences among employee
demographic segments.
Dividing the number of acceptances by the number of offers allows organizations to get a
sense of how successful their recruitment strategies are. Industry benchmarks can then be
a helpful comparison.

Helps in evaluating the effectiveness of job postings in reaching top candidates.

Shows the effectiveness of organizational talent development.

Allows managers to see the value added when current employees help to identify and
acquire talent.
The performance of new hires can be compared to that of other employees. Typically
done by evaluating performance reports.
This ratio measures how many people already working at a company are considered for
internal promotion versus the number of externally attracted people. Can be particularly
effective when looking at organizational succession planning.

Internal promotions indicate successful retention and growth of top performers. Can be
determined by dividing the number of promoted individuals by the total number of
employees.

Evaluates employee engagement in improving business processes, and reflects on the

openness of a company to employee input.
The number of HR full time equivalents divided by the total number of full time
equivalents. Helps determine HR's ability to provide services. Larger organizations typically
have a smaller ratio, but more HR staff overall, than small businesses.

Shows timeframe of process, giving projection if assistance/updated process is needed.

This is the number of business days in the payroll process from start to finish.

The number of business days it takes to resolve payroll error reported by employees. A
high number of days could indicate the need to review your payroll process.

This measure keeps tab on the amount of low-performing employees in an organization.