Advanced HR Metrics and Reporting Practices to Increase the Consistency and Quality of HR and Functional Leaders' Decision Making.

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Wowledge Expert Team
Principal level
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This guide is part of a progression set comprised of Core, Advanced, and Emerging HR Metrics & Reporting practices.

What it is 

Advanced Metrics and Reporting broaden the spectrum of data used to provide more robust and refined insights that drive enhanced decision-making by HR and functional leaders while addressing the unique needs of different audiences. At this level, data from multiple HR and business systems come into use and are increasingly combined to raise the level of understanding from simply what is happening to why.  

Moving beyond a "one size fits all" mentality, the metrics and reporting at this level are designed to address the information and decision needs of more targeted audiences - line supervisors or managers in different functions vs. general managers/executives for example. While many metrics will be common to all or most groups, special attention is paid to the unique decision-making needs of each segment.   

How the data is presented is also a key element of this level - moving from text, tables, and lists of averages, for example, towards graphs, charts, and other visually presented reports that make for easier and faster interpretation of the data.

Finally, Advanced Metrics and Reporting may involve benchmarking - comparing the measured performance to an existing expectation, business requirement, or external standard. 

Why use it

At this level, Managers and Leaders are able to quickly scan and review the data and trends that matter most to them, with a degree of sophistication well within reach to many HR or Reporting teams. The data is presented to individuals who are able to adjust or adapt to changing trends and make the necessary improvements to their most critical operational talent concerns.  

Much like basic financial, accounting, and sales reports, such reporting is designed to support managers and leaders' decision-making with facts rather than "gut feelings" (a tendency seen when managers are making people-related (vs. financial or operational) decisions). This capability strengthens managers' ability to drive results more effectively and efficiently.   

Practice guides at this level

Identifying critical audiences and tailoring metrics and reporting to their unique needs.

Critical audiences typically include management from different levels and functions who will provide guidance on tailoring metrics and reporting.

Leveraging multiple HR systems and sources when producing integrated metrics.

As manager requests grow in sophistication, an appetite for more complex data will rise, requiring integrating data from numerous HR processes and systems.  

Developing appropriate presentation methods to best display data for decision-making.

How the data is presented is a key consideration to ensure it is easy to understand, dependable and credible, timely, and adaptable.

Benchmarking to compare with external (professional, industry, regional) standards.

Context for better decision-making is provided by comparing data from one company to that of similar companies through adequate benchmarking.

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