KPI ENCYCLOPEDIA

A Comprehensive Collection of KPI Definitions for

HUMAN
RESOURCES
Table of Contents
Human Resources KPI Encyclopedia

Human Resources Metric Definitions

Human Resources ��������������������������������������������������2

Benefits & Compensation��������������������������������������������4

Employee Relations��������������������������������������������������8

HR Generalists ����������������������������������������������������10

Human Capital Management��������������������������������������12

Recruiting & Hiring ������������������������������������������������14

Training & Development��������������������������������������������17

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Human
Resources
Human Resources
Human Resources The Human Resources (HR) Department
is responsible for personnel sourcing,
Benefits & Compensation hiring, training, skill development, benefits
administration and compliance with applicable
Employee Relations national, regional and local laws. In short, the
HR Group is responsible for the attraction,
training and wellbeing (to a certain extent)
HR Generalists of its ‘customers’ - the employees of the
company. The HR function is also sometimes
Human Capital Management referred to as “Human Capital Management” or
“Talent Management.”
Recruiting & Hiring
Training & Development

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Human Resources
KPI Encyclopedia

Cost
• HR Administration Expense as a Percentage of
Total HR Expense – Total HR administration-related
(data entry, documentation, enrollments, etc.) expense
divided by total HR Department expense, as a percentage.
• HR Administration Expense per Firm-Wide
Employee – Total HR administration-related (data entry,
documentation, enrollments, etc.) expense divided by the
total number of company-wide employees.
• HR Expense as a Percentage of
Total Expense – Total HR Department expense divided
by total, company-wide expense over the same time
period, as a percentage.
Quality
• Percentage of Workforce Unionized – The number
of employees across all manufacturing sites who are
members of a labor union divided by the total number of
company-wide employees, as a percentage.
Revenue
• Total Revenue per HR Employee – The total revenue
earned by the company divided by the total number of HR
employees.
• Total Revenue: HR – Total revenue earned by the HR
Department over a given period of time.

• HR Expense as a Percentage of
Total Revenue – Total HR Department expense divided
by total, company-wide revenue over the same time
period, as a percentage.
• HR Expense per Firm-Wide Employee – Total HR
Department expense incurred by the company divided by
the total number of company-wide employees.
• Total Expense: HR – The total expense incurred by the
HR Department over a given period of time.

Headcount
• HR Administration Headcount Ratio – The number
of company-wide, full-time equivalent employees
(FTEs) divided by the total number of HR Administration
employees.
• Total Headcount: Human Resources – The total
number of HR employees working for the company.
• Human Resources Headcount Ratio – The number
of company-wide, full-time equivalent employees (FTEs)
divided by the total number of HR Department employees.

Organizational
• Span of Control: HR – The average number of HR
employees reporting to each HR manager.
• Management Levels: HR – The total number of
management levels, or layers, in the HR Department.
• Organizational Structure: HR – Yes/no metric
indicating whether the HR function is centralized (all
employees in a single location) or decentralized.

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Benefits &
Compensation
Human Resources
Human Resources
Benefits & Compensation The Benefits and Compensation Group
concerns itself with employee compensation
Employee Relations (wages, salaries, bonuses) and related benefits
such as health insurance, life insurance,
HR Generalists 401Ks and other benefits (financial or non-
financial). The group compares their company’s
compensation packages to those of similar
Human Capital Management firms and adjusts based on those findings. The
Benefits and Compensation Group sometimes
Recruiting & Hiring also manages incentive-based compensation
programs.
Training & Development

