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HR & Business Metrics
Metrics provide a number of factors that can be measured to show how HR contributes to the business....
Severity rate per 100 FTE ÷ Total hours worked by
all employees during the calendar
year x 200,000
away from work per 100 ...
BUSINESS LITERACY
Title Formula Description
HR Costs Per Employee HR costs ÷ Headcount The cost of HR for each employee ba...
Outsourcing Expenses Outsourcing expenses ÷ Operating
expenses
The costs associated with outsourcing as a
percentage of to...
COMPENSATION
Title Formula Description
Average Compensation
Paid to Each FTE
Compensation costs for all regular
employees ...
Merit Increase Proration Number of months actually worked
÷ number of months under the
current increase policy x increase
...
CONSULTANTS
Title Formula Description
HR Consulting Percent HR consulting costs ÷ HR
expenses
The percentage of HR expense...
DIVERSITY
Title Formula Description
Average Employee Age Total age ÷ Headcount The average age of an organization’s total
...
EMPLOYEE RELATIONS
Title Formula Description
Absenteeism Costs Total hours lost to employee
absenteeism for the month x To...
ETHICS & SUSTAINABILITY
Title Formula Description
GLOBAL HR
Title Formula Description
LABOR & EMPLOYEE RELATIONS
Title Formula Description
Union Percentage Union headcount ÷ Headcount The number of employees ...
ORGANIZATIONAL & EMPLOYEE DEVELOPMENT
Title Formula Description
Career Path Ratio Promotions ÷ (Promotions +
Transfers)
Th...
Training Costs As a
Percentage of Operating
Expenses
Total Training costs ÷ Operating
expenses
The internal and external t...
SAFETY & SECURITY
Title Formula Description
STAFFING MANAGEMENT
Title Formula Description
90 Day Involuntary
Turnover Rate
Number of involuntary
terminations within 9...
Number of internal hires each internal new hire
Diversity Hire Ratio Number of external recruits who
self-identify as a me...
Percentage Part-Time
Employees
Number of part-time employees ÷
Headcount
The number of permanent part-time
employees as a ...
organization
Turnover Rate (Monthly) Number of separations during
mo. ÷ Avg. No. of employees
during mo. x 100
This measur...
TECHNOLOGY
Title Formula Description
Resources:
www.benchnet.com
Saratoga Institute http://www.saratogainstitute.com/
Huma...
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Hr metrics

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HR & Business Metrics

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Hr metrics

  1. 1. HR & Business Metrics Metrics provide a number of factors that can be measured to show how HR contributes to the business. Measures such as absence rate, health cost per employee, and HR expense factors show that HR has a sense of the importance of human capital measurement in supporting business objectives. The following calculators are basic HR and business metrics to help measure your company’s absence rate, cost per hire, the value of your human capital and human capital return on investment. The calculators listed below are not meant to be an all-inclusive listing of HR metrics, only a listing of most commonly used metrics. More comprehensive guides, titled How to Measure Human Resource Management, by Jac Fitz-enz and Barbara Davison, and “Investing In People: Financial Impact Of Human Resource Initiatives” are available for purchase at the SHRM Store. BENEFITS Title Formula Description Benefits Cost Factor Benefit costs ÷ Total number of employees on payroll headcount The average cost for all benefits per employee Benefits as Percentage of Total Compensation Benefits ÷ Labor costs The total cost of benefits as a percentage of the total cost of compensation Benefits as a Percentage of Operating Expenses Benefit costs ÷ Operating expenses Employee benefit costs as a percentage of operating expenses Benefits As a Percentage of Revenue Benefit costs ÷ Revenue The cost of employee benefits as a percentage of revenue Health Care Costs per Employee Total cost of health care ÷ Total Employees Per capita cost of employee benefits Workers' Compensation Cost per Employee Total WC cost for Year ÷ Average number of employees Analyze and compare (i.e. year 1 to year 2, etc.) on a regular basis. Workers' Compensation Incident rate Number of injuries and/or illnesses per 100 FTE ÷ Total hours worked by all employees during the calendar year x 200,000 The “incident rate” is the number of injuries and/or illnesses per 100 full-time workers Workers' Compensation The number of days away from work The “severity rate” is the number of days
  2. 2. Severity rate per 100 FTE ÷ Total hours worked by all employees during the calendar year x 200,000 away from work per 100 full-time equivalent employees
