《HiBob：2024關鍵人力資源指標指南（英文版）（30頁）.pdf》由會員分享，可在線閱讀，更多相關《HiBob：2024關鍵人力資源指標指南（英文版）（30頁）.pdf（30頁珍藏版）》請在三個皮匠報告上搜索。

1、1Guides by HiBob|Visit our Resource CenterHR metrics that matter2Guides by HiBob|Visit our Resource CenterWhy should HR use a data-driven approach?3What are HR metrics?3Recruitment 6Key metrics to help measure recruitment 7Diversity,equity,inclusion,and belonging(DEI&B)11Retention 19Use an HCM to co

2、llect and analyze your HR data 27Examples of people metrics in action:Grow stronger with data on your side 28Meet Bob 293Guides by HiBob|Visit our Resource CenterWhat are HR metrics?HR metrics are measurements that determine the effectiveness of your human resources initiatives.Once youve determined

3、 your critical goals for recruiting;retention;and diversity,equity,inclusion,and belonging(DEI&B);you can use HR metrics to take a data-driven approach to track and assess your progress and challenges.Why should HR use a data-driven approach?In todays world of work,HR professionals are involved in s

4、trategic decisions about their companys growth and successwhat is working,what isnt,and where to invest future efforts.But HR leaders dont gather all their insights or make these decisions in a bubble.They work with other departments to devise a business strategy and identify goals to drive business

5、 transformation.Close collaboration between HR and other key departments makes sense:In what Deloitte calls the emergence of“boundaryless HR”in its 2024 Global Human Capital Trends research,81 percent of business executives surveyed said that their business and people agendas are more intertwined th

6、an ever before.According to Deloitte,the most effective HR teams today“focus on shared outcomes,such as agility,customer satisfaction,and human performance,and analytics that combine multiple data sources(HR,finance,operations,etc.)to uncover issues and illuminate solutions.”Turning insights into ac

7、tion begins with people data:the facts and figures that support key conversations that enable HR to gain a deep understanding of their organizations.This data is also fundamental to identifying problem areas early before they cost the company money or talent.But accessing and interpreting that data

8、isnt always easy.4Guides by HiBob|Visit our Resource CenterEven when companies have data,that information can be siloed by departments or technology systems.As a result,leaders dont see the whole picture.Sometimes,companies have so much data available that leaders need help digesting all the informa

9、tion to make good decisions.Companies are increasingly hiring HR data analysts to help sift through the information and provide insights.They are also turning to HR technology,such as an HCM,to help gather and parse data.If your organization doesnt have HR data analysts or sophisticated HR technolog

10、y,you can still use key performance indicators(KPIs)to assess your business and make the informed,data-driven decisions you need to ensure business success.5Guides by HiBob|Visit our Resource CenterIn this guide,well focus on three key areas that help to define a companys success:RecruitmentHire bet

11、ter talent fasterTime to fill,time to hire,quality of hire,professional growth,cost per hire,offer acceptance rate,candidate experience score,sourcing channel effectivenessDEI&BCreate a culture of fairnessPay gap,salary range penetration,salary average,gender diversity ratio,turnover rate by demogra

12、phic,leadership diversity ratio,inclusion survey results,representation benchmarks(industry and internal goals)RetentionKeep your best peopleeNPS,career path ratio,salary change,absenteeism rates,L&D,turnover rate(voluntary and involuntary),retention rate of high performers,internal mobility rate,ex

13、it interview insights,burnout indicators(overtime hours,absences,etc.)1.2.3.6Guides by HiBob|Visit our Resource CenterRecruitmentBuilding a great recruitment strategy is vital to shaping a companys future and helping HR develop strong workflows that enable hiring better talent faster.Creating a smoo

14、th recruitment process also makes it easier for HR teams to collaborate with colleagues across the organization,including hiring managers and partners in finance and legal.By working together,HR leaders can craft a recruitment strategy that attracts top talent,aligns with organizational goals,reduce

15、s bottlenecks,and enhances the candidate experience.Most importantly,effective recruitment strategies help businesses remain competitive in todays dynamic job market.7Guides by HiBob|Visit our Resource CenterTo optimize recruitment,its essential to track the right metrics.Keeping track of these data

