HR reporting standards

There are several important criteria that should be included in the HR report in Oman. Note that most of these are high-level metrics because they provide an organizational overview. We have published several lists of HR metrics, including hiring metrics and performance metrics on this platform. These can be used for specialized dashboards.[/vc_column_text][/vc_column][/vc_row]

The most commonly reported HR metrics are:

  • seniority
  • Gender: A common distinction for mining diversity data
  • Age: Age is increasingly important in today’s multi generational workforce. Age is important for strategic workplace planning and succession planning. It is also often a key focus point for organizations looking to innovate and reorganize.
  • Education Level: Education level should only be included if available and when relevant to the organization’s overall goals. Otherwise, it risks being a “futility metric” in HR reporting.
  • Functional type: Criteria such as functional type or function clusters may help distinguish different groups within the company. An example would be top management, middle management, production personnel and support staff.
  • FTE: Full-time equivalent of the hours worked by a full-time employee. The number of FTEs is often less than the total number of employees. This is especially true if the organization has a large number of part-time workers.
  • FTE provides an accurate measure of the total workload in the organization. Additionally, individuals working less than 1 FTE can be considered part-time workers.
  • Active employees: This measure shows the number of employees working in the organization.
  • Turnover: This measure shows the number and/or percentage of employees who left in the previous period. Read how to calculate employee turnover here.
  • New Hires: This metric shows the number and/or percentage of new employees who joined the organization in the past year.
    Absence Rate: This measure shows the average percentage of employee absences in the previous period. Another representation of this number is the total days of absence for each employee.
  • Cost of Absenteeism: This metric is not a standard metric, but it can make the previously mentioned absenteeism rate more tangible by attaching it to a financial number.
  • Labor cost: Labor cost is the sum of money that an organization pays to its labor force. This number includes employee benefits and payroll taxes. Labor cost can be divided into direct or indirect costs. Direct costs are labor costs associated with people involved in the primary process (assembly line workers). Indirect costs cannot be traced to a specific level of production (a factory guard security person).
  • Training cost: Training cost represents the total amount that a company spends on training new and existing workers.
  • Recruiting Cost: The total cost of recruiting efforts. This usually includes the costs of external agencies, job advertisements and sometimes reduced productivity. Hiring costs are much higher. Examples include the cost of management time in selection and training, and attrition – the length of time an employee stays in a position.
  • Filling Time: We have already mentioned the filling time. This is the number of days between a position opening and the candidate accepting that position. This metric varies significantly between job types: for example, software developers, big data analysts, and highly skilled salespeople are much harder to find than entry-level marketers.

Of course, there are other criteria that may be included in this report.

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