With the participation of 160 global companies, my survey report on HR Metrics practices

1. Global HR Metrics
Survey Report
Emre Kavukcuoglu
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

2. Introduction
• The survey, which was conducted in May-June 2012, is
based on responses from 160 organizations across 7
continents.
• Aim of this research was to understand the HR
measurement and reporting practices and thus creating
a database based on company headcount sizes.
• For this purpose; 25 HR metrics were asked to be rated.
Also an open ended section enabled participants to
share their additional metrics.
• In this report, you may find the detailed survey findings.

3. Demographics
•
Out of 160 Organizations;
–
–
–
–
–
43% from Asia
33% from North America
9% from Europe
7% from Middle East
and 3% from Africa, Latin America, Australia/New Zealand (from each continent)
80
70
69
60
52
50
40
30
20
14
11
10
5
5
4
0
Asia
North America
Europe
Middle East
Africa
Latin America Australia/New
Zealand

4. Demographics
•
Out of 160 Organizations;
– 44% with an headcount size of 1.000 +
– 24% less than 200 employees
– 32% was between 200 - 500
40
38
35
30
26
25
23
25
24
20
15
13
10
5
8
3
0
2-9
10-49
50-199
200-499
500-999
1.000-4.999 5.000-9.999
10.000+

5. Key Findings
• General reporting practice is on monthly basis (more than half of
the respondents; 55%)
• 25% of the Organizations are reporting quarterly.
• And there were 15 Organizations which are not reporting but
following some HR metrics.
4%
6%
25%
Annual
Monthly
9%
55%
Not reporting
Quarterly
Semi annual

6. Key Findings-II
• The most rated HR metric was Headcount. Almost 80% of the
Organizations are reporting Headcount figures.
• Relatively small portion of the survey participants (50 and below)
are following;
–
–
–
–
–
–
–
–
–
–
–
Revenue/Headcount
Engagement Index
% of Positions with Succession Plans
High Performer Turnover Rate
Talent Management program Costs
High Potential Turnover Rate
First year of Service Turnover Rate
Bench Strength for critical positions
% of Employees eligible for retirement in next 5 yrs.
HCROI
HEVA

7. Key Findings-II
HEVA
HCROI
% of Employees eligible for retirement in next 5 yrs.
Bench Strength for critical positions
First year of Service Turnover Rate
High Potential Turnover Rate
Talent Management program Costs
High Performer Turnover Rate
% of Positions with Succession Plans
Engagement Index
Revenue/Headcount
Internal promotion rate
FTE
L&D Investment per Headcount
Labor Cost/Revenue
Cost per Hire
L&D Hours per Headcount
Overtime Costs
Workforce Profile (Age,Gender,Education
HR:Headcount Ratio
Time to Fill
Resignation Reasons
Voluntary Turnover Rate
Turnover Rate
Headcount
2
8
28
31
32
34
34
37
39
42
49
51
56
57
60
64
66
69
70
72
73
74
81
122
125
0
20
40
60
80
100
120
140

8. Key Findings-III
• Below table shows the Metrics rankings based on
company headcount sizes
HR Metrics Rankings by Company Size
Headcount
Turnover Rate
FTE
Internal promotion rate
L&D Hours per Headcount
Engagement Index
Voluntary Turnover Rate
Time to Fill
Workforce Profile (Age,Gender,Education
HR:Headcount Ratio
Resignation Reasons
% of Positions with Succession Plans
Labor Cost/Revenue
First year of Service Turnover Rate
L&D Investment per Headcount
High Performer Turnover Rate
Cost per Hire
Bench Strength for critical positions
Overtime Costs
Revenue/Headcount
Talent Management program Costs
% of Employees eligible for retirement in next 5 yrs.
High Potential Turnover Rate
HCROI
HEVA
10.000+
1.000-4.999
500-999
200-499
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
1
2
11
14
8
12
3
5
10
6
4
20
13
22
16
18
9
23
7
15
19
21
17
24
25
1
2
11
12
7
21
5
4
9
8
3
18
14
20
10
15
13
23
6
16
17
19
22
24
25
1
2
17
18
11
20
4
9
3
14
6
21
8
16
5
15
12
13
7
10
23
22
19
24
25

9. Asia
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

10. Demographics-Asia
• 69 Organizations participated into the survey
• 46 out of 69 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
18
17
16
15
14
12
12
10
10
8
6
6
5
4
4
2
0
1.000-4.999
10.000+
10-49
200-499
2-9
5.000-9.999
500-999
50-199

11. Key Findings-Asia
• 52% of the Asian Organizations are reporting on monthly basis
• 10% are not reporting at all.
• Quarterly reporting is represented by 16 companies
6%
9%
23%
Annual
Monthly
10%
52%
Not reporting
Quarterly
Semi annual

12. Key Findings-Asia
• The most rated HR metric was Headcount, followed by Turnover
Rate and HR to Headcount Ratio.
Headcount
Turnover Rate
HR:Headcount Ratio
Cost per Hire
Workforce Profile (Age,Gender,Education
L&D Hours per Headcount
Resignation Reasons
Labor Cost/Revenue
L&D Investment per Headcount
Time to Fill
Voluntary Turnover Rate
Overtime Costs
Internal promotion rate
Revenue/Headcount
Talent Management program Costs
Engagement Index
% of Positions with Succession Plans
High Potential Turnover Rate
High Performer Turnover Rate
% of Employees eligible for retirement in next 5 yrs.
FTE
Bench Strength for critical positions
First year of Service Turnover Rate
HCROI
HEVA
52
49
37
35
34
33
32
28
28
27
26
25
24
23
21
19
17
15
15
14
14
13
11
4
2
0
10
20
30
40
50
60

