 Human Resource KPIs List

• HR Administration Headcount Ratio – We look to optimize the HR administration headcount ratio by ensuring a balanced ratio of enterprise-wide FTEs to HR management staff.
• HR Expense as a Percentage of Total Expense – We look to reduce HR expense as a percentage of total enterprise-wide expenditure by managing HR department costs effectively.
• HR Expense per Firm-Wide Employee – We look to reduce HR expense per firm-wide employee by improving HR department operations and resource allocation.
• HR Headcount Ratio – We look to optimize the HR headcount ratio by ensuring the right balance of HR office FTEs to enterprise-wide FTEs.
• HR Management Levels – We look to optimize HR management levels by streamlining the number of executive levels to improve decision-making efficiency.
• Market Survey Data Processing Cycle Time – We look to reduce market survey data processing cycle time by speeding up the evaluation and publication of market data.
• Span of Control: HR – We look to increase the span of control in HR by improving managerial efficiency and ensuring an optimal number of HR personnel per supervisor.
• Total Revenue per HR Employee – We look to increase total revenue per HR employee by enhancing the contribution of HR staff to the overall profitability of the firm.

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• Average Requisition Days on Hold: Managers – We look to reduce the average requisition days on hold for managers by minimizing delays in the hiring process.
• Average Requisition Days on Hold: Staff – We look to reduce the average requisition days on hold for staff by expediting the hiring procedure.
• Average Turnover Percentage – We look to reduce the average turnover percentage by improving employee retention and engagement strategies.
• Candidates Interviewed per Hire – We look to reduce the number of candidates interviewed per hire by enhancing candidate screening processes.
• Cost per Hire – We look to increase the external recruitment rate by attracting qualified talent from outside the organization.
• External Recruitment Rate – We look to increase the external recruitment rate by attracting qualified talent from outside the organization.
• First Round Interviews to Full-Time – We look to reduce the time from first-round interviews to full-time offers by accelerating the decision-making process.
• Candidate Notification Cycle Time – We look to reduce the candidate notification cycle time by providing quicker feedback to applicants.
• First Year of Service Turnover – We look to reduce the first year of service turnover by improving onboarding and employee support during their first year.
• HR Recruiting & Hiring Expense as a Percentage of Total HR Expense – We look to reduce HR recruiting and hiring expense as a percentage of total HR expenses by optimizing recruitment processes.
• Internal Job Posting Percentage – We look to increase the internal job posting percentage by encouraging internal mobility and career growth opportunities.
• Job Posting Volume – We look to increase the job posting volume by actively posting new job opportunities across multiple channels.
• Market Data Sources – We look to improve the quality of market data sources by utilizing more accurate and reliable market information.
• Number of Interviewers per Day – We look to increase the number of interviewers per day by streamlining interview scheduling and preparation.
• Number of Interviews per Day – We look to increase the number of interviews per day by improving the efficiency of the interview process.
• Number of Requisitions Filled: Directors – We look to increase the number of requisitions filled for directors by ensuring quicker hiring for leadership positions.
• Number of Requisitions Filled: Managers – We look to increase the number of requisitions filled for managers by improving the recruitment process for managerial roles.
• Number of Requisitions Filled: Staff – We look to increase the number of requisitions filled for staff by enhancing the efficiency of the recruitment process.
• Percentage of Positions Filled Externally – We look to increase the percentage of positions filled externally by attracting and hiring top external talent.
• Percentage of Positions Filled Internally – We look to increase the percentage of positions filled internally by promoting internal candidates to new roles.
• Positions Filled as a Percentage of Total Employees – We look to increase positions filled as a percentage of total employees by improving the overall hiring success rate.
• Positions Filled per Recruit – We look to increase positions filled per recruit by enhancing recruiter efficiency and performance.
• Quality of Hires – We look to increase the quality of hires by ensuring that a higher percentage of hires become top performers.
• Recruiter’s Time Allocation – We look to improve recruiter’s time allocation by optimizing the balance of recruiting tasks and reducing administrative overhead.
• Recruiting & Hiring Expense per FTE – We look to reduce recruiting and hiring expense per FTE by improving the cost-effectiveness of recruitment efforts.
• Recruiting and Hiring Headcount Ratio – We look to optimize the recruiting and hiring headcount ratio by ensuring the right balance of HR staff and recruiting support employees.
• Recruiting Events per School – We look to increase recruiting events per school by strengthening recruitment efforts at key educational institutions.
• Spans and Layers: Recruiter per HR Manager – We look to optimize spans and layers by ensuring an effective number of recruiters reporting to each HR manager.
• Staff Retention Ratio – We look to increase the staff retention ratio by enhancing employee satisfaction and reducing turnover.
• Time to Fill – We look to reduce time to fill by accelerating the process of hiring for open positions.
• Time to Start – We look to reduce time to start by minimizing the time between job offer acceptance and start date.
• Total Headcount: College/MBA Recruiting – We look to increase the total headcount for college/MBA recruiting to enhance talent acquisition from universities.
• Transfer Request Ratio – We look to increase the transfer request ratio by encouraging internal mobility and career advancement within the company.
• Turnover Rate – We look to reduce the overall turnover rate by improving retention and employee engagement.
• Turnover Rate: Involuntary – We look to reduce the turnover rate for involuntary separations by addressing underlying causes and improving workforce stability.