  3. 3. BUSINESS LITERACY Title Formula Description HR Costs Per Employee HR costs ÷ Headcount The cost of HR for each employee based on headcount HR Costs Per FTE HR costs ÷ FTE The cost of HR per full-time equivalent employee HR Employee Cost Factor HR compensation costs ÷ Regular HR FTE The average compensation paid to HR employees HR expense Percent HR expense ÷ Total operating expense HR expenses in relation to the total operating expenses of organization HR FTE Investment Rate HR expenses ÷ Total FTE The dollars spent on HR functions per full- time equivalent employee HR FTE Ratio FTE ÷ HR FTE The number of full-time equivalent employees per individual HR full-time equivalent employee HR Headcount Headcount ÷ HR headcount The number of employees per individual HR employee HR Headcount Investment HR expenses ÷ Total headcount The dollars spent on HR per headcount employee HR Outsourcing Percent HR outsourcing costs ÷ HR expenses The outsourcing expenses as a percentage of total HR expenses HR Total Employee Cost Factor HR costs ÷ Headcount The cost of HR for each employee based on headcount Income Factor Revenue – Operating expenses ÷ Total FTE The dollars of profit generated per full-time equivalent employee Labor Cost Expense Percent Labor costs ÷ Operating cost The labor cost as a percentage of total expenses. Labor Costs Per FTE Labor costs ÷ FTE The average labor cost per full-time equivalent employee Labor Cost Revenue Percent Labor costs ÷ Revenue The total labor costs as a percentage of revenue.
  4. 4. Outsourcing Expenses Outsourcing expenses ÷ Operating expenses The costs associated with outsourcing as a percentage of total operating costs Profit Per FTE Revenue – Operating costs ÷ Labor costs – 1 The number of pre-tax dollars of revenue generated per full-time equivalent employee Revenue Factor Revenue ÷ Total Number of FTE Benchmark to indicate effectiveness of company and to show employees as capital rather than as an expense Revenue Per FTE Revenue ÷ FTE The number of dollars or revenue generated per full-time equivalent employee
  5. 5. COMPENSATION Title Formula Description Average Compensation Paid to Each FTE Compensation costs for all regular employees ÷ Regular employee FTE The average compensation paid to each full- time equivalent employee Average Compensation Paid to Executive Level Employees Executive employee Compensation costs ÷ Executive FTE The average compensation paid to executive level employees Average Compensation Paid to Management Level Employees Management employee Compensation costs ÷ Manager FTE The average compensation paid to management level employees Average Total Compensation Paid to FTE's Compensation costs for all employees on payroll + Benefit costs ÷ Regular FTE The average compensation and benefit costs per full-time equivalent employee excluding management and executive level employees Average Total Compensation Paid to Regular FTE and Contingent Employees Compensation costs for all regular and contingent employees + Benefit costs ÷ Regular and contingent employee headcount The average compensation and benefit costs per regular full-time equivalent and contingent employees excluding management and executive level employees Compensation Costs As a Percentage of Operating Expenses Costs of compensation for all employees on payroll ÷ Operating expenses Employee compensation costs as a percentage of operating expenses Compensation As a Percentage of Revenue Costs of compensation for all employees on payroll ÷ Revenue Employee compensation costs as a percentage of revenue Executive Compensation As a Percentage of Compensation Costs Costs of compensation for all executive level employees on payroll ÷ Costs of compensation for all employees on payroll The cost of executive compensation as a percentage of all compensation costs Manager Compensation As a Percentage of Compensation Costs Costs of compensation for all management level employees on payroll ÷ Costs of compensation for all employees on payroll The cost of management level employee compensation as a percentage of all compensation costs
  6. 6. Merit Increase Proration Number of months actually worked ÷ number of months under the current increase policy x increase percentage the person would otherwise be entitled to The basic steps to calculating an employees’ pay increase appropriate to the period of time worked Overtime for Multiple Rates of Pay Earnings from all rates together ÷ total hours worked x .5 x hours worked in excess of forty Calculating the regular rate of pay for overtime purposes when employee works multiple jobs with different rates of pay Overtime Per Individual Contributor Overtime hours ÷ Individual contributor headcount The average number of overtime hours worked by each individual contributor based on headcount Regular Rate of Pay Calculation Hours worked during workweek ÷ Wages paid Calculating regular rate for overtime pay when employee is paid on piece-rate, salary, commission, or other-than-hourly basis (production bonuses are included in calculating regular rate also) Total Compensation Costs As a Percentage of Operating Expenses Costs of compensation for all employees on payroll ÷ Operating expenses Employee compensation and benefit costs as a percentage of operating expenses Total Compensation Costs As a Percentage of Revenue Costs of compensation for all employees on payroll ÷ Revenue Employee compensation and benefit costs as a percentage of revenue Total Contingent Employee Compensation As a Percentage of Compensation Costs Costs of contingent employees ÷ Costs of compensation for all employees on payroll Total costs of compensation for contingent employees as a percentage of compensation costs Variable Compensation Costs As a Percentage of Compensation Costs Variable compensation costs ÷ Costs of compensation for all employees on payroll The costs of variable compensation as a percentage of compensation costs