16、 points is key to painting a clear picture of how your hiring process performs,highlights what can be improved,and helps refine strategies for long-term success.Here are some of the most critical metrics for measuring the effectiveness of your recruitment strategy and how to calculate them.1.Time-to

17、-fill and time-to-hireTime-to-fill and time-to-hire are two of the most important recruitment metricsbut theyre not the same.The difference is small but meaningful,especially since recruiting costs are so high.And the more time you spend on interviews,the more expensive the process becomes.Diving in

18、to these two metrics can help HR find lags in both the recruitment processes(such as posting jobs on the wrong Key metrics to help measure recruitmentchannels or too few recruiters dealing with too many applicants or open roles)and interview processes(hiring managers who are slow to respond,overly c

19、omplicated tasks,or involving too many people in the decision).Time-to-fill measures the time for the entire hiring process,from when a job request is made to when an offer is accepted.8Guides by HiBob|Visit our Resource CenterTime-to-fill can be measured company-wide or by department or role.Your f

20、ormula to calculate time-to-fill is:The number of days between the starting point(when the role is approved or advertised)and the endpoint(the date the candidate accepts the job).The average time-to-hire is currently 44 days.Your formula to calculate time-to-hire is:The number of days between the st

21、arting point(when the new hire starts the recruitment process)and the endpoint(the date the candidate accepts the job).Time-to-hire measures the time from when the eventual hire begins the recruitment process to when the offer is accepted.2.Quality-of-hireQuality-of-hire,which gauges the value a new

22、 hire adds to an organization,is considered the“holy grail”of HR metrics.In a LinkedIn study,88 percent of recruiting professionals said this data would be helpful.However,less than half(48 percent)said they currently use it.A healthy quality-of-hire score shows that recruiters bring in good people,

23、managers support retention efforts,and new hires thrive in their new roles.You can measure the score by taking a few key HR metrics into consideration,based on your companys goals and priorities.First,determine which metrics you want to focus on,assign a number from 1-5 to measure an employees effec

24、tiveness in regards to the metric,and then calculate as follows:Metric 1 +Metric 2 +Metric 3(Number of metrics)9Guides by HiBob|Visit our Resource CenterThe LinkedIn study found that the top three metrics for quality-of-hire are employee retention,employee engagement,and performance appraisal score.

25、The list of measurable metrics is long and varied.Quality-of-hire can be measured continuously throughout a persons time at the companyand even before.Pre-hire quality is a predictive measure based on interviewer impressions,referrals,scores on aptitude tests,and performance on assignments/assessmen

26、ts.An accurate pre-hire quality measurement can help predict a candidates future success at a company,and some research shows that“organizations that invest in a strong candidate experience improve their quality of hires by 70%.”Quality of hire can be measured at the end of the 90-day onboarding per

27、iod by looking at a new hires success in their role,social acclimation,and day-to-day performance.Manager reviews and 360-degree feedback can also help measure quality-of-hire at this early stage.3.Employee growth rateA healthy company positioned to succeed is growing and adding new team members.Com

28、pany growth rate measures how much a company has grown or contracted over a specific period.A positive number shows a positive growth rate,i.e.,that the company is growing.A negative number reveals a negative growth rate and that the number of people leaving is higher than the number joining the com

29、pany.Measuring the employee growth rate can help HR understand growth patterns in an organization and better plan for the future.The more a company grows,the more complex its needs will be.To calculate your companys growth rate,compare the number of employees at two different points in time and divi

30、de that number by the number of employees at the second time interval.The growth rate is usually expressed as a percentage.10Guides by HiBob|Visit our Resource CenterThe formula for calculating the growth rate is:You can also calculate employee growth rates among a specific group in your organizatio

31、n,such as per team or department.Other HR KPIs associated with company growth include headcount,which refers to the number of employees in your company,the number of new hires over a specified timeframe,and the number of terminated employees over a specified timeframe.(#of employees in current perio

32、d)-(#of employees in previous interval)(average#of employees)(total workdays)10011Guides by HiBob|Visit our Resource CenterDiversity,equity,inclusion,and belonging(DEI&B)Its no secret that diverse teams work better.Theyre a must-havebut they dont build themselves.HR professionals are familiar with t

33、he term DE&I for diversity,equity,and inclusion.But the“b”for belonging is there because it takes more than diversity,equity,and inclusion for people to do their best work.They must feel they are an integral part of the organization,where they are seen,heard,and valued.Here are metrics to objectivel

