| Terms | Definition | Team |
| Candidate Experience | a candidate’s perception of a company’s entire recruiting and hiring process. | Recruitment |
| Candidate Persona | a clear semi-fictional representational of the ideal candidate to fill an open position. The candidate persona is typically determined by an HR team in order to tailor their sourcing and acquisition strategies towards candidates who match that persona | Recruitment |
| Active Candidates | an individual who is actively searching for a job and is open to hearing about opportunities from recruiters and employers. The opposite of a passive candidate. | Recruitment |
| Backfill | an open position created by the vacation of the incumbent. | Recruitment |
| JO | Job Offer | Recruitment |
| PEME | Pre-Employment Medical Examination | Recruitment |
| ATS (Applicant Tracking System) | the software used to automate many of the processes needed to manage the recruitment process. In many cases, an ATS automatically filters applications based on given criteria such as keywords, skills, former employers, years of experience and schools attended. The ATS then creates a list of candidates applications that match the given criteria. | Recruitment |
| C-level | top-level managers in organizations whose titles include the word “chief”. Examples include CEO (Chief Executive Officer), CFO (Chief Financial Officer), and COO (Chief Operating Officer). | Recruitment |
| Calibration | typically done during an intake meeting where the Recruiter or Sourcer meets with the Hiring Manager to understand the job requirements for a new opening. | Recruitment |
| Candidate Profile | Recruitment | |
| Ave. Endorsements | Average number of candidates being endorsed to Operations as part of the recruitment process per MPR and per month | Recruitment |
| Job Fit | Candidate Education VS Job Requirements | Recruitment |
| Cost per hire | Cost per hire measures what we’re paying to recruit and onboard each new employee. Cost per hire = All recruiting and Recruitment staffing costs ÷ Number of new hires | Recruitment |
| Advance Hiring Revenue for Recruitment | Monthly Advance Hiring REC = Sum of all the days early per open position within a specific x the revenue coefficient associated with the daily salary of each of these positions | Recruitment |
| Loss of Revenue for Recruitment | Monthly LOR REC = Sum of all the days late per open position within a specific x the revenue coefficient associated with the daily salary of each of these positions | Recruitment |
| Applicants per MPR | Number of applicants that apply to MPRs on average per month | Recruitment |
| Hires Per Recruiter | Number of MPRs a recruiter closes on average per month | Recruitment |
| Quality of Hire Index | Overall Quality of Hire % = [Avg. Quality of Hire score over last 6 months]: Composed of: 1 - Early Turnover Rate Regularization PMS Job Fit New Hire Satisfaction On Time Hiring | Recruitment |
| Time to Fill | Time to fill in the time it takes to identify a candidate and fill an open position in your organization. Tracking Time to fill is imperative because it directly impacts your ability to onboard the most lucrative talent. The average time to fill a position is 42 days. | Recruitment |
| Time to Hire | Time to hire is the amount of time between when a candidate is sourced or applies to your job posting, and when the candidate accepts the job offer. | Recruitment |
| Early Turnover | Voluntary and involuntary attrition happening within the first 6 months (probitionary period) of a Team Member joining the organization | Recruitment |
| Background Investigation | A background check is an investigation into a person's professional and personal history that validates or disproves their character and identity. A typical background check includes criminal records, education and employment history, civil records, references, and more depending on the situation and individual. | Recruitment |
| HR Interview | First interview conducted by HR recruitment team | Recruitment |
| Paper Screening | First review and sorting of resumes prior any interview | Recruitment |
| Operations Interview | Interview conducted by Operations team | Recruitment |
| Employee Referral Program | Program that allows the team members to refer their friends and family to work for the organization | Recruitment |
| Applicant Experience Survey | Survey to measure the efficiency of the hiring process from an applicant perspective | Recruitment |
| Manpower Request | Used whenever the company needs to request for additional workforce during certain projects or within specific department/vertical | Recruitment |
| Character Reference Check | Recruitment | |
| New Hire Checklist | List of requirements needed from the new hires | Recuitment |
| NHO | New HIre Orientation | HR |
| Overtime Report and Percentage | 2 objectives here, get an understanding of how efficient we are at scheduling and evaluate if OT policies are well implemented across the organization . Overtime percentage = Overtime pay amount ÷ Total payrol | HR |
| Absenteeism | Absenteeism = Workdays missed ÷ Total workdays scheduled Target Absenteeism Rate = (Average # of Employees X Missed or unplanned Workdays) / (Average # of Employees X Total Workdays) = Target Absenteeism Rate % = Total Unplanned Workdays (4) / Total Available for Work ((365-52-52-15)/12) = 4/246 = 1.63% | HR |
| Raw Attrition at IO | Attrition at IO indicates the gross reduction of workforce. Includes every roles, accounts, positions - Project-based hires should be included in the total attrition number - Hires that did not start (ie did not complete the NHO even if they signed a contract) are NOT included in the total attrition number (seperate tracker for recruitment) - Sprout will be the source of truth for separated individuals. The separated date is the last working day of the individual +1 day - Profiles tagged as 'old profile' shouldn't be included in the list, these people either being still part of the organization or having resigned eventually (and listed as such under their new EID) - Floaters are included - Lenddo Team members are included | HR |
| Average Time Until Promotion or Pay Increase OR Time since last promotion | Average Time Until Promotion or Pay Increase OR Time since last promotion This HR metric measures how long it takes for an employee, on average to be promoted or receive a pay increase. Average time until promotion = Date of pay increase or promotion – hire date | HR |
