Annual Attrition Rate
Total separations (voluntary + involuntary) over a year.
113 operational metrics — the things organizations compute from their systems (attrition rate, engagement score, time-to-fill).
A metric is operationalized differently than a survey scale: a formula over operational data, not items reflecting a latent trait. Each metric links to the construct(s) it operationalizes, which is how operational measurement connects to the relationship network. See the explainer for the measurement model.
Total separations (voluntary + involuntary) over a year.
The percentage of employees who leave a unit over a one-year period.
Unit-/firm-level aggregate turnover; the predictor of org performance.
The total cost incurred by the organization to replace employees who left during a period.
Share of new hires who leave within their first year.
Turnover rate segmented by employee performance category.
A rating of how detrimental a particular employee's departure would be to the organization.
Share of employees terminated/laid off over a period.
Voluntary turnover rate among high performers or employees in critical roles.
The rate at which recently hired employees leave within an early-tenure window.
The percentage of separations deemed high-impact or undesirable to the organization.
Voluntary loss of high performers / hard-to-replace talent.
The average cost to hire and fully onboard a replacement for one departed employee.
A predictive score estimating an employee's likelihood of leaving the organization in the near future.
The rate at which employees leave a given team during a period.
An employee's self-reported conscious intent to leave the organization within a given time frame.
The percentage of employees who leave the organization during a given period.
Share of employees who leave voluntarily over a period.
The proportion of total compensation that is spent on employee benefits.
The percentage of eligible employees who use a particular benefit.
The share of total pay that is variable or incentive compensation.
Compares an individual's salary to the midpoint of their job's pay range to gauge where they sit relative to the market rate for full competence.
Survey measure of employees' satisfaction with their pay and benefits.
Counts employees paid outside their salary range, either below the minimum (green-circle) or above the maximum (red-circle).
Analysis of pay differences across gender, ethnicity, or other protected classes, controlling for role and level.
Compares an employee's or the organization's pay to the market median or target percentile for the role.
Survey measure of employees' perceived understanding of their compensation.
Shows how far an individual's pay has progressed through the assigned salary range.
An employee's pay relative to an external market reference point.
The pay range assigned to a job based on job value and market data, whose midpoint represents the competitive market rate for fully competent performance.
The sum of all compensation spend for the organization over a period.
The rate of findings or violations raised during compliance audits and inspections of standard procedures.
The degree of adherence to ethical guidelines and regulatory requirements.
The share of cases or activities that adhere to regulatory, ethical, and internal-policy standards.
The proportion of reviewed records found to be complete and free of errors in compliance audits.
Adherence to regulatory and ethical standards during events.
The percentage of employees whose mandatory or regulatory training is current and up to date.
The share of the workforce belonging to a given demographic group, used to track workforce composition.
The percentage difference in average pay between male and female employees, used to surface pay inequity across the workforce.
A composite survey-based metric assessing the degree to which employees feel included and able to participate fully.
A single-question inclusion metric expressing the net share of employees who feel included.
Average pay levels and compa-ratios broken out by gender and ethnicity to monitor equitable pay practices across demographic groups.
The change in pay equity over time within an organization.
The percentage of women or underrepresented groups occupying key or leadership roles.
Unscheduled absence as a share of scheduled work time.
Aggregate engagement-survey score for a population.
An engagement metric based on employees' likelihood to recommend the company as a great place to work.
Likelihood-to-recommend net score from employees.
Survey measure of employees' contentment with job aspects such as pay and working conditions.
Survey measure of trust levels in teams, leaders, and the organization over time.
Survey scores on specific factors that drive overall employee engagement.
The percentage of employees who complete the engagement survey or participate in engagement initiatives.
Survey measure of perceived fair and respectful treatment by authorities, including interpersonal and informational justice.
Survey measure of employees' satisfaction with their job and workplace.
The shared perception of fairness within a group or unit, aggregated from survey responses.
Frequency of tardiness.
Survey-based index of employees' satisfaction with the effectiveness of their direct manager.
Survey measure of an employee's psychological attachment and loyalty to their organization across affective, continuance, and normative components.
Survey measure of employees' perceptions of fairness in work rewards and processes.
Survey measure of perceived fairness of decision-making procedures, including consistency, bias suppression, and accuracy of information.
Survey measure of the satisfaction of autonomy, competence, and relatedness needs at work.
Survey measure of a positive, fulfilling work-related state of mind characterized by vigor, dedication, and absorption.
The average length of service of current employees.
The percentage of organizational roles that have a clean, complete definition in the workforce census.
The percentage of the workforce added through new hires during a given period.
Average direct reports per manager.
The percentage of employees with more than one year of service.
The percentage of employee data changes and paperwork completed without error and by deadline.
Elapsed time for an HR/Comp & Benefits team to complete a key recurring process such as the annual salary review cycle.
Total training hours divided by the number of employees.
The percentage of employees holding a given certification or who passed a training assessment.
Progress in building targeted skills, measured by training completion and improvement in review feedback.
The gap between skills required by the organization and skills present in the workforce.
The average time for a new hire to reach expected productivity in role.
The percentage of assigned trainings employees completed in a given timeframe.
The average amount spent on training per employee.
The percentage of open roles filled by existing employees moving internally.
The percentage of employees who changed roles at the same organizational level.
The proportion of key positions with at least one identified ready successor.
The average time employees take to be promoted from their last hire or promotion date.
Average competency ratings derived from 360-degree feedback surveys.
The average number of overtime hours worked per employee over a period.
The percentage of available working time employees spend on billable or productive work.
The percentage of performance goals or OKRs achieved in a given period.
A productivity metric showing the return generated for each unit of currency invested in employee pay.
Share of roles filled by internal moves.
Overtime hours expressed as a share of regular hours worked.
The spread of employee performance ratings across rating categories.
Share of employees promoted in a period.
Internal evaluation of an employee's case or ticket handling scored against a defined quality rubric.
Inventory loss attributable to employee theft/error (CWB proxy).
Score derived from candidate surveys capturing satisfaction or likelihood to recommend the hiring process.
Total recruiting cost per hire.
The percentage of hires who quit or are terminated within their first year.
Total cost to recruit, hire, onboard, and train a new employee.
Share of offers accepted.
New-hire performance/ramp/retention composite.
Total internal and external expenses incurred for recruiting during a period.
Days from requisition open to offer accepted.
Days from candidate entering pipeline to accept.
The percentage of open roles that were filled during the period.
The retention rate of function talent together with the rate of internal promotions within the function.
The percentage of employees who remain with the organization over a defined period.
The totality of forces (links, fit, sacrifice) that attach an employee to their organization and community, reducing the likelihood of leaving.
Share of employees retained over a period (inverse of attrition).
The share of staff retained over a period, reflecting workforce stability and talent growth.
Firm revenue divided by headcount (labor productivity proxy).
The frequency of lost-time work-related injuries per million hours worked, capturing workplace safety performance.
Score from workplace safety and housekeeping audits (e.g., 5S or safety inspection findings) assessing compliance with safety standards.
The number of recordable safety incidents, including OSHA recordables and near misses, over a period.
Recordable safety incidents per exposure hours.
The average number of absence instances per employee in a period.
A survey-based composite of wellness items capturing employee well-being, including burnout and work-life balance.
Programmatic access: /api/v1/metrics (filter by ?construct_id=, ?kind=, ?category=).