  7. 7. CONSULTANTS Title Formula Description HR Consulting Percent HR consulting costs ÷ HR expenses The percentage of HR expenses that are used for HR consulting services
  8. 8. DIVERSITY Title Formula Description Average Employee Age Total age ÷ Headcount The average age of an organization’s total employee population Diversity Hire Ratio The number of external recruits who self-identified as a member of a diversity category ÷ The number of external recruits The percentage of individuals hired externally who self-identified as a member of a diversity category (i.e. Disabled, minority, etc.) Diversity Percentage Number of external recruits who self-identified as a member of a diversity category ÷ Headcount The number of employees who self-identified in a diversity category as a percentage of total headcount Percentage Diversity At Executive Level Number of executive level employees who self-identified as a member of a diversity category ÷ Total executive headcount The number of executive level employees who self-identified as belonging to a diversity category (i.e. Disabled, minority, etc.) Percentage Diversity At Management Level Number of management level employees who self-identified as a member of a diversity category ÷ Total management Headcount The number of management level employees who self-identified as belonging to a diversity category (i.e. Disabled, minority, etc.) Total Females As a Percentage of Headcount Number of female employees ÷ Headcount The number of employees who are female as a percentage of headcount Percentage Females At Executive Level Number of female executive level employees ÷ Executive level headcount The number of executives who are female as a percentage of headcount Total Females at Management Level Number of female management level employees ÷ Management level headcount The number of management employees who are female as a percentage of headcount
  9. 9. EMPLOYEE RELATIONS Title Formula Description Absenteeism Costs Total hours lost to employee absenteeism for the month x Total compensation (including benefits, overtime, premium pay and other incidentals) per employee Measures costs associated with absenteeism Absenteeism Rate No. days absent in month) ÷ Ave. no. of employees during mo. x no. of workdays x 100 Measures absenteeism First Year Resignation Rate Number of resignations within 1 year of employment ÷ Headcount for same 1 year of employment The percentage of employees who resigned within the first year of employment Involuntary Terminations As a Percentage of Headcount Total involuntary separations ÷ Regular employee headcount The number of involuntary terminations as a percentage of headcount Promotion Rate Number of promotions ÷ Headcount The number of employees promoted as a percentage of headcount Resignation Rate Resignations ÷ Headcount Total number of employees who resigned as a percentage of headcount Separation Rate Total separations The number of involuntary terminations as a percentage of headcount The number of involuntary terminations as a percentage of headcount ÷ Regular employee headcount The total number of voluntary and involuntary terminations as a percentage of headcount Voluntary Resignations As a Percentage of Headcount Total voluntary separations ÷ Regular employee headcount The number of voluntary terminations as a percentage of headcount
  10. 10. ETHICS & SUSTAINABILITY Title Formula Description
  11. 11. GLOBAL HR Title Formula Description
  12. 12. LABOR & EMPLOYEE RELATIONS Title Formula Description Union Percentage Union headcount ÷ Headcount The number of employees belonging to a union as a percentage of headcount