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Benefits & Compensation
KPI Encyclopedia
Cost
• Healthcare Expense per Covered Employee – The
average amount of health insurance expense incurred by
the company, for each employee covered by company
health insurance.
• Healthcare Expense per Covered Employee – The
average health insurance-related expense incurred by
the company divided by the total number of employees
covered by the company’s health insurance plan.
• HR Benefits Administration Expense per Firm-Wide
Employee – Total HR Benefits Administration-related
expense divided by the total number of company-wide
employees.
• HR Benefits Expense as a Percentage of Total HR
Expense – Total HR Benefits Administration-related
expense divided by total HR Department expense, as a
percentage.
• HR Compensation Administration Expense per
Firm-Wide Employee – Total HR Compensation
Administration-related expense divided by the total
number of company-wide employees.
• HR Compensation Expense as a Percentage of Total
HR Expense – Total HR Compensation-related expense
divided by total HR Department expense, as a percentage.
• Salaries as a Percentage of Operating
Expense – Total company-wide salary expense divided by
total company-wide operating expense, as a percentage.
• Benefits Expense per Firm-Wide Employee – The
total benefits expense incurred by the company over
a certain period of time divided by the total number of
company-wide employees.
• Compensation Expense per Firm-Wide
Employee – The total compensation expense incurred by
the company over a certain period of time, divided by the
total number of company-wide employees.
• Percent Change in Unit Cost: Enroll in Benefits –
The percent change in unit cost for enrolling in benefits
before and after implementing process improvements
(such as automation, removal of low-value tasks, etc.).
• Percent Change in Unit Cost: Request Salary
Change – The percent change in unit cost for requesting
a salary change before and after implementing process
improvements (such as automation, removal of low-value
tasks, etc.).
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Cost (Cont.)
• Percent Change in Unit Cost: Salary Change – The
percent change in unit cost for performing a salary change
before and after implementing process improvements
(such as automation, removal of low-value tasks, etc.).
• Unit Cost: Enroll in Benefits – The total cost of
enrolling employees in benefits programs divided by the
total number of employees enrolled in benefits programs
over a certain period of time.
• Unit Cost: Request Salary Change – The total cost of
processing salary change requests divided by the total
number of salary changes requested over a certain period
of time.
• Unit Cost: Salary Change – The total cost of salary
changes performed divided by the total number of salaries
changed over a certain period of time.
• Average Base Salary: Sales Support
Employees – The average annual base salary for Sales
Support employees working for the company over a
certain period of time.
• Labor Expense as a Percentage of Sales – The total
labor-related expense (wages, employee taxes, benefits,
bonuses, etc.) divided by total sales generated over the
same period of time, as a percentage.
• Labor Expense as a Percentage of Total
Revenue – The total employee compensation-related
expense divided by the total dollar amount of revenue
generated by the company over the same period of time,
as a percentage.
• Employee Health Insurance Expense as a
Percentage of Total Revenue – the total employee
health insurance-related expense incurred by the company
divided by the total dollar amount of revenue generated
over the same period of time, as a percentage.
• Payroll Taxes as a Percentage of Total
Revenue – The total payroll tax-related expense incurred
by the company divided by the total revenue generated
over the same period of time, as a percentage.
• Average Compensation: Administrative
Employees – The average total compensation (salary,
bonuses, commissions) for administrative employees over
a certain period of time.
• Average Compensation: CEOs & Presidents –
The average total compensation (salary, bonuses,
commissions) for CEOs and Presidents over a certain
period of time.
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Benefits & Compensation (Cont.)
KPI Encyclopedia
Cost (Cont.)
• Average Compensation: CFOs – The average total
compensation (salary, bonuses, commissions) for CFOs
over a certain period of time.
• Average Compensation: Compliance
Officers – The average total compensation (salary,
bonuses, commissions) for compliance officers over a
certain period of time.
• Average Compensation: COOs. – The average total
compensation (salary, bonuses, commissions) for COOs
over a certain period of time.
• Average Compensation: General
Managers – The average total compensation (salary,
bonuses, commissions) for general managers over a
certain period of time.
• Average Compensation: IT Employees – The average
total compensation (salary, bonuses, commissions) for IT
employees (excluding managers) over a certain period of
time.
• Average Compensation: IT Managers – The average
total compensation (salary, bonuses, commissions) for IT
managers over a certain period of time.
• Average Compensation: Receptionists – The average
total compensation (salary, bonuses, commissions) for
receptionists, or executive assistants, over a certain period
of time.
• Average Compensation: Sales Managers &
Supervisors – The average total compensation
(salary, bonuses, commissions) for sales managers and
supervisors over a certain period of time.
• Average Compensation: Sales
Representatives – The average total compensation
(salary, bonuses, commissions) for sales representatives
over a certain period of time.
• Average Compensation: Vice
Presidents – The average total compensation (salary,
bonuses, commissions) for company Vice Presidents over
a certain period of time.
• Average Base Salary: Administrative
Employees – The average base salary for administrative
employees over a certain period of time.
• Average Base Salary: CEOs & Presidents – The
average base salary for CEOs and Presidents over a
certain period of time.
• Average Base Salary: CFOs – The average base salary
for CFOs over a certain period of time.
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Cost (Cont.)
• Average Base Salary: Compliance Officers – The
average base salary for compliance officers over a certain
period of time.
• Average Base Salary: COOs – The average base salary
for COOs over a certain period of time.
• Average Base Salary: General Managers – The
average base salary for general managers over a certain
period of time.
• Average Base Salary: IT Employees – The average
base salary for IT employees (excluding managers) over a
certain period of time.
• Average Base Salary: IT Managers – The average
base salary for IT managers over a certain period of time.
• Average Base Salary: Receptionists – The average
base salary for receptionists, or executive assistants, over
a certain period of time.
• Average Base Salary: Sales Managers &
Supervisors – The average base salary for sales
managers and supervisors over a certain period of time.
• Average Base Salary: Sales Representatives – The
average base salary for sales representatives over a
certain period of time.
• Average Base Salary: Vice Presidents – The average
base salary for company Vice Presidents over a certain
period of time.
• Total Expense: Benefits – The total expense incurred
by the Benefits function over a given period of time.
• Benefits Expense as a Percentage of Total
Expense – Total Benefits expense divided by total,
company-wide expense over the same time period, as a
percentage.
• Total Expense: Compensation – The total expense
incurred by the Compensation function over a given period
of time.
• Compensation Expense as a Percentage of Total
Expense – Total Compensation expense divided by total,
company-wide expense over the same time period, as a
percentage.
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Benefits & Compensation (Cont.)
KPI Encyclopedia