34、y measure a companys diversity efforts and successes and locate areas of improvement.12Guides by HiBob|Visit our Resource Center1.Pay gapNo single compensation leader or HR professional can solve the gender pay gap,which is a global issue.But,HR does have the power to shift the conversation and make

35、 closing the pay gap a priority.According to the Pew Research Center,the gender pay gap in the United States“hasnt changed much in two decades”and currently stands at 18 percentmeaning women earn about 82 cents for every dollar.But,the pay gap also varies by race and ethnicity.According to the Burea

36、u of Labor Statistics,full-time Hispanic employees earn 76 percent less than White employees,for example.Black women earn 87.5 percent as much as White women and Asian men,and womens earnings were higher than their White counterparts.To calculate the pay gap,compare the salary averages of two differ

37、ent groups.For example,to measure the pay gap between men and women,find the salary averages for each gender.Next,subtract the womens salary average from the mens salary average.Take this number,divide it by the mens average,and multiply it by 100 to get the percentage difference between the two gro

38、ups.Salary medians can similarly measure the pay gap(median compares the midpoint salary of each group.)Step 1:Total womens salariesNumber of womenAveragewomens salaryTotal mens salariesNumber of menAveragemens salary13Guides by HiBob|Visit our Resource CenterStep 2:These gaps represented by percent

39、age can help HR professionals understand implicit and explicit differences in how their organizations culture and policies apply to different gender,racial,and ethnic groups.As you look at the gender pay gap,also take a close look at intersectionalitywhen people may have multiple identities that put

40、 them at a disadvantage in society.For example,Black and Hispanic women face a gender pay gap because they earn less than men and a racial pay gap,because they earn less than white women.Other social identities,such as disability,ethnicity,class,weight,and physical appearance may combine with gender

41、 and result in additional disadvantages in salary.Average mens salary-Average womens salaryAverage mens salary10014Guides by HiBob|Visit our Resource CenterMedian weekly earnings by race/gender from BLSSource:Bureau of Labor StatisticsPay in USD15002000Asian menAsian womenHispanic womenBlack womenWh

42、ite womenHispanic menBlack menWhite men$1,292$1,876$1,069$1,069$987$935$964$82515Guides by HiBob|Visit our Resource CenterThe implications of the pay gap are immediate(current salary),cumulative(total lifelong losses),and benefits-related(non-monetary differences).With this data in hand,HR can work

43、to build a system that addresses existing inequities and prevents future missteps.2.Salary range penetration Every job description in an organization should come with an estimated salary range.While there may be occasional deviations from this range for exceptional candidates,the range should reflec

44、t the standard pay for this position.Using this assigned range,HR can calculate someones salary range penetrationmeaning,how far they are into their range.The formula is:Examining differences in salary range penetration can help reveal pay gap issues.Its good practice to conduct regular compensation

45、 audits and compare compensation for team members in similar roles with similar amounts of experience.3.Salary average The salary average is a similar metric used to spot pay gaps.Measure the salary average by team,department,employee demographic,or organization.To calculate the salary average,add a

46、ll the salaries in your chosen group and divide by the number of people in that group.The calculation looks like this:sum of base salaries in specified groupsnumber of employeesAveragemens salary(salary)-(range minimum)(range maximum)-(range minimum)10016Guides by HiBob|Visit our Resource CenterSala

47、ry average is a vital HR metric for understanding diversity,equity,inclusion,and belonging in your organization.By break-ing down your salary averages by demographic(age,race,gen-der,ethnicity,sexual orientation,etc.),youll be able to identify any existing inequities in your organization that go bey

48、ond roles and their differences.4.Gender diversity ratioTo understand your teams gender breakdown,its easiest to measure in ratio form.Using ratios will help you assess how diverse your organization is as a whole,within teams,and in other groups.The gender diversity ratio is used to determine if the

49、re is an equitable or fair representation of people of different genders within your organization.It is most commonly used to measure the ratio of men and women but can also include non-binary people.To calculate your companys gender diversity ratio,youll need to divide your people into groups based

50、 on declared gender and then divide them down to the smallest numbers.#men employees:#women employees:#non-binary employees:#other employeesThe diversity ratio can also measure the representation of different types of groups within your organization,such as race,ethnicity,or age.For a company to sho

