1. Context and problem

Many #organisations measure #HR indicators in a fragmented, retrospective or purely administrative manner. Some measure nothing at all. The result is a limited ability to:

• identify the real causes of #staff turnover,
• take timely action on #onboarding, #leadership and #workloads,
• anticipate organisational risks (#burnout, #skillgap, #paydisparity),
• support #strategicdecisions with reliable data.

The project I am proposing addresses the need to move from #descriptivemetrics to #decision-makingmetrics, linked to concrete actions and financial results.

2. Objectives of the initiative

• To build an essential, action-oriented #HRdashboard, avoiding over-measurement.
• Strengthen the decision-making capacity of #Management and #HR regarding people, #roles and systems.
• Reduce hidden costs (#turnover, #wronghires, organisational inefficiencies).
• Enable a predictive assessment of future risks and skills.
• Prepare the organisation for emerging issues: #paytransparency, #hybridworking.

 

3. Methodology

An evidence-based and business-oriented approach, structured around three principles:

1. Measure what drives decisions, not just what is available.
2. Link each metric to a specific managerial action.
3. Distinguish between core, tactical and strategic metrics, in line with business priorities.

 

4. Metrics system architecture

4.1 Fundamental metrics (governance baselines)

Established metrics, but recalibrated for managerial purposes:

• #Voluntary turnover by #manager Disaggregated analysis by reporting line, to identify critical issues regarding #leadership and #workplace atmosphere. → Primary indicator of managerial quality.
• Time-to-fill for critical roles Measures the organisation’s ability to replace key roles without disrupting business continuity.
• Actual recruitment cost Inclusion of external fees, internal time, onboarding and #productivity curve. → Basis for #ROI assessments of #recruiting.
• 90-day #retention Indicator of onboarding effectiveness and alignment between the role’s promise and reality.
• Internal #mobility rate Ratio between internal development and leaving the organisation for career progression.

 

4.2 Evolving metrics (2026–2027)

Metrics focused on prevention, sustainability and the organisation’s future:

• Employee Sentiment Score (continuous) Dynamic monitoring via short pulse surveys, post-1:1 check-ins and (where permitted) analysis of communication patterns.
• Collaboration Equity Index Analysis of opportunities for #collaboration, visibility and networking between on-site and remote teams.
• Burnout Risk Score Composite indicator based on workloads, meeting density, signs of over-connection and subjective perception.
• Predictive analysis of skills gaps Comparison between future skills requirements (12–18 months) and the internal talent pool available for development.
• Diversity in the leadership pipeline Assessment of actual access to senior roles, mentorship and high-visibility projects.
• Controlled Pay Equity Ratio Analysis of pay consistency for equivalent roles and performance, with a focus on compliance and sustainability.
• Meeting Effectiveness Score Measure of the organisational impact of meetings on time, productivity and value generated.
• Speed of feedback-to-action Average time between feedback collection and visible decision/action.
• Purpose Alignment Score Perceived alignment between work performed, purpose and corporate values, as a predictor of retention.

 

5. Metrics selection logic

The project does not envisage the adoption of all metrics, but a targeted selection:

• 3 permanent core metrics (e.g. turnover per manager, 90-day retention, sentiment score)
• 3–5 tactical metrics Consistent with the organisation’s current critical issues (e.g. recruitment, leadership, workloads)
• 2–3 strategic metrics To anticipate risks and future decisions (skill gaps, pay equity)

 

Key criterion: no metric without an associated decision.

6. Operational phases

1. Initial diagnosis Analysis of existing data, HR systems, managerial maturity.
2. Selection and definition of metrics Clarity on formulas, data sources and decision thresholds.
3. Design of the HR dashboard Executive summary, readable and action-oriented.
4. Alignment between Management–HR–Managers Translation of metrics into behaviours and responsibilities.
5. Pilot launch and review Testing within a controlled scope, adjustments and scaling.

 

7. Deliverables

• Customised HR metrics framework
• Executive dashboard (KPIs + actions)
• Decision-making guidelines for managers
• Model for periodic review of metrics
• Recommendations for organisational change

 

8. Value for the customer

• Reduction in avoidable staff turnover
• Improved quality of decisions regarding people and roles
• Greater managerial accountability
• Anticipation of organisational risks
• Alignment between strategy, people and performance

 

9. Key performance indicators (project KPIs)

• ↓ Voluntary turnover in critical roles
• ↓ Average time to fill key positions
• ↑ 90-day retention
• ↑ Qualified internal mobility
• ↓ Indirect HR costs and organisational inefficiencies
• ↑ Speed of response to feedback and weak signals