2/21/25, 1:00 PM Top 100 HR Metrics with Formulas (2025) | Crunchr

Top 100 HR Metrics with Formulas

(2025)

It’s clear that HR metrics are essential.

In a recent survey of 500 business leaders, over 80% said they could not have
operated effectively during the pandemic without HR technology, including data
analytics.

But, what are HR metrics, exactly? And how can you track progress in these areas?

When it comes to strategic HR, some examples of foundational HR metrics are more
useful than others.

So keep reading for the top 100 HR metrics anyone interested in people analytics
should know. You’ll even find our ➗ recommended formulas ➗ and suggested
strategies for connecting some of these HR metrics back to bottom-line business
goals.

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Table of Contents
1. Workforce Metrics
2. Talent Acquisition Metrics
3. Retention Metrics
4. Internal Mobility
5. Performance Metrics
6. Learning and Development Metrics
7. Organizational Structure Metrics
8. Rewards Metrics
9. Diversity and Inclusion Metrics
10. Absenteeism Metrics
11. Succession Management Metrics
12. Employee Engagement Metrics
13. Other HR Metrics Examples

Workforce Metrics
Workforce HR metrics give insight into your entire workforce, including full time
employees, part time employees, and contract workers. These metrics are essential
for developing a workforce plan that will contribute to your organization’s short and
long-term goals.

1. Headcount: Describes the number of employees at an organization. It can be

broken down into ‘’initial headcount’’ and ‘’final headcount’’.

As an HR metric, headcount can also be filtered by demographic info like gender,

location, etc., to get granular details about your employees. This can be a useful way
to examine who leaves the company, when they leave, and garner insights based on
these trends.

2. Headcount growth: The percentage increase of employees at an organization

during a particular time period.

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4. FTE growth: The percentage increase of full time employees at an organization

during a particular time period.

5. Average age: Calculated based on the date of birth, the age metric describes the
age of an employee or a group of employees. You can also break age out into
Maximum, Median, and Minimum ages.

6. Aged 60+ %: This metric describes the number of people aged 60 years and older as
a percentage. It can be used as an indicator of workforce aging.

➗ Formula:

7. Average Years in Position: The years an employee has been in the position based
on the date in position provided.

8. Average Years in Service (= Tenure): The years in service of an employee based on

the date in service provided.

9. % Full-Time Employees: The percentage of your headcount who are full-time

employees (FTEs)

10. % Part-Time Employees: The percentage of your headcount who are part-time
employees.

11. % Contingent Workers: The percentage of your headcount who are contingent
workers.

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Talent Acquisition Metrics

These metrics help you evaluate recruitment, hiring, and onboarding practices.

Keep in mind that there are numerous ways to evaluate talent acquisition efforts;
however, the metrics below are essential to getting a baseline and performing any
advanced analysis in the future.

12. Number of Hires: This one is pretty self-explanatory. It’s the number of people
your organization hired for a particular time period.

13. Hire Rate: The number of hires as a percentage of the average headcount over
the same time period.

➗ Formula:

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14. Failed Hires: The number of hires that left the organization within 12 months after
hiring. Failed hires are reported in the month of hiring.

While this metric doesn’t explain why hires leave, it is a useful indicator of how
effective recruitment and onboarding strategies are. The higher the number, the more
likely it is that something needs to be improved because failed hires are costly to the
business.

15. Hire Fail Rate: The number of hires that left the organization within 12 months
after hiring as a percentage of all hires over the same time period. (Note: hires within
your selected last month can become a Failed Hire 12 months after this month,
therefore the metric can still change over time.

➗ Formula:

16. Time to hire: The time in days between the candidate’s application date and the
offer accepted date.

17. Time to fill: The time to fill gives the time in days between opening the requisition
and the offer accepted date.

18. Time to Start: The time to start is the number of days between opening the
requisition and the new hire’s starting date.

19. Recruitment costs: Refers to the expenses or costs associated with recruiting
qualified candidates for a job opening.

