Jul 15, 2008

KPI Metrics for HR Generalists

Praveen, a good friend of mine who works with a global IT consulting firm in Hyderabad called me up yesterday to ask me:

What would be metrics that a HR Generalist would need to keep in mind, apart from retention and attrition metrics?

While I couldn't think of any then, here are some that came to my mind later on. Am blogging about it so that Praveen can read it and I'd invite other readers to hop in and share what they think about them. In case you are a HR generalist then I'd like to hear from you what are the metrics that are Key Performance Indicators in your view.

1. Orientation Metrics - How soon can people start being productive after they join. These would be subjective measures usually, but can be objective for certain jobs - How many days/months it takes for the new accountant to process invoices to a standard etc.

2. Development Metrics - These would depend on the nature of the industry - but a generalist could be evaluated on how many employees get promoted or are on the fast track development program as part of the talent management process.

3. Bench metrics- This is related to point 2 above but needs to be seen as a business metric more. How many people are there who are ready to take over the key roles in the business if the current incumbent does not come to office tomorrow.

What would you add to the mix?


  1. I sort of disagree with your view that leadership and orientation metrics are HR generalist metrics. I think orienation of new employee and development of leaders is largely the responsibility of managers and HR is only a facilitator. And in most organisations orienation and leadership development is a corp function and not rest with the units.

    Better metrics would be engagement , opinion scores, business parter feedback

  2. I sort of disagree with Anonymous. Engagement metrics may very well be dependent on factors not influenced by HR no matter how much we might want to control them (i.e. management styles, departmental communication, accountability, and other initiatives dependent on executive management). Opinion scores and business partner feedback are dependent upon the same types of sometimes "uncontrollable" factors.

    I disagree because often if we are tracking metrics it is in part, to show how we add value and why we deserve the support of upper management. Before we start tracking those metrics, we need to track the metrics we have control over and the ability to change. Unless of course you have all of that support, in which case you should track engagement, opinion scores, and business partner feedback.

    I would add to the list:
    Usage and cost of benefits;
    Satisfaction with benefits;
    Full cycle recruiting efficiency and effectiveness;
    HR Customer satisfaction.

    I could be way off the mark, but that would be my take on it. I would be interested in what others have to say.

  3. Excellent starting point Gautam.
    In addition, I would add the metrics that provide visibility to the effectiveness of Talent Acquisition, Workplace Safety, Employee Satisfaction and Pay for Performance practices. I have added more details at http://www.enterprise20link.com/

  4. I would like introduce you all samples of human resource KPIs at