51、w that it cares about DEI&B,it must put its money where its mouth is:It must foster an inclusive culture that celebrates diversity and gives people from underrepresented populations a chance to succeed.By tracking and reviewing these metrics,HR can make sure people from all teams and walks of life a

52、re well-represented among their groups and receive fair pay.17Guides by HiBob|Visit our Resource Center5.ERG ratioEmployee Resource Groups(ERGs)help boost DEI&B and company culture,increase belonging,and connect people to the community.You can measure satisfaction and engagement through surveys and

53、participation tracking.The first step to measuring participation rates is defining what an active member looks like.Use the following formula to find the participation rate of your companys ERG-sponsored meetings or developmental events.6.DEI&B initiative metricsAssess the companys progress on diver

54、sity,equity,inclusion,and belonging by measuring awareness of it.You can measure the percentage of employees or customers who know about the companys commitment to DEI&B or who engage in online discussions about related topics.If youve established specific goals,such as establishing a mentorship pro

55、gram,track your companys progress on those.Measuring some aspects of DEI&B,like recruiting and retention,is straightforward.If you want to improve diversity in hiring,start with your applicant pool.One formula to assess if youre including enough people in your candidate pool is:#of active members#of

56、 all membersactive member participation rate100Other metrics could compare members promotion and retention rates to nonmembers.%of diverse applicants%of all applicants18Guides by HiBob|Visit our Resource CenterNext,look at the percentage of diverse candidates hired compared to all candidates hired.D

57、ig a little deeper into what jobs(and what salaries)the candidates accepted.If the majority of diverse candidates accepted lower-level jobs or similar jobs at lower salaries,this requires a closer look.Collecting metrics for inclusion and belonging is more complex.People who dont feel included will

58、leave the company.Look at turnover by demographics for teams and departments.Examine when women and people of color get promoted versus their counterparts.Performance and opportunities will impact this statistic,but you can still look for trends that might indicate an issue.The demographics of a dep

59、artment or company board can also point to inclusion issues,especially if those groups consist of long-time colleagues and acquaintances.Dig deeper with surveys to find out if people feel respected,valued,and involved.19Guides by HiBob|Visit our Resource CenterRetentionEmployee retention will always

60、 be a top concern for HR,recruiters,and management.Keeping retention rates high helps companies save on recruiting and onboarding costs while increasing employee loyalty and trust.Below are several key metrics to help measure retention.20Guides by HiBob|Visit our Resource Center1.eNPS(employee net p

61、romoter score)eNPS is a metric that assesses peoples job satisfaction by measuring their willingness to recommend their current company to others.If people want their friends to get on board,its safe to say theyre reasonably satisfied working at the company.If theyre telling their pals to stay away,

62、its a sign of bigger problems.Of all the HR metrics,eNPS is the easiest to measure.Send people a survey and ask,“On a scale from 0-10,how likely are you to recommend this company as a place to work?”Divide people into“promoters”(9-10),“passives”(7-8),and“detractors”(0-6).The formula for eNPS is:A sc

63、ore between 10 and 20 is reasonable,20 and 30 is good,and 40 and 50 is outstanding.In designing the survey,its best to include room for open-ended answers which can help locate areas for improvement.For a more thorough analysis,organize results in various ways,such as by department,role,length of em

64、ployment,or even gender,age,and race.This can help determine if any issues are company-wide or related to specific groups.Companies usually run eNPS surveys every three to six months.This continuous process allows your people to offer constructive feedback,collaborate with managers,and share collect

65、ive responsibility.(number of promoters-number of detractors)number of respondents10021Guides by HiBob|Visit our Resource Center2.Career Path RatioYour people should feel empowered to move in all directions.Using the career path ratio,HR can keep track of promotions and lateral moves to see how empl

66、oyees are growing,changing,and adapting within the organization.To calculate this metric,divide the total number of promotions by the sum of all upward and lateral role changes.Start with a lookback period of at least a year to ensure theres enough data.This number is easy to calculate for companies

67、 with clear org charts and distinct job titles and tiers.The trickier part is understanding where and how to improve.Providing several growth tracks and encouraging promotion from within is critical.When movement is strictly vertical,professionals who have reached their promotional ceiling can feel“