Headcount Service
• Benefits Headcount Ratio – The number of company- • Percentage of Premium Covered (Employee and
wide, full-time equivalent employees (FTEs) divided by the Dependents) – The percentage of health insurance
total number of Benefits employees. premiums that are paid for by the company for plans that
• Compensation Headcount Ratio – The number of cover the employee and any dependents the employee
company-wide, full-time equivalent employees (FTEs) has.
divided by the total number of Compensation employees. • Percentage of Premium Covered (Employee
• Payroll Headcount Ratio – The number of company- Only) – The percentage of health insurance premiums
wide, full-time equivalent employees (FTEs) divided by the that are paid for by the company for plans that cover the
total number of Payroll employees. employee (does not include any dependents the employee
has).
• Total Headcount: Benefits – The total number of
Benefits employees working for the company.
• Benefits Employees as a Percentage of Total HR
Employees – Total number of Benefits employees divided
by the total number of HR employees, as a percentage.
• Total Headcount: Compensation – The total number of
Compensation employees working for the company.
• Compensation Employees as a Percentage of
Total HR Employees – Total number of Compensation
employees divided by the total number of HR employees,
as a percentage.

Organizational
• Organizational Structure: Billing – Yes/no metric
indicating whether the Billing function is centralized (all
employees in a single location) or decentralized.
• Span of Control: Benefits – The average number of
Benefits employees reporting to each Benefits manager.
• Management Levels: Benefits – The total number of
management levels, or layers, in the Benefits function.
• Organizational Structure: Benefits – Yes/no metric
indicating whether the Benefits function is centralized (all
employees in a single location) or decentralized.
• Span of Control: Compensation – The average
number of Compensation employees reporting to each
Compensation manager.
• Management Levels: Compensation – The total
number of management levels, or layers, in the
Compensation function.
• Organizational Structure: Compensation – Yes/
no metric indicating whether the Compensation function
is centralized (all employees in a single location) or
decentralized.