13. North America
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

14. Demographics-N.America
• 52 Organizations participated into the survey
• 28 out of 52 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
12
11
10
10
10
8
7
6
5
4
4
3
2
2
0
1.000-4.999
10.000+
10-49
200-499
2-9
5.000-9.999
500-999
50-199

15. Key Findings-N.America
• 58% of the American Organizations are reporting on monthly basis
• 12% are not reporting at all.
• Quarterly reporting is represented by 14 companies
2% 2%
27%
Annual
Monthly
58%
12%
Not reporting
Quarterly
Semi annual

16. Key Findings-N.America
• The most rated HR metric was Headcount, followed by Turnover
Rate and Voluntary Turnover Rate.
Headcount
Turnover Rate
Voluntary Turnover Rate
Time to Fill
FTE
Overtime Costs
Resignation Reasons
Workforce Profile (Age,Gender,Education
HR:Headcount Ratio
Labor Cost/Revenue
L&D Hours per Headcount
Cost per Hire
Revenue/Headcount
Internal promotion rate
Bench Strength for critical positions
L&D Investment per Headcount
First year of Service Turnover Rate
High Performer Turnover Rate
High Potential Turnover Rate
% of Positions with Succession Plans
Engagement Index
Talent Management program Costs
% of Employees eligible for retirement in next 5 yrs.
HCROI
HEVA
43
40
32
26
24
21
20
18
17
15
15
12
12
12
11
10
10
10
9
9
9
6
3
2
0
0
5
10
15
20
25
30
35
40
45
50

17. Europe
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

18. Demographics-Europe
• 14 Organizations participated into the survey
• 8 out of 14 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
4,5
4
4
3,5
3
3
2,5
2
2
2
1,5
1
1
1
10.000+
10-49
1
0,5
0
1.000-4.999
200-499
2-9
5.000-9.999
500-999
50-199

19. Key Findings-Europe
• 64% of the European Organizations are reporting on monthly basis
• Quarterly reporting is represented by 4 companies
7%
Annual
29%
Monthly
Not reporting
64%
Quarterly
Semi annual

20. Key Findings-Europe
• The most rated HR metric was Turnover Rate, followed by
Headcount and FTE.
Turnover Rate
Headcount
FTE
Voluntary Turnover Rate
Overtime Costs
L&D Investment per Headcount
Resignation Reasons
Labor Cost/Revenue
L&D Hours per Headcount
Revenue/Headcount
Workforce Profile (Age,Gender,Education
Time to Fill
% of Employees eligible for retirement in next 5 yrs.
% of Positions with Succession Plans
Engagement Index
High Performer Turnover Rate
High Potential Turnover Rate
HR:Headcount Ratio
Bench Strength for critical positions
Cost per Hire
Talent Management program Costs
Internal promotion rate
First year of Service Turnover Rate
HCROI
HEVA
12
11
9
8
7
7
7
5
5
5
5
5
4
4
4
4
3
3
3
2
2
2
2
1
0
0
2
4
6
8
10
12
14

21. Middle East
Survey Report
No part of this publication may be reproduced or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Emre Kavukcuoglu

22. Demographics-M.East
• 11 Organizations participated into the survey
• 8 out of 11 represented companies with headcount size of 500+
• Distribution of the participants based on headcount size is as follows:
6
5
5
4
3
2
2
2
1
1
1
0
1.000-4.999
10.000+
10-49
200-499
2-9
5.000-9.999
500-999
50-199

23. Key Findings-M.East
• 64% of the Middle Eastern Organizations are reporting on monthly
basis
• Annual reporting is represented by 2 companies
9%
18%
9%
Annual
Monthly
Not reporting
Quarterly
Semi annual
64%

24. Key Findings-M.East
• The most rated HR metric was Cost per Hire, followed by Time to
Fill and Resignation Reasons.
Cost per Hire
Time to Fill
Resignation Reasons
HR:Headcount Ratio
Headcount
Turnover Rate
Overtime Costs
Labor Cost/Revenue
Internal promotion rate
Workforce Profile (Age,Gender,Education
High Potential Turnover Rate
L&D Hours per Headcount
L&D Investment per Headcount
Voluntary Turnover Rate
Engagement Index
Revenue/Headcount
% of Positions with Succession Plans
First year of Service Turnover Rate
High Performer Turnover Rate
% of Employees eligible for retirement in next 5 yrs.
Bench Strength for critical positions
Talent Management program Costs
FTE
HEVA
HCROI
10
10
10
9
9
9
8
7
7
7
6
6
6
6
6
5
5
5
5
4
3
3
3
0
0
0
2
4
6
8
10
12

25. Epilogue
•
Many thanks to the participants of the survey. The report would be meaningless without
their support.
•
Some key takeaways:
–
As HR, we are not really focusing on measuring the value added or on predictive metrics.
–
This is obvious when going through the least cited HR metrics list.
–
We should be more looking at Revenue productivity, human capital value added, high-potential/high performer
employee moves, succession planning and finally at the success of our talent management initiatives.
–
Headcount, turnover rates, FTE are important but not sufficient, because they don’t tell you anything about the
future. By these means, you will be measuring only the present time. As HR,we should be giving data for future
readiness of our Organizations.
–
Finally, we should report senior management on a periodical basis; not reporting should not be an option for us.
•
More HR surveys will be conducted on http://www.hragenda.net
•
I also invite you to join http://twitter.com/hr_agenda
•
You can send your requests or comments to me via
emre.kavukcuoglu@anadoluefes.com