Emerging HR Metrics and Reporting Practices to Drive Situation Assessment and Actionable Insights for Managers and Leaders.

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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

HR Metrics & Reporting is a standardized and structured experience for both developers and users of the data and reports. A crucial element is the development of a "data culture", where functional and HR employees, managers, and leaders consistently use the reports to drive fact-based decision-making on a day-to-day basis. Consistent reports and metrics are available on-demand and updated/refreshed daily. Those are produced by a dedicated team staffed by HR or cross-functional professionals and leverage more sophisticated comparative and predictive statistical analyses that enable views across time, business units, geographies, employee groups, and business circumstances.

Why use it 

The creation of standardized and structured metrics and reporting directly supports the establishment of a "data culture", where data-centric decision-making becomes the standard for all decision-makers.  While HR reports are meant for functional managers' consumption, their regular use of data can translate into the same behaviors and expectations for their subordinates. For example, a customer service representative can use customer feedback and preference data to guide a caller's issue resolution, or a corporate financial analyst can use internal customer satisfaction data to drive the development of a new report or analysis for internal decision-making.   

Additionally, a dedicated team (especially a cross-functional one) can continue to evolve reporting towards metrics and analyses that are more responsive to emerging business needs, Along with the use of advanced comparative and predictive analyses, they can provide a view into what is coming ("leading indicators") as well as what has happened and why ("lagging indicators").   

Practice guides at this level

Establishing consistent and on-demand KPIs for tracking and use across the enterprise.

Developing "master" reports with filtering and sorting capabilities so all audiences in a certain group see the same analyses determined to be "Key Performance Indicators (KPIs)" for the business.  

Measuring talent outcomes vs. processes to increase business insights and impact.

The focus shifts from process efficiency and effectiveness to the business reasons these processes exist - to secure, manage, motivate, and improve workforce capabilities.

Deploying advanced statistical methods to better assess and predict trends in HR processes, policies, and programs.

Moving from descriptive or basic mathematical metrics to more sophisticated techniques that provide more meaningful analyses and reveal relationships or predictions between processes, programs, behaviors, and their outcomes.

Developing a company-wide culture of data-based HR decision-making.

The usage of HR metrics and reports become a standard part of the daily activities of leadership in an organization by collaborating with diverse user groups and aligning with their strategic objectives and operational needs.  

Creating a dedicated, cross-functional analytics team to "own", manage and evolve HR analytics capabilities.

Building robust, reliable, and best-in-class HR Metrics & Reporting capabilities requires the right talent with the right skills.

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