68、stuck.”An organization that is too“top-heavy”might unintentionally push great people away.And companies that discourage lateral moves can find people growing bored and leaving.To understand the cause of a retention issue,examining the career path ratio is a great place to start.3.Salary change Peopl

69、e want to feel that they are growing within their companies,both in their career path and salary.A company that doesnt increase wages over time is more likely to see a higher attrition rate as people leave for companies that will pay them more.(total number of promotions)(all role changes:promotions

70、+lateral moves)22Guides by HiBob|Visit our Resource CenterThe salary change KPI presents your companys base salary changes over time and helps you to make informed salary cost estimates and projections.To calculate salary change,you measure the difference between the sum of base salary values over t

71、wo periods of time and divide by the sum of base salaries in the previous time interval.Then,multiply this number by 100 for a percentage salary change.sum of base salaries in current time interval-sum of base salaries in previous intervalsum of base salaries in previous interval%salary change100You

72、 can calculate salary change across the entire company or filter by team,department,or a specific segment or group.A low percentage indicates few salary increases among this group,which can impact employee retention.4.Absenteeism rates When absences become habitual or are taken without good reason,t

73、hey can cause a drag on productivity.If one person is unreliable,the whole team feels it.Thats why when we talk about absenteeism,we distinguish between excused and unexcused absences.Excused absences are scheduled in advance,giving the rest of the team enough time to shift the workload.Unexcused ab

74、sences arrive without warning and can leave teams in the weeds.Sick days and other unplanned absences will happen,but when they keep happening and for no excusable reason,leaders need to address them.For example,according to HR Dive,absences related to COVID“cost employers more than$78.4 billion nea

75、rly$1 billion each week.”23Guides by HiBob|Visit our Resource CenterTo calculate a companys absenteeism rate,divide the number of unexcused absences by the amount of time being measured,and multiply the result by 100.A companys absenteeism rate should be as close to zero as possible.There are many c

76、auses of absenteeism,such as bad management,workplace stress,burnout,and general feelings associated with disengaged employees,such as feeling undervalued or that their work has no impact.However,there may also be other reasons.The Bradford Factor is a specific type of absenteeism measurement that m

77、easures individuals and the duration and frequency of absenteeism.To measure someones Bradford Factor,use the Bradford formula:S2 x D=BHere,“S”is for“spells,”meaning the number of absences over a set period.Square this number and then multiply it by“D”for“days,”meaning the total number of days a per

78、son was absent.The Bradford Factor doesnt just measure the number of days off but focuses on the number of absences.It is based on the theory that shorter,more frequent absences are more detrimental to the organization than longer,less frequent ones.average#of employees missed workdaysaverage#of emp

79、loyees total workdays10024Guides by HiBob|Visit our Resource CenterWhen you use the Bradford Factor,a higher score reflects a more significant negative impact on the business.A score of less than 50 should not merit concern.This is the one HR metric where a lower score is better.If you see a team me

80、mber routinely taking short absences,it could be a warning sign about their health and/or wellbeing,not necessarily about their attitude about work.In this case,scheduling a one-on-one to discuss their situation may help them get the resources needed to address any issues.5.Presenteeism rates Presen

81、teeism occurs when people are at work but arent engaged.They might be sick,burned out,or working in a toxic environment.Regardless of the cause,experts have estimated that presenteeism costs companies more than$150 billion in lost productivity.Presenteeism is more challenging to calculate than absen

82、teeism,but you can get a general idea by surveying your people with questions like,“What percentage of the week are you at work but unproductive?”Lets say the average answer is 10 percent.With that number,you can use this formula:40 hour work week x 10 percent time lostNumber of hours lost per year5

83、2 weeks#of hours lost per year Cost of presenteeismaverage hourly salaryTo get the total cost,multiply the number of hours lost per year by the organizations average hourly salary.25Guides by HiBob|Visit our Resource Center6.Learning and developmentMost executives(72 percent)in the 2021 Deloitte Glo

84、bal Human Capital survey said the ability of people to adapt,reskill,and take on new roles was the most or second most critical factor in helping companies face future disruptions.L&D and upskilling are vital ways to address skills gaps,optimize talents,and attract and retain people.Deloittes 2024 s