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• Number of Continuing Education Participants per Year – We look to increase the number of continuing education participants per year by promoting firm-sponsored education and development programs.
• Number of Training and Development Staff – We look to increase the number of training and development staff to ensure comprehensive support for employee growth and advancement.
• Total Expense: Training and Development Expense – We look to reduce total training and development expenses by enhancing the efficiency of training programs while maintaining quality.
• Training & Development Expense per Employee – We look to reduce training and development expenses per employee by improving the cost-effectiveness of training initiatives.
• Training & Development Headcount Ratio – We look to optimize the training and development headcount ratio by ensuring adequate staffing levels to meet company-wide training needs effectively.

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• Improve absenteeism – The absenteeism KPI measures the extent to which employees show up for work every day. If this metric is high, then your employees are not as engaged as they should be. High absenteeism levels affect everyone in the team because other team members must cover the absent employee’s work.
• Improve turnover/retention – The turnover/retention KPI measures employee engagement by looking at employee turnover versus employee retention. Employees who are not happy will leave to find employment where they can be happy at work.
• Improve production/profitability – The production/profitability KPI measures the rate of productivity versus the company’s profitability metrics. If employees aren’t engaged, production will be down, impacting negatively on the company’s profit levels.
• Improve employee health index – The employee health index KPI measures an employee’s ability to work consistently over time. It measures how resilient employees are. The higher this index, the more engaged employees are because they are healthy and happy.
• Improve vacation days used – The vacation days used KPI measures the number of vacation days an employee has used. A healthy work-life balance promotes employee engagement. Employees must use their vacation days. A low value can indicate poor employee engagement levels.
• Improve new hire 90-day failure rate – The new hire 90-day failure rate measures the number of new employees who do not make it through the first 90-day period. Engagement is a mindset. And employees must be given the correct tools and training before they can engage with their job roles.
• Improve customer happiness – The customer happiness KPI is based on the principle that happy employees equal happy customers. If this metric is low, it could result in unhappy customers. Unhappy customers result in reduced sales numbers and a loss of income.
• Improve job satisfaction – The job satisfaction KPI measures how happy and engaged employees are with their job roles at any given point in time. The happier and more satisfied employees are, the higher the engagement levels, the greater the productive output, and the higher the organization’s profitability figures.
• Improve engagement surveys – The engagement survey measures the extent to which employees feel valued at your company. Tracking this metric is vital because it indicates how long employees will remain with the organization. The higher this metric, the happier and more engaged employees are.
• Improve supervisor satisfaction – The supervisor satisfaction KPI measures how engaged and satisfied employees are with their supervisors or managers. About 50% of all employees leave a company because of poor management. Consequently, it is vital to keep track of the supervisor satisfaction metric to ensure that employees remain engaged with their job roles.
• Improve goal performance – The goal performance KPI determines how engaged employees are by measuring the ratio between achievements versus failures. Goals are designed to stretch and stimulate employees. If the goal performance rate is too high, employees might leave due to boredom; otherwise, employees might resign because they can’t meet their job expectations.
• Employee suggestion box – The employee satisfaction box KPI measures the extent to which employees use this option to express their views about the business, including their relationships with their peers, direct reports, and managers.
• The health care cost per employee – The health care cost per employee measures the total cost of health care incurred by the company for all of its employees, including the health insurance premiums, for each employee working for the company irrespective of whether they are covered under its health plan.
• Improve the productivity rate of employees – The productivity rate of employees KPI is designed to evaluate the productivity of an organization over time. It is one of the most common ways to measure employee productivity as an average. And it is calculated by dividing total revenue by the total number of employees for the pre-defined period.
• Improve the diversity rate – The employee diversity rate KPI is defined as a measurement that tracks how diverse the organization’s employees are. A diverse employee pool results in vibrant, healthy work culture and improves employee engagement. A successful company is one that has established an open and accepting work environment.

