HRA Metrics

S.
No
HR Function
Learning & Development
Onboarding & Induction process
Compensation Systems
Performance Management
Employee Growth and

Progression
Employee Grievance
Management
Exit Management Process
Succession Planning
Succession Planning
Metrics
Training cost
Training recipients
Time spent training
Training Evaluation & Feedback
Retention Rate
Feedback
Essential onboarding elements delivered
Average no of days after offer acceptance before onboarding begins
Hires who left within 6 months
Offer Acceptance Rate

High Performer Voluntary Turnover Rate
Compensation Revenue Factor
Compensation Expense Percent
Business-impacting parameters
Number of employees are ambigous about their goals
Number of goals which exceeded time limit
Level of abstraction/transparency
Years spent in current role
what employee wants to do and what he is currently doing
Attrition (job dissatisfaction)
Average number of days taken to redress grievances
Total number of grievances received
Employee satisfaction rating
Capability Analysis
% adherence to time line
Exit Survey
Time taken for Exit formalities (PF settlement, etc.)
Percentage of positions with ready replacements

Priority positions that have limited or no successors
Percentage of positions covered by succession plan process

Number of positions filled internally vs externally
Reasoning
sum that can be compared with competitors and similarly sized companies to see the size and activity
of your department
who is undergoing the training and is it worth the cost
measures efficiency of trainer
checks if the training was of any value
Every organization should aim to maximize retention

Look for scope for improvement and impact of process
higher figure increases productivity
Number of days utilised in accelerating employee to become job ready.
Higher figures indicate inefficient and flawed onboarding system.
key indicator showinghow successful the Organization is in attracting new employees and the
attractiveness of compensation and benefits programs
High Performer Voluntary Leaves due to compensation / Headcount
This metric describes how much was invested to employees' compensation in order to generate
revenue (net sales)
describes how much was paid to employees as a percentage of overall operating expenses
Checking
Checking
Checking
Checking
if business goals are linked to performance.

if goals are specific.
if goals are timely.
transparency of the PMS system.
Finds out the current career stage of the employee.

Finds the gap between the expectation and current role of the employee.
Shows if career progression is ineffective.
Efficiency of process.
How happy are employees with current processes.
How effective was the grievance redressal mechanism.
Finding a suitable replacement.

Smooth transitioning of responsibility.
Finds out reason of exit.
Efficiency of process.
prevents loss of time and money

checks where current employees stand in terms of skills and learning
good identification of critical positions of company

Higher number signifies a good succession planning process implemented by the complany
S.No.
Metric
Reporting Manager-Span of Control
Wage Cost/ Overall HR Expenditure
Gross Revenue per Person
Organisational Strength/Number of HR Employees
Number of Customer Facing Staff/Number of Support

Staff
% Roles for which successors identified
% employees exiting organization after 5 years tenure
% employees handing same role> 3 years
% of offers rejected / offer made
10
% of candidates hired through placement consultants
Reasons of requirement in HR Dashboard
Address cost & structure of management staff...Gives an idea whether the management is top heavy
and evaluating this trend over a period of time gives insight into the affect on business this has...Or
adjust & optimize by increasing span of control where workers perform better with less managemen
decrease span of control with entry level workers who need more guidance...Results in optimal cost st
productive workers.
High wage cost indicates a well paid labour force but also suggests that a major chunk of the exp
organization go into paying the labour as compared to other activties...Low wage cost may indicate
workforce in case of a large workforce or may also indicate a low workforce with no impact on emplo
level.
Revenue per employee is a measure of how efficiently a particular company is utilizing its employees
revenue per employee is a positive sign that suggests the company is finding ways to squeeze more
out of each of its workers... Low revenue per person suggests that the labor force might be extensive
faltering.
The metric helps to measure HR Effectiveness... It helps to downsize/upsize the HR department

number...The appropriate ratio is between 1:100-1:200, depending on the level of the organ
1. This metric helps in determining the efficiency of the front end staff... It helps to ascertain the staff
is an indication of the actual might of the company... This ratio shouldn't be either too high or too low
indicate that the organisation does not have enough support function and a low ratio will prove to b
organisation.
This metric helps to assess the readiness of the organisation for succession to a position... This ratio
about the prospective vacancies in the organisation.
If the percentage is high that can mean the growth opportunites might be low in the organization. H
compensated well by the organization... If the percentage is low that means the appraisal systems in
doing good.
If the percentage is high, the appraisal rating system has not done justice to ratings. The company
rotated his job... If the percentage is low, it indicates that employee is engaged and his/her job is ro
intervals.
If the percentage is high, it can be because of the poor way applicants were treated during the s
selection process, cancelled or postponed interviews, dull interviews with repeat questions, and d
decisions send a negative message to candidates... If the percentage is low it means that the abov
handled well.
If the percentage is high it may be be due to sudden increase in the attrition in the company and the
to hire quickly... Or it can be due to the fact that the company got a project which requires specialize
the company does not have enough pool of employees.

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S.

Learning & Development

Onboarding & Induction process

Employee Growth and

Exit Management Process

Offer Acceptance Rate

Percentage of positions with ready replacements

Percentage of positions covered by succession plan process

Every organization should aim to maximize retention

if business goals are linked to performance.

Finds out the current career stage of the employee.

Finding a suitable replacement.

prevents loss of time and money

good identification of critical positions of company

Reporting Manager-Span of Control

Wage Cost/ Overall HR Expenditure

Gross Revenue per Person

Organisational Strength/Number of HR Employees

Number of Customer Facing Staff/Number of Support

% Roles for which successors identified

% employees exiting organization after 5 years tenure

% employees handing same role> 3 years

% of offers rejected / offer made

% of candidates hired through placement consultants

Reasons of requirement in HR Dashboard

The metric helps to measure HR Effectiveness... It helps to downsize/upsize the HR department

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