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Employee
Relations
Human Resources
Human Resources
Benefits & Compensation
Employee Relations The Employee Relations Group is responsible
for managing the various interactions between
HR Generalists employers and employees. This group is
accountable for resolving workplace disputes
Human Capital Management (from simple write-ups to complex litigation)
and managing relationships with temporary
employees and labor unions.
Recruiting & Hiring
Training & Development

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Employee Relations
KPI Encyclopedia

Cost
• Unit Cost: Employee Relations Claim – The total cost
of managing an Employee Relations claim divided by the
total number of Employee Relations claims managed over
a certain period of time.
• Total Expense: Employee Relations – The total
expense incurred by the Employee Relations function over
a given period of time.
• Expense per Employee Relations Employee – The
total expense incurred by the company divided by the
total number of employees working within the Employee
Relations function.
• Employee Relations Expense as a Percentage of
Total Expense – The total Employee Relations expense
divided by total, company-wide expense over the same
time period, as a percentage.
Headcount
• Total Headcount: Employee Relations – The total
number of employees working for a company’s Employee
Relations function.
• Employee Relations Headcount Ratio – The number
of company-wide, full-time equivalent employees (FTEs)
divided by the total number of employees working within
the Employee Relations function.
• Employee Relations Employees as a Percentage of
total HR Employees – The total number of employees
working within the Employee Relations function divided by
the total number of HR employees, as a percentage.
Productivity
• Employee Relations Claim per Employee Relations
Employee – The total amount of Employee Relations
claims managed over a certain period of time divided by
the total number of employees who work in the Employee
Relations function.
• Cycle Time: Employee Relations Claim – The
average number of days required to manage an Employee
Relations claim, from the time an Employee Relations
claim is filed by an employee until when the Employee
Relations claim is dealt with.
Volume
• Number of Labor Disputes – The total number of
grievances filed over a certain period of time by employees
involved in labor disputes with the manufacturer.
• Total Volume: Employee Relations Claims – The total
number of Employee Relations claims managed over a
given period of time.

Organizational
• Span of Control: Employee Relations – The average
number of employees working within the Employee
Relations function reporting to each Employee Relations
manager.
• Management Levels: Employee Relations – The total
number of management levels, or layers, in the Employee
Relations function.
• Organizational Structure: Employee Relations – Yes/
no metric indicating whether the Employee Relations
function is centralized (all employees in a single location)
or decentralized.

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HR
Generalists
Human Resources
Human Resources
Benefits & Compensation
Employee Relations
HR Generalists Human Resource Generalists manage the
day-to-day HR activities, such as maintaining
Human Capital Management HR information system records and compiling
reports from the database, developing
Recruiting & Hiring department goals, objectives and systems,
scheduling interviews and performing other
related activities as required and assigned.
Training & Development

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HR Generalists
KPI Encyclopedia

Cost
• Percent Change in Unit Cost: Change Home
Address – The percent change in unit cost for
changing an employees home address before and after
implementing process improvements (such as automation,
removal of low-value tasks, etc.).
• Unit Cost: Change Home Address – The total cost
of changing an employee’s home address in the HR
information system divided by the total number of home
addresses changed over a certain period of time.
• Unit Cost: Interview Scheduling – The total cost of
scheduling an interview divided by the total number of
interviews scheduled over a certain period of time.
• Total Expense: HR Generalists – The total expense
incurred by the HR Generalist function over a given period
of time.
• Expense per HR Generalist – The total expense
incurred by the company divided by the total number of
HR Generalists.
• HR Generalists Expense as a Percentage of Total
HR Expense – The total HR Generalist-related expense
divided by the total HR Department expense, as a
percentage.
Productivity
• Cycle Time: Interview Scheduling – The average
number of hours required to schedule an interview, from
the time a potential candidate is contacted for an interview
until when the candidate responds in the affirmative.
• Cycle Time: HR Information System Record
Maintenance – The average number of minutes required
to maintain and update the HR information system
records, from the time new information is acquired until
when the HR information system records are updated.
• Cycle Time: Salary Action – The average number
of business days required to process an employee’s
salary adjustment, from the initiation of the process until
all necessary information is posted into the HR record
keeping system.

Headcount
• Total Headcount: HR Generalists – The total number
of HR Generalists working for the company.
• HR Generalists Headcount Ratio – The number of
company-wide, full-time equivalent employees (FTEs)
divided by the total number of HR Generalists.
• HR Generalists as a Percentage of total HR
Employees – The total number of HR Generalists divided
by the total number of HR employees, as a percentage.