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• Activity Breakdown: HR Generalist – We look to improve the activity breakdown for HR generalists by optimizing the time spent on handling workplace disputes, HR counseling, and providing policy information.
• Employees per HR Generalist – We look to increase the number of employees assisted per HR generalist by enhancing efficiency and workload management.
• Generalist Reporting Structure – We look to improve the HR generalist reporting structure by ensuring clear and effective reporting lines to HR leadership or relevant business heads.
• HR Generalists Expense as a Percentage of Total HR Expense – We look to reduce HR generalists’ expense as a percentage of total HR expenses by optimizing resource allocation within the HR department.
• HR Generalist Expense per Employee – We look to reduce HR generalist expense per employee by increasing the efficiency of HR generalist services.
• HR Generalist Staff Percentage – We look to optimize the HR generalist staff percentage by ensuring the right balance between HR generalists and other HR personnel.
• Total Headcount: Generalist – We look to increase the total headcount of HR generalists where necessary to ensure adequate support across all business and regional groups.

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• Appraisal Cycle Time – We look to reduce the appraisal cycle time by streamlining the performance evaluation process.
• Base Salary Current Structure – We look to improve the base salary structure by refining salary determination processes, such as broad banding or point factor systems.
• Benefits & Compensation Headcount Ratio – We look to optimize the benefits and compensation headcount ratio by ensuring efficient staffing in relation to total workers.
• Business Pool to Individual Compensation Cycle Time – We look to reduce the business pool to individual compensation cycle time by accelerating decision-making on individual compensation selections.
• Contact Center to Benefits Headcount Ratio – We look to improve the contact center to benefits headcount ratio by enhancing query response efficiency.
• Covered Employee Population – We look to increase the covered employee population by ensuring that more employees are eligible for health insurance benefits.
• Cycle Time of Enrollment – We look to reduce the cycle time of enrollment by shortening the time required for new employees to be fully admitted into the company’s benefits policy.
• Executive Employee Compensation Options – We look to increase executive employee compensation options by offering more diverse remuneration services, such as stock awards and financial advice.
• Healthcare Expense per Covered Employee – We look to reduce healthcare expense per covered employee by managing health insurance costs more efficiently.
• HR Benefits Administration Expense per Firm-Wide Employee – We look to reduce HR benefits administration expense per firm-wide employee by improving the efficiency of benefits administration processes.
• HR Benefits Expense as a Percentage of Total HR Expense – We look to reduce HR benefits expense as a percentage of total HR expenses by optimizing benefit offerings and reducing overhead costs.
• HR Compensation Administration Expense per Firm-Wide Employee – We look to reduce HR compensation administration expense per firm-wide employee by streamlining compensation processes.
• HR Compensation Expense as a Percentage of Total HR Expense – We look to reduce HR compensation expense as a percentage of total HR expense by improving compensation administration efficiency.
• Number of Grades (Bands) – We look to optimize the number of grades (bands) by ensuring that positions are classified accurately for compensation purposes.
• Participant Opt-Out Percentage – We look to reduce the participant opt-out percentage by improving the attractiveness of the benefits program.
• Payroll Expense per Employee – We look to reduce payroll expense per employee by improving payroll processing efficiency and reducing operational costs.
• Payroll Headcount Ratio – We look to optimize the payroll headcount ratio by ensuring an efficient payroll staffing structure.
• Percentage of Premium Covered (Employee and Dependents) – We look to increase the percentage of premiums covered for both employees and dependents by enhancing health insurance offerings.
• Percentage of Premium Covered (Employee Only) – We look to increase the percentage of premiums covered for employees only by improving health insurance plans for individual employees.
• Process Changes Cycle Time (Material/Non-Material) – We look to reduce process changes cycle time by minimizing the time needed to handle both material and non-material modifications affecting employees.
• Report Requests Due to Adjustments – We look to reduce report requests due to adjustments by improving salary consistency and accuracy across the organization.
• Total Employees per Policy & Benefits Employee Headcount Ratio – We look to optimize the total employees per policy & benefits employee headcount ratio by ensuring effective benefits administration staffing.
• Total Expense: Benefits per Firm-Wide Employee – We look to reduce the total expense of benefits per firm-wide employee by managing benefits-related costs more effectively.
• Total Expense: Benefits per Benefits Employee – We look to reduce the total expense of benefits per benefits employee by improving benefits administration processes.
• Total Expense: Compensation per Compensation Employee – We look to reduce the total expense of compensation per compensation employee by increasing efficiency in compensation management.
• Total Expense: Compensation per Firm-Wide Employee – We look to reduce the total expense of compensation per firm-wide employee by optimizing compensation services across the organization.
• Total Headcount: Compensation – We look to increase the total headcount in the compensation office by ensuring sufficient resources to manage compensation effectively.

