global hr metrics_survey_report_2012
DESCRIPTION
With the participation of 160 global companies, my survey report on HR Metrics practicesTRANSCRIPT
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
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.
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)
69
52
14 11
5 5 4
0
10
20
30
40
50
60
70
80
Asia North America Europe Middle East Africa Latin America Australia/NewZealand
Demographics • Out of 160 Organizations;
– 44% with an headcount size of 1.000 +
– 24% less than 200 employees
– 32% was between 200 - 500
3
13
23 24
26
38
8
25
0
5
10
15
20
25
30
35
40
2-9 10-49 50-199 200-499 500-999 1.000-4.999 5.000-9.999 10.000+
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.
6%
55% 9%
25%
4%
Annual
Monthly
Not reporting
Quarterly
Semi annual
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
Key Findings-II
125
122
81
74
73
72
70
69
66
64
60
57
56
51
49
42
39
37
34
34
32
31
28
8
2
0 20 40 60 80 100 120 140
Headcount
Turnover Rate
Voluntary Turnover Rate
Resignation Reasons
Time to Fill
HR:Headcount Ratio
Workforce Profile (Age,Gender,Education
Overtime Costs
L&D Hours per Headcount
Cost per Hire
Labor Cost/Revenue
L&D Investment per Headcount
FTE
Internal promotion rate
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
Key Findings-III
• Below table shows the Metrics rankings based on
company headcount sizes
HR Metrics Rankings by Company Size 10.000+ 1.000-4.999 500-999 200-499
Headcount 1 1 1 1
Turnover Rate 2 2 2 2
FTE 3 11 11 17
Internal promotion rate 4 14 12 18
L&D Hours per Headcount 5 8 7 11
Engagement Index 6 12 21 20
Voluntary Turnover Rate 7 3 5 4
Time to Fill 8 5 4 9
Workforce Profile (Age,Gender,Education 9 10 9 3
HR:Headcount Ratio 10 6 8 14
Resignation Reasons 11 4 3 6
% of Positions with Succession Plans 12 20 18 21
Labor Cost/Revenue 13 13 14 8
First year of Service Turnover Rate 14 22 20 16
L&D Investment per Headcount 15 16 10 5
High Performer Turnover Rate 16 18 15 15
Cost per Hire 17 9 13 12
Bench Strength for critical positions 18 23 23 13
Overtime Costs 19 7 6 7
Revenue/Headcount 20 15 16 10
Talent Management program Costs 21 19 17 23
% of Employees eligible for retirement in next 5 yrs. 22 21 19 22
High Potential Turnover Rate 23 17 22 19
HCROI 24 24 24 24
HEVA 25 25 25 25
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
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:
17
10
5
6
4
15
12
0
2
4
6
8
10
12
14
16
18
1.000-4.999 10.000+ 10-49 200-499 2-9 5.000-9.999 500-999 50-199
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
9%
52% 10%
23%
6%
Annual
Monthly
Not reporting
Quarterly
Semi annual
Key Findings-Asia • The most rated HR metric was Headcount, followed by Turnover
Rate and HR to Headcount Ratio.
2
4
11
13
14
14
15
15
17
19
21
23
24
25
26
27
28
28
32
33
34
35
37
49
52
0 10 20 30 40 50 60
HEVA
HCROI
First year of Service Turnover Rate
Bench Strength for critical positions
FTE
% of Employees eligible for retirement in next 5 yrs.
High Performer Turnover Rate
High Potential Turnover Rate
% of Positions with Succession Plans
Engagement Index
Talent Management program Costs
Revenue/Headcount
Internal promotion rate
Overtime Costs
Voluntary Turnover Rate
Time to Fill
L&D Investment per Headcount
Labor Cost/Revenue
Resignation Reasons
L&D Hours per Headcount
Workforce Profile (Age,Gender,Education
Cost per Hire
HR:Headcount Ratio
Turnover Rate
Headcount
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
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:
11
10
4
10
3
2
5
7
0
2
4
6
8
10
12
1.000-4.999 10.000+ 10-49 200-499 2-9 5.000-9.999 500-999 50-199
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%
58% 12%
27%
2%
Annual
Monthly
Not reporting
Quarterly
Semi annual
Key Findings-N.America • The most rated HR metric was Headcount, followed by Turnover
Rate and Voluntary Turnover Rate.