Organizational
• Span of Control: HR Generalists – The average
number of HR Generalists reporting to each HR Generalist
manager.
• Management Levels: HR Generalists – The total
number of management levels, or layers, in the HR
Generalist function.
• Organizational Structure: HR Generalists – Yes/
no metric indicating whether the HR Generalist function
is centralized (all employees in a single location) or
decentralized.

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Human Capital
Management
Human Resources
Human Resources
Benefits & Compensation
Employee Relations
HR Generalists
Human Capital Management Human Capital Management focuses on the
practices and processes for managing people
Recruiting & Hiring in an organization. This group manages payroll,
compensation levels, staffing levels, employee
Training & Development performance and ensures adequate minority
representation.

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Human Capital Management
KPI Encyclopedia
Cost
• Annual Salary Increase – The percent increase in
annual salary for each employee working within a certain
job role, function or department.
• Total Expense: Human Capital Management – The
total expense incurred by the Human Capital Management
function over a given period of time.
• Expense per Human Capital Management
Employee – The total expense incurred by the
company divided by the total number of Human Capital
Management employees.
• Human Capital Management Expense as a
Percentage of Total Expense – Total Human Capital
Management expense divided by total, company-wide
expense over the same time period, as a percentage.
Headcount
• Performance Management Headcount Ratio – The
number of company-wide, full-time equivalent employees
(FTEs) divided by the total number of Performance
Management employees.
• Total Headcount: Human Capital Management – The
total number of Human Capital Management employees
working for the company.
• Human Capital Management Headcount Ratio – The
number of company-wide, full-time equivalent employees
(FTEs) divided by the total number of Human Capital
Management employees.
• Human Capital Management Employees as a
Percentage of Total HR Employees – Total number
of Human Capital Management employees divided by the
total number of HR employees, as a percentage.
• Part-Time and Temporary Employees as a
Percentage of Total Employees – The number of
part-time and/or temporary employees divided by the total
number of company-wide employees, as a percentage.
• Permanent Full-Time Employees as a Percentage of
Total Employees – The number of permanent full-time
employees divided by the total number of company-wide
employees, as a percentage.
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Organizational
• Span of Control: Human Capital
Management – The average number of Human Capital
Management employees reporting to each Human Capital
manager.
• Management Levels: Human Capital
Management – The total number of management levels,
or layers, in the Human Capital Management function.
• Organizational Structure: Human Capital
Management – Yes/no metric indicating whether the
Human Capital Management function is centralized (all
employees in a single location) or decentralized.
Productivity
• Productive Hours as a Percentage of Total Hours
Worked – The number of hours worked dedicated to
specific tasks or projects divided by the total number
of hours worked over the same period of time, as a
percentage.
Quality
• Average Employee Tenure – The average number
of years that employees have been employed by the
company (can be segmented by employee type, function
or department).
• Turnover Rate: First Year of Employment – The
number of employees who leave the company during their
first year of employment divided by the total number of
employees hired within the same year, as a percentage.
• Turnover Rate: Involuntary – The total number of
involuntary separations over a certain period of time
divided by total number of firm-wide employees, as a
percentage.
• Turnover Rate – The percentage of positions within the
company that were vacated over a certain period of time.
• Turnover Rate: Voluntary – The percentage of positions
within the company that were voluntarily vacated over a
certain period of time.
• Turnover Rate: Management – The percentage of
management positions within the company that were
vacated over a certain period of time.
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Recruiting &
Hiring
Human Resources
Human Resources
Benefits & Compensation
Employee Relations
HR Generalists
Human Capital Management
Recruiting & Hiring The Recruiting and Hiring Group attracts,
screens and selects talent for open positions
Training & Development within the company. The group identifies
vacancies, develops position descriptions,
formulates a strategic recruitment plan,
reviews applicants and, finally, selects
individuals to be hired. Upon selection of a new
candidate, the Recruiting and Hiring Group will
provide an offer and handle any subsequent
negotiation.