20. Hiring costs: Similar to recruitment costs, hiring costs refer to the total resources
used to recruit, hire, onboard, and train a new employee. The total cost of hiring a new
employee could also include expenses such as office supplies, referral costs,
relocation budget, welcome packages, and more. Another metric to factor in here
could be the cost of getting a new employee up to speed, also known as time to
productivity.

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21. Cost per Hire (CPH): The average amount spent on new hires over a particular
period of time.

22. Source channel cost: A fairly straightforward metric that helps you determine
which channels perform best in terms of sourcing new hires. To determine your
source channel cost, simply add up the total you spent on particular candidate
sourcing channel. You can then layer over total recruitment costs, cost per hire, time
to fill, and other metrics to determine the overall impact of that channel.

23. Average hire pay: The average salary or mean wage for new employees hired in a
particular time period.

24. Average hire age: The average age of new hires in a particular time period.

25. # of vacancies: The total number of open positions for a given time period.
Comparing the number of open jobs to the total number of positions during a
particular time period can help you gauge the success of your recruitment efforts.

26. Vacancy fill rate: The percentage of vacancies that are filled by candidates in a
particular time period. The vacancy fill rate metric can be calculated by dividing the
number of jobs filled by the number of vacancies in a particular time period and then
multiplying the result by 100.

Retention Metrics
Whether employees leave for a new opportunity, you’re letting them go, or you’re
sending out another regretful email, high turnover often indicates deeper problems
within your workplace environment, culture, or management practices. Identifying the
root causes behind these departures is crucial for developing effective strategies to
retain your top talent.

27. Number of leavers: This is a metric referring to the number of employees who
left the organization during a given time period. The number of leavers includes
employees who left both voluntarily and those who were terminated.

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28. Overall turnover rate (monthly, annually, rolling 12-month turnover,

annualized turnover, etc.): The Turnover metric describes the number of employees
that left the organization as a percentage.

There are quite a few ways to calculate turnover. The most typical method is to divide
the number of leavers by the average number of employees in a particular time
period.

➗ Formula:

An example of calculating multiple months looks like this:

Turnover for these two months is then calculated as (20+10) / (90+85)/2 = 17.1%

29. Voluntary turnover rate: The number of employees who left the company
voluntarily for a particular period, represented as a percentage.

30. Involuntary turnover rate: The number of employees who left the organization
because the employer decided to let them go.

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31. Retention rate: A statistical measurement representing the % of people who

remain at a company over a particular time period.

This is an indicator of workforce stability over time. It can also be used to gauge the
effectiveness of engagement and retention strategies , such as perks, benefits,
employee development, and diversity and inclusion initiatives in a time period being
measured. As such, it can be one metric used to decide which strategies are worth
investing in and not. Some companies get more granular with this HR metric, looking
just at retention rates among high-potentials or other specific groups.

32. Stability Index or the People Stability Index: The percentage of employees who
have spent more than one year of service at the organization. An indicator of
employee stability. An index below 75% might suggest that you are losing valuable
experience, while an index above 85% might indicate the need for new talent in your
company. In today’s market, an ideal index lies between these extremities.

33. Average tenure at exit: The average number of years of service of employees
who voluntarily or involuntarily left the company over the course of a given time
period.

34. % regrettable loss: A subset of turnover that highlights the loss of an employee or
employees who had a significant impact on the organization.

35. Cost to replace employees: The average cost to replace an employee over a
particular time period. Most industry analysts assume the cost to replace an employee
ranges anywhere from 50 – 60% of their annual salary. However, Josh Bersin estimates
the total cost of losing an employee can be up to 1.5-2X their annual salary.

A modest calculation of the cost to replace employees should factor in the total
combined cost of hiring, onboarding, time to fill, and training.

36. Cost of turnover: Arguably, one of the most important HR metrics for any
business to establish and track is the cost of turnover. This one is pretty self-
explanatory; it’s the annual cost of replacing leavers for the business.

➗ Formula:

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It cannot be understated that the last two metrics we mentioned are essential HR
metrics that most businesses wildly underestimate. By understanding the cost of
replacing an employee and the cost of turnover, you could be saving your company
thousands, if not millions, of dollars.

37. Retention (Flight) Risk Score: This predictive metric indicates how likely an
employee is to leave. Several factors, including engagement, performance ratings,
absenteeism, and pay, must be considered when calculating a flight risk score.