| Core Attrition at IO | Core Attrition at IO indicates the gross reduction of workforce but focuses on the high-impact attrition - Project-based hires should NOT be included in the core attrition number - Floaters are NOT included - Lenddo Team members are NOT included | HR |
| Cost per FTE employee | Cost per FTE employee: costs as a percentage of revenue and costs as a percentage of total operating costs. Most computations of total HR costs include the complete compensation and benefits of HR FTEs, supplier costs, HR technology costs and corporate overhead costs. Though many companies still have costs of up to $5,000 or more per employee in HR administrative processes, world-class organizations are at or below $1,100 per employee. | HR |
| Diversity & Inclusion | Diversity & Inclusion (this will most likely come from a survey) Diversity rate/employee demographics | HR |
| Employee Net Promoter Score (eNPS) | Employee Net Promoter Score (eNPS): Employee Net Promoter Score (eNPS) is defined as a concept that is built around the Net Promoter Score (NPS) to measure employee loyalty. It is a method of measuring how willing your employees to recommend their workplace to their family or friends. | HR |
| Floating Status Report | Floating Status Report (movement and liability) | HR |
| HR-to-employee ratio | HR-to-employee ratios: ratio of HR employees to all employees. This should be a metric that we track over time, it would be good to see if we can have it on a monthly basis. This ratio measures the numbers of HR full-time equivalents (FTEs) for every 100 FTE employees in the organization and is useful when comparing the HR functions in organizations of differing sizes.For a company like ours, the ratio should be at 1.5-1.8. | HR |
| Length of Service / Tenure | Length of service is another indicator of employee job satisfaction and workforce happiness. | HR |
| Liquidated Damages Report | Liquidated Damages Report / AWOL. Helps understand the cost of the Team Member's breaking their employment contract with the organization | HR |
| Leave Utilization Report | Measuring how leaves are being taken by the team members, per vertical, per type of leave | HR |
| Profit per employee | Measuring profit per employee can ensure we aren’t over or understaffed. Profit per employee = Business profit ÷ Number of employees | HR |
| Payroll to revenue Ratio | Payroll to Revenue Ratio is a productivity metric that measures how effective a business is at utilizing its labour costs to produce revenue. | HR |
| Revenue per FTE employee | Revenue per FTE employee: It helps determine the value of employees to our business. To put in correlation with Cost of Hire. Revenue per employee = Total revenue ÷ Total number of employees | HR |
| Salary competitiveness Ratio | Salary Competitiveness Ratio (SCR) is a measure of how competitive the current salary is that a company offers for specific job roles. Salary competitiveness can be measured against specific competitors or against the general market. | HR |
| Involuntary Attrition | Team members being separated from the organization (ie Termination) | HR |
| Voluntary Attrition | Team members resigning from the organization | HR |
| Gender pay gap | The gender pay gap or gender wage gap is the average difference between the remuneration for men and women who are working. | HR |
| Health Care Costs per Employee | This metric helps usunderstand how much of our budget is being spent on employee health insurance costs (VS total cost) Health care costs per employee = Total health care costs ÷ Number of employees signed up for health care | HR |
| Attendance | Total worked / Total Available for Work Target Attendance % = Total Available for Work ((365-52-52-15)/12) - (15 leaves /12 months) = 20.5-1.25 = 19.25 = 94% *note: Not all accounts would follow the 15 leave credits, some have 20, 25, 28 leave credits (ie everyCity, AQR, etc) Unplanned = Leave that does not meeting our policy of advance notice Target Unplanned Attendance % = 4 sick leaves / 15 total leaves per year = 27% Falls in this category: Emergency leave, Sick leaves without notice, vacation leaves without enough notice, Isolation Leave (COVID), Bereavement leave, AWOL | HR |
| Employee Turnover | Turnover indicates the reduction of workforce that the company seeks to replace (ie vacant position being filled) | HR |
| Leave Cost Benefit Analysis | Understand the cost of a leave per vertical, per job grade, cash conversion, etc | HR |
| DL | Discussion Log | HR |
| ND | Notice of Decision | HR |
| Leaders Circle | A gathering of all leaders where the management gives updates about what's happening in the organization and what can they expect in the coming months, | Learning and Development |
| Leaders Conference | An event for the leaders where different speakers are being invited on a specifc topic. | Learning and Development |
| Above Average Performance Management Ratio (WIP) | Above Average Performance Management Ratio | Learning and Development |
| Training Compliance | Percentage of employees trained in company policies/Mandatory Courses | Learning and Development |
| the 9-box grid | The 9-box grid appears when measuring and mapping both an individual’s performance and potential in three level. No action here for you until we get to capture data | Learning and Development |
| Training Effectiveness | Training Return on Investment, composed of: Training Satisfaction Score (Reaction) (Results) - Productivity or efficiency or revenue Manager ROE (Behavior) Training hours per employee (Learning) No of employees who received training (learning) | Learning and Development |
| Training Spend per Employee | Training Spend per Employee This metric determines how much money you spend on employee training. You calculate it by determining the cost of employee training, and some businesses include the labor cost of employee hours spent in training classes as well. Also include the travel costs, course fees, the cost of your learning management system, and the time spent administering employee training, such as setting up courses and printing certificates. Training spend per employee = Total training costs divided by ÷ Number of employees | Learning and Development |