Hr Analytics
Hr Analytics

Hr Analytics

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  • Pages: 6 (2803 words)
  • Published: October 29, 2017
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The metrics standards are complimented by a glossary which provides a definition for each data point, including specific details on what should be counted in or out of these data points. This combined set of information forms the standards upon which the British Columbia Human Resources Management Association (BC HARM) has developed the HRS Metrics Service. These metrics and the associated descriptions are coded into the survey and detailed reports we provide. Organizations following these standards will have a quick and easy way to link their metrics work to high-quality benchmarking data.

The British Columbia Human Resources Management Association (BC HARM), the Human Resources Institute of Alberta (HAIR) , the Human Resource Management Association of Manitoba (HIRAM), the Human Resources Professionals Association (HARP) (Ontario), and the Saskatchewan Association of Human Resource Professionals (SHARP) have declared this document as the single source of truth for HRS metrics. These standards are also open. The HRS Metrics Service gives permission for people to communicate and share these standards with anyone they wish.

We ask that the standards are not changed and that the HRS Metrics Service is referenced as the source of the material whenever they are used. Should you have any questions regarding the details of this set of standards and glossary please email [email protected] Org. Page 2 of 26 Metric Name Productivity Revenue per FEET Profit per FEET Human Capital Return on Investment Absenteeism Rate overtime per Uninominal contributor Headcount Metric Description The number of dollars of revenue from operations generated per FEET.

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e number of dollars of profit generated per FEET. (Based on pre-tax profit) The rate of return for each dollar invested in employee pay and benefits. (Based on pre-tax profit) The number of work days missed due to illness per FEET. The average number of overtime hours worked by each Individual Contributor. (Based on headcount) Revenue/FEET Formula (Revenue-operating Cost)/Total FEET {(Revenue – (Operating Cost – Labor Cost))/ Labor Cost} – 1 Sick Days/FEET Overtime Hours/languidly Contributor Headcount page 3 of 26 Compensation

Labor Cost per FEET Labor Cost Revenue Percent Labor Cost Expense Percent Benefits as Percentage of Total Compensation The average labor cost to the organization for each FEET. The total labor costs as a percentage of organizational revenue. The total labor costs as a percentage of total expenses. The total cost of benefits as a percentage of the total compensation costs. Labor cost/FEET Labor Costs/Revenue Labor Cost/Operating Cost Benefits/Labor Costs Page 4 of 26 Recruitment Vacancy Rate 90 Day Turnover Rate The percentage of positions being actively recruited for at the end of the reporting period.

The percentage of new employees leaving the organization within 90 days of starting their employment. The percentage of new employees leaving the organization on a voluntary Oasis Walton YOU clays AT starting tuner employment. I nee percentage of new employees leaving the organization on an involuntary basis within 90 days of starting their employment. The percentage of employees with less than 1 year of service who left the organization. The percentage of employees with less than 1 year of service who resigned. The percentage of employees with less than

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1 year of service who left the organization involuntarily.

People hired externally as a percentage of headcount. Executives hired externally as a percentage of Executive headcount. Managers hired externally as a percentage of Manager headcount. Individual Contributors hired externally as a percentage of Individual Contributor headcount. The percentage of people hired externally who self-identify as coming from a diversity category. Count of Vacant Positions/Headcount (Resignations + Retirements + Involuntary terminations) within 0-90 Days of Service / Headcount 90 Days of Service (Resignations + Retirements) within 0-90 Days of Service/ Headcount 90 Days of

Service Involuntary terminations within 0-90 Days of Service/ Headcount 90 Days of Service (Resignations + Involuntary terminations) within 0-1 year of service / Headcount 0-1 Year of Service Resignations within 0-1 Year of Service/Headcount 0-1 Year of Service Involuntary terminations within 0-1 year of service/Headcount 0-1 Year of Service New Hire Total/Headcount New Hire Executive Level Total/Executive Level Headcount New Hire Management Level Total/Management Level Headcount New Hire Individual Contributor Level Total/languidly Contributor Headcount (New

Hires who self-identify as an Aboriginal Person, Person with a Disability, or Member of a Visible Minority)/Total New Hires 90 Day Voluntary Turnover Rate 90 Day Involuntary Turnover Rate 1st Year Turnover Rate 1st Year Resignation Rate 1st Year Involuntary Turnover Rate External Hire Rate External Hire Rate Executive Level External Hire Rate Management Level External Hire Rate Individual Contributor Level Diversity Hire Ratio page 5 of 26 Recruitment continued Female Hire Ratio Under 25 Years Hire Ratio 25-29 Years Hire Ratio 30-34 Years Hire Ratio 35-39 Years Hire Ratio 40-44 Years Hire Ratio 45-49 Years Hire Ratio 50-54 Years

Hire Ratio 55-59 Years Hire Ratio 60-64 Years Hire Ratio 65 Years or Older Hire Ratio External Time-to-Fill I nee percentage AT employees anneal externally Ana won are Tamale. I nee percentage AT employees hired externally who are under the age of 25. The percentage of employees hired externally who are between the ages of 25 and 29. The percentage of employees hired externally who are between the ages of 30 and 34. The percentage of employees hired externally who are between the ages of 35 and 39. The percentage of employees hired externally who are between the ages of 40 and 44.

The percentage of employees hired externally who are between the ages of 45 and 49. The percentage of employees hired externally who are between the ages of 50 and 54. The percentage of employees hired externally who are between the ages of 55 and 59. The percentage of employees hired externally who are between the ages of 60 and 64. The percentage of employees hired externally who are between the ages of 65 and older. The average number of calendar days taken to fill a position from outside the organization. New Hires who are female/New Hires Total New Hires who are under 25/New Hires

Total New Hires who are between 25-29 Years old/ New Hires Total New Hires who are between 30-34 Years old/ New Hires Total New Hires who are between 35-39 Years old/ New Hires Total New Hires who are between 40-44 Years old/ New Hires Total

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