Ultimate Performance: Measuring Human Resources at Work

Separate

This refers to all metrics that track employee turnover and retention rates.

Managing Up. One would expect that the turnover rate would be the key number that HR and executives point to on separation, and it does top the list in this category. However, other data such as the cost of vacancy are interesting as well when accompanied by an action plan.

Managing Out. One of the most useful bits of data to compile over long periods of time is turnover rates per hiring manager and department. Identifying poor line managers who consistently turnover staff versus their peers can help the company save significant resources by identifying action plans such as training or other management interventions. By analyzing this data, you may also help the business define which areas will consistently have higher than average turnover rates and be able to manage to those constraints.

Managing Down. HR generally understands the specific metrics here, using termination surveys examining top reasons for leaving, compensation questions, management questions, and so on. One of the easiest mistakes to make in separation data is to show executives separation data they don’t particularly care about. Which statistics are more actionable to an executive manager? The 90/120 turnover rate before and after implementing a validated assessment with cost savings? Or the voluntary turnover rate by department?