1. Context and problem

Many #organizations measure #HR indicators in a fragmented, retrospective or purely administrative way. Some don’t measure anything. The result is a poor ability to:

• identify the real causes of #turnover,
• intervene promptly on #onboarding, #leadership and #workloads,
• anticipate organizational risks (#burnout, #skillgap, #pay misalignment),
• support strategic #decisions with reliable data.

The project I propose responds to the need for move from #descriptivemetrics to #decisionalmetrics, linked to concrete actions and economic results.

2. Objectives of the intervention

• Building a #Essential and action-oriented HR dashboard, avoiding over-measurement.
• Strengthen the decision-making capacity of #Management and #HR about people, #roles and systems.
• Reduce hidden costs (#turnover, wrong #hires, organizational inefficiencies).
• Enable one predictive reading risks and future skills.
• Prepare the organization for emerging themes: #salary transparency, #hybridwork.

 

3. Methodology

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

1. Measuring what drives decisions, not what is just available.
2. Link each metric to a managerial action explicit.
3. Differentiate core, tactical and strategic metrics, depending on company priorities.

 

4. Architecture of the metrics system

4.1 Fundamental metrics (governance baseline)

Consolidated but recalibrated metrics from a managerial perspective:

• Voluntary #Turnover for #manager Analysis broken down by reporting line, to identify critical issues #leadership and #climate. → Primary indicator of managerial quality.
• Time-to-fill on critical positions Measures the organization’s ability to replace key roles without loss of operational continuity.
• Real cost of hiring Inclusion of external fees, internal time, onboarding and curve #productivity. → Basis for evaluations of #ROI of #recruiting.
• #Retention at 90 days Indicator of onboarding effectiveness and consistency between promise and reality of the role.
• Internal #mobility rate Relationship between internal development and leaving the organization for professional growth.

 

4.2 Evolutionary metrics (2026–2027)

Metrics oriented towards prevention, sustainability and the future of the organization:

• Employee Sentiment Score (continuous) Dynamic detection via short pulse surveys, 1:1 post check-in and (where permitted) analysis of communication patterns.
• Collaboration Equity Index Analysis of opportunities #collaboration, visibility and networking between in-person and remote populations.
• Burnout Risk Score Composite indicator based on workloads, meeting density, over-connection signals and subjective perception.
• Predictive analysis of skills gaps Comparison between future skills required (12–18 months) and internal developable pool.
• Diversity in the leadership pipeline Evaluation of real access to senior roles, mentorships and high visibility projects.
• Pay Equity Ratio controlled Analysis of remuneration consistency for the same role and performance, with a view to compliance and sustainability.
• Meeting Effectiveness Score Measurement of the organizational impact of meetings on time, productivity and value generated.
• Speed ​​of feedback-to-action Average time between collection f#feedback and visible decision/action.
• Purpose Alignment Score Perceived alignment between work performed, meaning and company values, as a predictor of retention.

 

5. Metric selection logic

The project does not provide for the adoption of all metrics, but a targeted choice:

• 3 permanent core metrics (e.g. turnover for managers, 90 day retention, sentiment score)
• 3–5 tactical metrics Consistent with the current critical issues of the organization (e.g. recruiting, leadership, workloads)
• 2–3 strategic metrics To anticipate risks and future decisions (skill gap, 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. HR dashboard design Directional, readable and action-oriented summary.
4. Management–HR–Manager Alignment Translating metrics into behaviors and responsibilities.
5. Pilot launch and review Controlled perimeter testing, adjustments and scaling.

 

7. Deliverables

• Custom HR metrics framework
• Management dashboard (KPI + actions)
• Decision-making guidelines for managers
• Periodic metrics review template
• Organizational intervention recommendations

 

8. Customer value

• Avoidable turnover reduction
• Better quality of decisions about people and roles
• Greater managerial accountability
• Anticipation of organizational risks
• Alignment between strategy, people and performance

 

9. Result indicators (project KPIs)

• ↓ Voluntary turnover on critical roles
• ↓ Average time to cover key positions
• ↑ 90 day retention
• ↑ Qualified internal mobility
• ↓ Indirect HR costs and organizational inefficiencies
• ↑ Speed ​​of response to feedback and weak signals