0
2
3
6
9
9
9
10
10
10
11
12
12
12
15
15
17
18
20
21
24
26
32
40
43
0 5 10 15 20 25 30 35 40 45 50
HEVA
HCROI
% of Employees eligible for retirement in next 5 yrs.
Talent Management program Costs
Engagement Index
% of Positions with Succession Plans
High Potential Turnover Rate
High Performer Turnover Rate
First year of Service Turnover Rate
L&D Investment per Headcount
Bench Strength for critical positions
Internal promotion rate
Revenue/Headcount
Cost per Hire
L&D Hours per Headcount
Labor Cost/Revenue
HR:Headcount Ratio
Workforce Profile (Age,Gender,Education
Resignation Reasons
Overtime Costs
FTE
Time to Fill
Voluntary Turnover Rate
Turnover Rate
Headcount
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
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:
3
1 1
4
2 2
1
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
1.000-4.999 10.000+ 10-49 200-499 2-9 5.000-9.999 500-999 50-199
Key Findings-Europe
• 64% of the European Organizations are reporting on monthly basis
• Quarterly reporting is represented by 4 companies
64%
29%
7%
Annual
Monthly
Not reporting
Quarterly
Semi annual
Key Findings-Europe • The most rated HR metric was Turnover Rate, followed by
Headcount and FTE.
0
1
2
2
2
2
3
3
3
4
4
4
4
5
5
5
5
5
7
7
7
8
9
11
12
0 2 4 6 8 10 12 14
HEVA
HCROI
First year of Service Turnover Rate
Internal promotion rate
Talent Management program Costs
Cost per Hire
Bench Strength for critical positions
HR:Headcount Ratio
High Potential Turnover Rate
High Performer Turnover Rate
Engagement Index
% of Positions with Succession Plans
% of Employees eligible for retirement in next 5 yrs.
Time to Fill
Workforce Profile (Age,Gender,Education
Revenue/Headcount
L&D Hours per Headcount
Labor Cost/Revenue
Resignation Reasons
L&D Investment per Headcount
Overtime Costs
Voluntary Turnover Rate
FTE
Headcount
Turnover Rate
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
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:
5
2
1
2
1
0
1
2
3
4
5
6
1.000-4.999 10.000+ 10-49 200-499 2-9 5.000-9.999 500-999 50-199
Key Findings-M.East
• 64% of the Middle Eastern Organizations are reporting on monthly
basis
• Annual reporting is represented by 2 companies
18%
64%
9%
9%
Annual
Monthly
Not reporting
Quarterly
Semi annual
Key Findings-M.East • The most rated HR metric was Cost per Hire, followed by Time to
Fill and Resignation Reasons.
0
0
3
3
3
4
5
5
5
5
6
6
6
6
6
7
7
7
8
9
9
9
10
10
10
0 2 4 6 8 10 12
HCROI
HEVA
FTE
Talent Management program Costs
Bench Strength for critical positions
% of Employees eligible for retirement in next 5 yrs.
High Performer Turnover Rate
First year of Service Turnover Rate
% of Positions with Succession Plans
Revenue/Headcount
Engagement Index
Voluntary Turnover Rate
L&D Investment per Headcount
L&D Hours per Headcount
High Potential Turnover Rate
Workforce Profile (Age,Gender,Education
Internal promotion rate
Labor Cost/Revenue
Overtime Costs
Turnover Rate
Headcount
HR:Headcount Ratio
Resignation Reasons
Time to Fill
Cost per Hire
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