  13. 13. ORGANIZATIONAL & EMPLOYEE DEVELOPMENT Title Formula Description Career Path Ratio Promotions ÷ (Promotions + Transfers) The number of employees moving upward in the organization as a percentage of all employee movement Human Capital ROI Revenue - Operating Expense - Compensation cost + Benefit cost ÷ Compensation cost + Benefit cost Return on investment ratio for employees. Human Capital Value Added Revenue - Operating Expense - Compensation cost + Benefit Cost ÷ Total Number of FTE Value of workforce's knowledge, skill, and performance. Management Costs Per FTE Management compensation cost ÷ Total FTE The dollars spent on Managers per full-time equivalent employee Management Ratio Total headcount ÷ Management headcount The number of employees to each manager Management Span of Control Total headcount ÷ (Management level headcount + Executive level headcount) The average number of employees per manager/executive Percentage of Employees Trained Number of employees trained ÷ Total employee headcount The number of employees receiving training as a percentage of total employee headcount Training Costs As a Percentage of Compensation Total training costs ÷ total compensation costs for all employees on payroll Training costs as a percentage of compensation costs Training Costs As a Percentage of HR Expenses Total training costs ÷ HR expenses Training costs as a percentage of HR expenses Training Costs As a Percentage of Revenue Training & Development costs ÷ Revenue The total costs of training & development as a percentage of the total revenue Training Costs Per FTE Total training costs ÷ Total FTE The dollar amount spent on training per full- time equivalent employee
  14. 14. Training Costs As a Percentage of Operating Expenses Total Training costs ÷ Operating expenses The internal and external training costs as a percentage of operating expenses Training Costs Per Trained Employee Total training costs ÷ Total employees trained The dollars spent on training for each employee who received training Training Investment Factor Total training cost ÷ Headcount Training cost per employee. Training (ROI) Total benefit - Total costs x 100 The total financial gain/benefit an organization realizes from a particular training program, less the total direct and indirect costs incurred to develop, produce, and deliver the training program Training Staff Ratio FTE ÷ Training FTE The number of full-time equivalent employees for each full-time equivalent employee working in training & development Training Costs Per Hour Total training costs ÷ Total training hours The dollars spent on training per employee per hour of training provided Training Hours Per Employee Training & Development hours ÷ FTE The number of hours spent on training & development per employee
  15. 15. SAFETY & SECURITY Title Formula Description
  16. 16. STAFFING MANAGEMENT Title Formula Description 90 Day Involuntary Turnover Rate Number of involuntary terminations within 90 days ÷ Headcount for same 90 days of employment The percentage of involuntary terminations within the first 90 days of employment 90 Day Turnover Rate Total terminations within 90 days ÷ headcount for the same 90 days of employment The percentage of new employees leaving the company within the first 90 days of employment 90 Day Voluntary Turnover Rate Total voluntary terminations within 90 days ÷ headcount for the same 90 days of employment The percentage of voluntary terminations the first 90 days of employment Average Length of Service Total length of service ÷ Headcount The average length of employee service based on headcount Average Retirement Age Total Retirements age ÷ Total number of retirements The average retirement age of employees who have retired Average Sign-On Bonus Total sign-on bonus costs ÷ Total number of new hires receiving sign-on bonuses The average sign-on bonus dollar amount for each new hire who received a sign-on bonus Churnover (Promotions + Demotions + Transfers) ÷ Headcount The rate of internal movement by employees as a percentage of total headcount Contingent Employees As a Percentage of Headcount Number of non-permanent employees + Headcount ÷ Headcount Total of non-permanent employees as a percentage of total headcount Cost Per External Hire (Advertising + Agency Fees + Employee Referrals + Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits) ÷ Number of Hires Costs involved with a new hire Cost Per Internal Hire Internal hiring costs x 1.1 factor ÷ The total of key hiring costs (plus factor) per
  17. 17. Number of internal hires each internal new hire Diversity Hire Ratio Number of external recruits who self-identify as a member of a protected class ÷ Total number of external recruits The percentage of employees externally hired who self-identified as coming from a diversity group External Hire Rate Number of external recruits hired ÷ Headcount People hired externally as a percentage of headcount Female Hire Ratio Number of external female recruits ÷ Number of external recruits The percentage of externally hired employees who are female First Year Involuntary Turnover Rate Number of involuntary terminations within 1 year of employment ÷ Headcount for same 1 year employment period The number of employees with less than one year of service who left the organization involuntarily as a percentage of headcount First Year Turnover Rate Number of terminations within 1 year of employment ÷ Headcount for same 1 year employment period The number of employees with less than one year of service who left the organization voluntarily or involuntarily as a percentage of headcount First Year Voluntary Turnover Rate Number of voluntary terminations within 1 year of employment ÷ Headcount for same 1 year employment period