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Recruiting & Hiring
KPI Encyclopedia
Cost
• Cost per Hire– The average cost incurred by the HR
Department to fill a single open position within the
company.
• HR Recruiting & Hiring Expense as a Percentage of
Total HR Expense– The total HR Recruiting & Hiring-
related expense divided by total HR Department expense,
as a percentage.
• Recruiting & Hiring Expense per Employee – The
total Recruiting and Hiring expense incurred by the
company divided by the total number of employees.
• Percent Change in Unit Cost: Create Job Requisition
– The percent change in unit cost for creating a job
requisition before and after implementing process
improvements (such as automation, removal of low-value
tasks, etc.).
• Unit Cost: Job Application Processing – The total
cost of processing job applications divided by the total
number of job applications processed over a certain period
of time.
• Unit Cost: Approve Promotion – The total cost of
approving a promotion divided by the total number of
promotions approved over a certain period of time.
• Unit Cost: Create Job Requisition – The total cost of
creating job requisitions divided by the total number of job
requisitions created over a certain period of time.
• Total Expense: Recruiting & Hiring – The total
expense incurred by the Recruiting & Hiring function over
a given period of time.
Headcount
• Recruiting & Hiring Headcount Ratio – The number
of company-wide, full-time equivalent employees (FTEs)
divided by the total number of Recruiting and Hiring
employees.
• Total Headcount: Recruiting & Hiring – The total
number of Recruiting & Hiring employees working for the
company.
• Recruiting & Hiring Employees as a Percentage of
total HR Employees – The total number of Recruiting
& Hiring employees divided by the total number of HR
employees, as a percentage.
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Organizational
• Span of Control: Recruiting & Hiring – The average
number of Recruiting & Hiring employees reporting to each
Recruiting & Hiring manager.
• Management Levels: Recruiting & Hiring – The total
number of management levels, or layers, in the Recruiting
& Hiring function.
• Organizational Structure: Recruiting & Hiring – Yes/
no metric indicating whether the Recruiting & Hiring
function is centralized (all employees in a single location)
or decentralized.
Quality
• Average Requisition Days on Hold: Directors –
Average number of business days requisition postings for
directorial (or VP, executive) level jobs were put on hold
during the recruiting process.
• Average Requisition Days on Hold: Managers –
Average number of business days requisition postings
for managerial level jobs were put on hold during the
recruiting process.
• Average Requisition Days on Hold: Staff – Average
number of business days requisition postings for staff
(front-line or entry level) level jobs were put on hold during
the recruiting process.
• Percentage of Positions Filled Externally – The total
number of positions filled by external sources (not working
for the company already) divided by the total number of
new hires over a certain period of time, as a percentage.
• Percentage of Positions Filled Internally – The total
number of positions filled by employees already working
for the company in some capacity divided by the total
number of new hires over a certain period of time, as a
percentage.
• Time to Fill – The average number of business days
required for the HR function to fill a single open position
within the company.
• Time to Fill: Directors – The average number of
business days required for the HR function to fill a single
open director level position within the company.
• Time to Fill: Executives – The average number of
business days required for the HR function to fill a single
open executive level position within the company.
• Time to Fill: External Hires – The average number
of business days required for the HR function to fill a
single open position within the company with an external
candidate.
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Recruiting & Hiring (Cont.)
KPI Encyclopedia

Quality (Cont.) Volume

• Time to Fill: Internal Hires – The average number • Number of Requisitions Filled: Directors – The total
of business days required for the HR function to fill a number of director (or VP, executive) level job requisitions
single open position within the company with an internal filled in a given time period.
candidate. • Number of Requisitions Filled: Managers – The total
• Time to Fill: Managers – The average number of number of manager level job requisitions filled in a given
business days required for the HR function to fill a single time period.
open managerial level position within the company. • Number of Requisitions Filled: Staff – The total
• Time to Fill: Staff – The average number of business number of staff (front-line or entry level) level job
days required for the HR function to fill a single open staff requisitions filled in a given time period.
(front-line or entry level) position within the company. • Total Volume: New Hires – The total number of new
• Time to Start – The average number of business days hires made over a given period of time.
from the posting of a job requisition to the business day a
new hire starts the job.
• Time to Start: Directors – The average number of
business days from the posting of a job requisition to the
business day a new directorial hire starts the job.
• Time to Start: Executives – The average number of
business days from the posting of a job requisition to the
business day a new executive level hire starts the job.
• Time to Start: External – The average number of
business days from the posting of a job requisition to the
business day a new external hire starts the job.
• Time to Start: Internal – The average number of
business days from the posting of a job requisition to the
business day a new internal hire starts the job.
• Time to Start: Managers – The average number of
business days from the posting of a job requisition to the
business day a new managerial hire starts the job.
• Time to Start: Staff – The average number of business
days from the posting of a job requisition to the business
day a new staff (front-line or entry level) level hire starts
the job.