38. Impact of Loss Score: A rating that indicates to what extend your organization will
be impacted when a specific employee leaves the organization.

Internal Mobility
In general, internal mobility refers to the movement of employees to new careers or
development opportunities within the same organization. These moves help
encourage growth and development while allowing the organization to fill critical roles
with employees who already understand the business.

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By measuring these key internal mobility metrics, you can fill critical skills gaps,
improve employee engagement, and promote more cost-effective hiring practices.

39. Number of Promotions: The number of employees that have made an upward
movement into the selected workforce segment.

40. Promotion Rate: The number of employees that have made an upward
movement into the selected workforce segment as a percentage of all employees in
the segment.

41. Time to Promotion: the average time to an upward movement for all employees
that got promoted. The Time to Promotion for an individual employee is equal to the
time in position at the moment of this move.

42. Lateral Moves: The number of employees that have made a horizontal movement
into the selected workforce segment.

43. Lateral Move Rate: The number of employees that have made a horizontal
movement into the selected workforce segment as a percentage of all employees in
the segment.

➗ Formula:

44. Time to lateral move: The average time in years to a horizontal movement for all
employees that made a lateral move.

45. Demotions: The number of employees that have made a downward movement
into the selected workforce segments.

46. Demotions Rate The number of employees who have been demoted to the
selected workforce segment as a percentage of all employees in the segment.

47. Time to Demotion: This describes the average time in years to a downward
movement for all employees who were demoted. The Time to Demotion for an
individual employee is equal to the time in position at the time of the move.

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48. Build rate: Describes the number of positions that have been filled internally as a
percentage.

49. Buy Rate: Describes the number of positions that have been filled with external
hires as a percentage. Additionally, you can look at the Build v. Buy rate as a ratio to
compare how many hires were made internally vs. externally in a given time period.

Performance Metrics
50. % High Performers: The number of employees with a high-performance score as
a percentage of all employees with a performance score.

51. % Low Performers: The number of employees with a low-potential score as a

percentage of all employees with a potential score.

52. % High Potentials: The number of employees with a high-potential score as a

percentage of all employees with a potential score.

53. % Talent: The number of employees identified as talent as a percentage.

➗ Formula:

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Learning and Development Metrics

Measuring Learning and Development (L&D) metrics is essential for building
organizations where employees can thrive. Get started with these critical metrics.

54. Learning completion rate: The number of trainings or courses completed in a

given time frame represented as a percentage.

55. Total training hours: The number of hours of training completed in a given time
period multiplied by the number of employees. For example, if 20 employees
complete 15 hours of training per person in a given time period, then the total training
hours is 300 (20×15).

56. Total training cost: The total amount spent on all training and learning, and
development initiatives for an organization.

57. Cost per employee for training: This metric divides the total training cost by the
number of employees

58. Time to productivity (also known as average onboarding time): This metric
varies depending on the business and each individual role. In a nutshell, it indicates
the average time it takes for a new employee to be fully ramped up in their roles.

Short time to productivity can indicate a successful onboarding plan and effective
training programs.

59. Skill gap percentage: The number of skills an employer expects their employees
to have versus the skills they actually have, represented as a percentage.

Organizational Structure Metrics

60. Reporting Layers: The number of layers in your organization. The CEO is always
reporting level 1. Reporting layers provide insights into your organization’s layers.
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61. % managers: the number of managers as a percentage. A manager is an

employee with at least one direct report.

62. Direct Span of Control: The number of direct reports for managers.

63. Indirect Span of Control: The number of employees in a manager’s total

reporting span. Indirect span includes the number of workers in a reporting span who
are not direct reports.

Rewards Metrics
64. Total Base Pay: The total amount of compensation provided. This metric is a
holistic measurement of the value an employee receives from their employer including
base salary, bonus, benefits packages, and other perks.

65. Total Bonus: The total amount of extra money paid to an employee on top of their
regular earnings. Typically, you would calculate total bonus by multiplying the bonus
percentage by the amount earned during the pre-determined time period.