The number of employees with less than one year of service who left the organization voluntarily as a percentage of headcount Involuntary Turnover Rate Number of involuntary resignations ÷ Headcount Number of employees who voluntarily left the organization as a percentage of headcount Internal Hires As a Percent of Headcount Number of internal recruits hired ÷ Total headcount People hired internally as a percentage of total headcount Offer Acceptance Rate External Number of external offers accepted ÷ Number of external offers extended The number of external offers accepted as a percentage of all new hire offers extended Offer Acceptance Rate Internal Number of internal offers accepted ÷ Number of internal offers extended The number of internal offers accepted as a percentage of all new hire offers extended
  18. 18. Percentage Part-Time Employees Number of part-time employees ÷ Headcount The number of permanent part-time employees as a percentage of headcount Percentage of Temporary Employees (Non-permanent employees + Headcount) ÷ Headcount The number of non-permanent employees as a percentage of headcount Retirement Rate Number of retirements ÷ Headcount The total number of retirements as a percentage of headcount Sign-on Bonus Percentage Total hires receiving sign-on bonuses ÷ External hires + College hires The number of new hires receiving a sign-on bonus as a percentage of total new hires Succession Planning Rate Number of candidates ÷ Executive level headcount The percentage of Executive level positions for which there is a succession candidate Time to fill - External Total days elapsed to fill requisitions ÷ Number hired Number of days from which job requisition was approved to new hire start date Time to fill - Internal Number of internal days to fill ÷ Number of internal hires The number of calendar days from requisition date to offer acceptance per new internal hire Time to start - External Number of external days to start ÷ Number of external hires The number of calendar days from the date of a requisition to the employees start date per newly hired external employee Time to start - Internal Number of internal days to start ÷ Number of internal hires The number of calendar days from the date of a requisition to the employees start date per new internal employee Total Hires As a Percent of Headcount Number of new external and internal hires ÷ Total headcount The number of external and internal hires as a percentage of total headcount Total Offers Accepted As a Percent of Offers Made Number of internal and external offers extended ÷ Total offers extended The number of offers accepted as a percentage of total offers extended Turnover Costs Total of the costs of separation + vacancy + replacement + training The separation, vacancy, replacement and training costs resulting from employee turnover. This formula can be used to calculate the turnover cost for one position, a class code, a division or the entire
  19. 19. organization Turnover Rate (Monthly) Number of separations during mo. ÷ Avg. No. of employees during mo. x 100 This measures the rate for which employees leave a company Turnover Rate (Annual) Number of employees exiting the job ÷ avg. actual No. of employees during the period x 12 ÷ no. mos. in period This measures the rate for which employees leave a company Vacancy Costs (Total of the costs of temporary workers + independent contractors + other outsourcing + overtime) - wages and benefits not paid to vacant position(s) The cost for having work completed that would have been performed by the former employee or employees less the wages and benefits that would have been paid to the vacant position(s). This formula may be used to calculate the vacancy cost for one position, a group, a division or the entire organization Vacancy Rate (Total number of Vacant positions as of today ÷ Total number of positions as of today) x 100 Measures the organizations vacancy rates resulting from employee turnover. This formula can be used to calculate the vacancy rate for one position, a class code, a division or the entire organization Voluntary Turnover Costs Projected annual compensation costs ÷ (Resignations + Retirements) The average cost to replace each employee who left the organization voluntarily Voluntary Turnover Rate (Resignations + Retirements) ÷ Headcount Number of employees who voluntarily left the organization as a percentage of headcount Yield Ratio Percentage of applicants from a recruitment source that make it to the next stage of the selection process. (i.e. 100 resumes received, 50 found acceptable = 50% yield.) A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage. (Note: Success ratio is the proportion of selected applicants who are later judged as being successful on- the-job.)
  20. 20. TECHNOLOGY Title Formula Description Resources: www.benchnet.com Saratoga Institute http://www.saratogainstitute.com/ Human Resources Benchmarking Association http://www.hrba.org/

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