85、urvey reports that executives focus has narrowed to filling the skills gap in human capabilities and that 71 percent of them plan to train their workforces in generative AI to scale their peoples capabilities and create more value across their organizations.Common measurements of trainings ROI inclu

86、de course completion rates,course grades,employee satisfaction surveys,and costs.However,other measurements can more closely relate to trainings impact on business outcomes.Measure employee productivity before and after training to spot improvement.A team engagement survey can indicate if a leader c

87、ommunicated more effectively after training than before.KPIs for mobility can determine if people got promoted after training,and retention data can indicate if people left.In general,companies should focus on creating a warm and inclusive company culture.This is not just about providing company per

88、ks such as well-stocked kitchens and pool tables.Instead,its about creating an environment where people feel they belong and can bring their best selves to work.26Guides by HiBob|Visit our Resource CenterHuman capabilities top the list of core skills,but theres a gap to fillSource:World Economic For

89、um.0%10%20%30%40%50%60%70%Core skills for workers in 2023Estimated average skill setAnalytical thinking Creative thinkingResilience,flexibility,and agilityMotivation and self-awarenessCuriosity and lifelong learning27Guides by HiBob|Visit our Resource CenterAlthough measuring some KPIs by hand or th

90、rough spreadsheets is possible,its not a sustainable way to maintain a current and accurate view of the company.For this reason,many companies use human capital management(HCM)software to collect and analyze their data.With an HCM,they can collect data from multiple sources,reducing silos.Advanced a

91、nalytics are there to help you understand the data clearly so you can make better and more informed decisions quickly.Use an HCM to collect and analyze your HR data28Guides by HiBob|Visit our Resource CenterIn Deloittes 2024 Global Human Capital Trends report,they found that“only about 1 in 3 execut

92、ives strongly agree that their organization values the work performed by HR,”but that the HR function is critical to“unlocking human performance and potential.”HR leaders play an increasingly vital role in organizations beyond the people function.In todays environment,companies rely on HR leaders to

93、 help make decisions that directly influence the businesss bottom line.With this increased responsibility,HR leaders must be more data-driven.That requires pouring through endless sources of data and collaborating with other functions to make sound and agile decisions.Examples of people metrics in a

94、ction:Grow stronger with data on your sideHR teams can use the metrics outlined in this guide to proactively address peoples concerns before they start to affect recruitment,retention,and engagement rates.In the past,only large organizations could employ such data-driven HR strategies.But modern HR

95、tech is making it easy for companies to analyze,use,and provide the data HR leaders need to lead their companies to success.The knowledge HR can glean about people impacts entire organizational structures and strategies.With the right HR platform and people analytics,companies can combine these HR m

96、etrics with other business data,such as financial statistics and compensation packages,to maximize effectiveness and drive long-term success.29Guides by HiBob|Visit our Resource CenterMeet BobAt HiBob,weve built a modern HR platform designed for modern business needstoday and beyond.We focused on bu

97、ilding something that is robust yet intuitive and easy-to-use,which has led Bob to be the platform of choice for thousands of fast-growing modern,mid-sized organizations.For managersIt provides access to data and insights to help them lead more effectively and streamline processes.For HRIt delivers

98、automation of many common processes,allows greater oversight and visibility of the business,and centralizes all people data in a secure,user-friendly environment.For employeesIts the tools and information they need to connect,develop,and grow throughout their journey.In a short time,Bob can be deplo

99、yed to enable communication,collaboration,and connectivity that drives stronger engagement,productivity,and business outcomes.30Guides by HiBob|Visit our Resource CenterNow is the time to make smarter decisions when it comes to your people and organizationTo learn more about HiBob and our data-drive

100、n tools,get in touch with us at SCHEDULE A DEMONEW YORK275 7th Ave,New York,NY 10001AMSTERDAMVijzelstraat 68,1017 HL Amsterdam NetherlandsTEL AVIV28 Ben Avigdor St.Tel Aviv 6721848IsraelLISBONAvenida Liberdade 36,Piso 7,1250-147 Lisboa,PortugalBERLINFactory Berlin Mitte,Rheinsberger Strasse 76/77,10115,BerlinSYDNEYRedlich,Level 65 19 Martin Place Sydney NSW 2000LONDONThe Buckley Building,49 Clerkenwell Green,London EC1R 0EB