66. Total Fully Loaded Labor Cost: This represents the total cost a company pays its
employees, including base pay, bonuses, benefits, and overhead costs such as
building costs, equipment, and taxes.

67. Average Base Pay (full-time): describes the employee Base Pay divided by the
part-time percentage and gives the base pay based on a full-time work week.

68. Average Base Pay (part-time): The actual employee’s Base Pay, based on their
number of working hours. Commonly, this is the base pay (full-time) multiplied by the
part-time percentage.

69. Target Bonus: An incentive goal (or target) set by the company.

70. Actual Bonus: The actual payout bonus an employee received in a particular time
period. Depending on company and/or employee performance, this could be more or
less than the target bonus.

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71. % Bonus Achieved: The actual bonus percentage an employee earned for a given
time period.

72. Fully loaded cost per employee: The total cost a company pays each employee
inclusive of base pay, bonus, benefits and overhead costs such as building costs,
equipment, and taxes.

73. Relative Salary Position: An HR metric that refers to the comparison of an

employee’s salary to a particular reference point. Such reference points can include
the market rate, midpoint salary grade, or an internal benchmark as defined by the
organization.

RSP is used to guide company compensation decisions. In a labor shortage, for

instance, employers may have to pay new hires above the midpoint and then consider
raising the salaries of existing employees, thus avoiding higher turnover.

74. Compa Ratio: One of the main compensation metrics, compa ratio measures the
distance between the midpoint of the salary range and the employee’s current salary.
A compa ratio of 1.0 means that the employee is being paid exactly at the midpoint.

Again, this is the most common HR metric for examining an employee’s salary
placement within a range (or pay band). It provides a salary benchmark to measure
whether employees within the same job family are being paid equitably.

75. Time to Salary Raise: The amount of time it takes an employee to receive a salary
bump.

Diversity and Inclusion Metrics

By measuring diversity and inclusion metrics, organizations can gain insights into
their cultural dynamics and make informed decisions to foster an inclusive
environment. These metrics help track progress, identify areas for improvement, and
align DEI initiatives with business goals.

76. # Diverse Employees: The total number of employees in a diverse subgroup

within the company. These subgroups could include gender, ethnicity, age, education,
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disability status, and more.

77. % Diverse Workforce: The percentage of employees out of the total number of
employees at a particular organization.

78. % Diverse Managers: Similar to the above, this metric measures the percentage
of managers out of the total number of managers at an organization who identify as
part of a diverse subgroup within the company.

79. % Diverse Leadership Team: The percentage of the leadership team who identify
as part of a diverse subgroup within the company.

80. % Diverse Promotions: The number of diverse individuals at a company who

were promoted during a particular time period, represented as a percentage of the
total number of promotions.

81. % Diverse Hires: The number of diverse individuals at a company who were hired
during a particular time period, represented as a percentage of the total number of
new hires.

82. % Diverse Turnover: The number of diverse individuals who left the company
during a particular time period, represented as a percentage of the total number of
leavers.

83. Inclusion Index: Coined by Gartner in 2021, this complex metric uses statements
related to seven key components of inclusion combined with employee sentiment to
gauge the level of inclusion employees feel at your organization.

84. Inclusion Net Promotor Score (iNPS): A less labor-intensive metric compared to
the inclusion index, the iNPS is a one-item barometer based on established Net
Promotor Score surveys. This easy-to-implement survey asks employees, ‘’How likely
are you to recommend our organization to a friend or colleague from an
underrepresented group as an inclusive place to work?’’ The iNPS shifts the
perspective from individual perception towards taking a bird’s eye view

85. Pay Gap Across Diverse Groups: The difference in average salaries between
various demographic groups within an organization. This metric is used to identify
disparities in compensation based on factors such as gender, race/ethnicity, age,
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disability status, sexual orientation, and other relevant diversity dimensions. The goal
is to ensure equitable pay practices and to address any identified gaps, promoting
fairness and inclusivity in the workplace.