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Training &
Development
Human Resources
Human Resources
Benefits & Compensation
Employee Relations
HR Generalists
Human Capital Management
Recruiting & Hiring
Training & Development The Training and Development Group seeks to
maximize company performance by training
and continuously improving the competencies
of its employees. In some cases, the group
may train existing employees to take over
new positions. The three main focuses of
the Training and Development Group are,
not surprisingly, employee training (current
job), education (future job) and development
(continued success).

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Training & Development
KPI Encyclopedia
Cost
• HR Training Expense as a Percentage of Total HR
Expense – Total employee training and development
related expense divided by total HR Department expense,
as a percentage.
• Training & Development Expense per
Employee – The total training and development expense
incurred by the company divided by the total number of
company-wide employees.
• Percent Change in Unit Cost: Job Application
Processing – The percent change in unit cost for
processing a job application before and after implementing
digital/automated processes.
• Percent Change in Unit Cost: Promotion
Approval – The percent change in unit cost for approving
a job promotion before and after implementing digital/
automated processes.
• Percent Change in Unit Cost: Enroll in Training – The
percent change in unit cost for enrolling an employee in
a training program before and after implementing digital/
automated processes.
• Percent Change in Unit Cost: Performance
Appraisal – The percent change in unit cost for
performing an appraisal before and after implementing
process improvements (such as automation, removal of
low-value tasks, etc.).
• Unit Cost: Enroll in Training – The total cost of
enrolling employees in training programs divided by the
total number of employees enrolled in training programs
over a certain period of time.
• Unit Cost: Performance Appraisal – The total cost of
conducting performance appraisals divided by the total
number of appraisals performed over a certain period of
time.
• Training Expense as a Percentage of Total Labor
Expense – Total training-related expense divided by the
total labor-related expense (wages, salaries, benefits,
training etc.) over the same time period, as a percentage.
• Training Expense as a Percentage of Total
Revenue – The total employee training-related expense
incurred by the company divided by the total dollar amount
of revenue generated over the same period of time, as a
percentage.
• Total Expense: Training & Development – The total
expense incurred by the Training & Development function
over a given period of time.
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Headcount
• HR Training & Development Headcount Ratio – The
number of company-wide, full-time equivalent employees
(FTEs) divided by the total number of HR Training and
Development employees.
• Succession Planning Headcount Ratio – The number
of company-wide, full-time equivalent employees (FTEs)
divided by the total number of Succession Planning
employees.
• Total Headcount: Training & Development – The total
number of Training & Development employees working for
the company.
• Training & Development Employees as a Percentage
of total HR Employees – Total number of Training &
Development employees divided by the total number of HR
employees, as a percentage.
Organizational
• Span of Control: Training & Development – The
average number of Training & Development employees
reporting to each Training & Development manager.
• Management Levels: Training & Development – The
total number of management levels, or layers, in the
Training & Development function.
• Organizational Structure: Training &
Development – Yes/no metric indicating whether
the Training & Development function is centralized (all
employees in a single location) or decentralized.
Productivity
• Cycle Time: Transfer or Promotion – The average
number of business days required to transfer or promote
an employee, from the initiation of the process until
all necessary information is posted into the HR record
keeping system.
• Cycle Time: New Hire Training – The average number
of business days required to train a new hire, from
the time they start until the initial training program is
completed.
• New Hires Trained per Training & Development
Employee – The total amount of new hires trained over
a certain period of time divided by the total number of
Training & Development employees.
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Training & Development (Cont.)
KPI Encyclopedia

Quality
• Manufacturing Employee Cross-Training – Yes/no
metric indicating whether the company actively cross-
trains factory employees to increase competency in more
than one manufacturing capacity.

Service
• Training Days per Year – The total number of business
days per year allocated to training staff.

Volume
• Positions Filled as a Percentage of Total
Employees – The total number of positions filled over
a certain period of time, divided by the total number of
company-wide employees, as a percentage.

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