The share of scheduled working time lost to absence, usually days lost divided by days available, expressed as a percentage. It turns scattered sick days into a comparable number, and the useful reading is by team and by month, where patterns show long before annual totals do.
In HarmoniHRM: Analytics includes dedicated leave and time views, so absence trends are read from live records rather than assembled in a spreadsheet.
The rate at which people leave and are not replaced, gradually shrinking the organisation. In casual use it often covers all leaving, but strictly, departures that get backfilled are turnover and departures that do not are attrition.
An absence score that weights frequency more heavily than length: S squared times D, where S is the number of separate absence spells and D the total days. Many short absences score far worse than one long one; treat it as a prompt for a supportive conversation, never an automatic trigger.
Someone’s pay divided by the midpoint of their salary band, multiplied by 100. A compa ratio of 100 means paid exactly at the midpoint, and figures below about 90 or above about 110 usually prompt a closer look.
The total cost of making a hire, including advertising, agency fees, tooling and recruiter time, divided by the number of hires. It is useful for budgeting and dangerous as a target, because cheap hiring is not the goal, good hiring is.
A loyalty measure that asks how likely people are to recommend the company as a place to work, scored 0 to 10. Subtracting the share of detractors (0 to 6) from the share of promoters (9 and 10) gives a score from minus 100 to plus 100, tracked over time.
The estimated likelihood that a particular employee will leave soon, inferred from signals such as engagement trends, tenure, pay position and manager changes. It should prompt a conversation and a plan, never an automated decision about the person.
A unit that expresses workload in terms of full time positions, so two half time people equal one FTE. Headcount counts people; FTE counts capacity, and budgets usually run on the latter.
The total number of people employed at a point in time, the most basic workforce number there is. Even this one needs definition discipline: do contractors count, do people on leave count, and as of exactly when?
A talent review matrix that plots performance against potential across nine cells, from underperformers to future leaders. It is a conversation tool for succession and development decisions, not a verdict to be filed.
The percentage of offers made that candidates accept. A low rate points somewhere specific: pay below market, a slow process, or a gap between how the role was sold and what candidates found out.
Using workforce data to answer questions and guide decisions about people: who is leaving and why, where hiring is slow, which teams are overloaded. The point is better decisions, not prettier dashboards.
How well new hires actually perform and stay once inside, usually combining performance ratings, retention and manager satisfaction. It is the metric recruiting exists to move, and famously the hardest one to measure.
In HarmoniHRM: Recruit tracks quality of hire and interviewer calibration as part of its hiring analytics.
Departures of people the company genuinely wanted to keep. It is the number that matters most: losing a strong performer and losing a poor fit both count as turnover, but only one of them is a problem.
The percentage of people who stay over a period, the mirror image of turnover. The insight lives in the segmentation: by team, by manager, by tenure band, the averages hide everything interesting.
Total revenue divided by headcount, a rough measure of organisational productivity. Comparisons only mean something within the same business model, but the trend over time is telling for any company.
The number of people who report directly to one manager. Too wide and nobody gets real attention; too narrow and the organisation drowns in layers and managerial overhead.
In HarmoniHRM: Organo surfaces span of control issues directly on the live chart before they become people problems.
The number of days from a role being opened to an offer being accepted. It measures the end to end recruiting process, and it is the hiring metric that managers waiting for the new person feel most.
The number of days from a candidate entering your process to accepting the offer, measuring the speed the candidate actually experiences. Slow processes lose strong candidates to faster competitors, whatever the salary on offer.
In HarmoniHRM: Recruit tracks time to hire across every hiring campaign.
The rate at which people leave, whether or not their roles are refilled, usually expressed as a percentage of average headcount per year. Compare it within your own industry: turnover that is healthy in retail would be alarming in engineering.
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