🎥Watch: How to Define and Measure Inclusion at Work

Absenteeism
Absenteeism costs money – not just in terms of lost productivity but also in terms of
the longer-term impact on company culture. That’s why it is essential to track. Ideally,
your absenteeism rate should be zero, but a certain amount is normal. The U.S.
average across all industries, for example, is 3%. A high or rising level of absenteeism
is a red flag requiring action. It can signal high levels of stress, toxic management, and
low employee engagement, among other issues.

86. Absence Rate: This metric measures the severity of unplanned absences in a
given time period. It is calculated by dividing the number of absences by the number
of available workdays and multiplying by 100. Absence rate can be calculated for
individuals as well as teams and entire organizations.

87. Absence Cost: Direct costs of employee absences. This metric is calculated by
multiplying the average revenue per employee by the average number of sick days
(as a percentage). Then, you’ll multiply the average salary for the team, organization,
or salary grade by the average number of sick days (represented as a percentage).
Finally, add these two totals together.

88. Absence Frequency: This metric measures the pattern of absences. You calculate
the absence frequency rate by dividing the total number of periods of absences by the
total number of employees and multiplying by 100.

89. Absence Duration: the number of days an employee was absent. Depending on
how your organization tracks this internally, this can be in either calendar or working
days.

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90. Bradford Factor: This metric is designed to put a number behind the disruptive
potential of ‘one-off’ absences when taken together.

The Bradford Factor calculation:

S² × D

where:

S is the total number of spells (instances) of absence of an individual over a set period
D is the total number of days of absence of that individual over the same set period[3]
The ‘set period’ is typically set as a rolling 52-week period.

Succession Management Metrics

91. Coverage Ratio: Refers to the proportion of key positions within an organization
that have identified successors. This metric helps determine how prepared the
organization is for future changes in leadership or critical roles.

Tracking coverage ratio can help with succession planning and highlight the
effectiveness of talent development and succession planning.

92. Listed Successors: The individuals identified as potential replacements for key
positions within an organization. This metric indicates the organization’s readiness to
fill vacancies and can help you maintain continuity in leadership and critical roles.

To calculate listed successors, simply count the total number of individuals identified
as successors for all key positions.

93. Listed Successors Per Positition: This metric measures the average number of
successors identified for each key position within an organization. It provides insight
into how well each position is covered by potential successors.

94. Available Successors per Position: Measures the number of successors who are
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not only listed but also ready and available to take on a position immediately or within
a short timeframe. This metric can help with organizational adaptability. It highlights
areas where additional training or development is needed to ensure readiness.

Employee Engagement Metrics

96. Employee Net Promoter Score (eNPS): A score based on a survey asking
employees how employees would recommend your company as a good place to work
on a scale of 1-10.

Taking this one-question survey quarterly gives you insight into the level of employee
satisfaction across a particular set of employees or the entire organization. A lower
score (or a dropping score over time) indicates that your company may face problems
with employee retention, productivity, and company culture.

97. Employee engagement participation rate: Measures the percentage of

employees who participate in engagement initiatives, such as surveys, workshops, or
other events aimed at assessing and improving employee engagement within an
organization. A high participation rate indicates that employees are willing to provide
feedback and are interested in the company culture.

Other HR Metrics Examples

98. Average Expenses: The average amount of money spent by the organization on
specific categories such as employee benefits, training, or other operational costs per
employee or per department over a specific period.

99. Average Overtime: The average number of overtime hours worked by employees
over a specific period. This metric helps assess workload distribution and employee
work-life balance.

100. Average Revenue per Employee: The amount of revenue generated by the
organization per employee over a specific period. It is a key indicator of productivity
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and efficiency. This is also a critical metric to look at when benchmarking, so you can
see how your organization performance against competitors and industry standards.

Conclusion
As organizations navigate the complexities of workforce management, the value of
mastering HR metrics cannot be overstated. This article provides HR, people leaders,
HRIT, and others interested in the best HR metrics with a comprehensive overview of
the top 100 metrics that are essential to businesses today.

From headcount analysis to employee engagement metrics, each metric plays a

crucial role in understanding and optimizing workforce dynamics.

To deepen your understanding and effectively implement these insights, we invite you to
download the guide to the Top 21 HR Metrics today. Ready to see how this all plays out in
our easy-to-use people analytics tool? Click here to speak with a Crunchr representative!

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