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• Voluntary Separation Rate – We look to reduce the voluntary separation rate by improving employee engagement, satisfaction, and retention strategies.
• Percentage of Workforce below Performance Standards – We look to reduce the percentage of the workforce below performance standards by enhancing performance management and providing necessary training and support.
• HR Planning & Analysis Expense per Employee – We look to reduce HR planning and analysis expense per employee by optimizing HR processes and improving cost efficiency.
• HR Information Systems Expense per Employee – We look to reduce HR information systems expense per employee by streamlining HRIS operations and ensuring effective utilization of technology.

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• Litigation Claims by Type – We look to reduce the number of litigation cllooks by type by ensuring compliance with employment laws and addressing workplace concerns proactively.
• ER Issue Resolution Cycle Time – We look to reduce the ER issue resolution cycle time by efficiently resolving both general and serious employee relations concerns, including potential lawsuits and labor conflicts.
• ER Expense per Employee – We look to reduce ER expense per employee by improving the efficiency and effectiveness of employee relations services.
• Regulatory Compliance Expense per Employee – We look to reduce regulatory compliance expense per employee by optimizing compliance processes and resources.
• Compliance Training Hours – We look to increase the number of compliance training hours by providing more comprehensive training in areas such as performance management, work/life balance, sexual assault, discrimination, and applicant evaluation.

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• Notice discrepancies and inconsistencies in available information.
• Identifies a set of features, parameters, or considerations to take into account, in analyzing a situation or making a decision.
• Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail.
• Weighs the costs, benefits, risks, and chances for success, in making a decision.
• Identifies many possible causes of a problem.
• Carefully weighs the priority of things to be done.

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• Quickly identifies the central or underlying issues in a complex situation.
• Creates a graphic diagram showing a systems view of a situation.
• Develops analogies or metaphors to explain a situation.
• Applies a theoretical framework to understand a specific situation.

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• Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made.
• Makes tough decisions (e.g., closing a facility, reducing staff, accepting or rejecting a high-stakes deal).

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• Gets more complete and accurate information by checking multiple sources.
• Probes skillfully to get at the facts, when others are reluctant to provide full, detailed information.
• Routinely walks around to see how people are doing and to hear about any problems they are encountering.
• Questions others to assess whether they have thought through a plan of action.
• Questions others to assess their confidence in solving a problem or tackling a situation.
• Asks questions to clarify a situation.
• Seeks the perspective of everyone involved in a situation.
• Seeks out knowledgeable people to obtain information or clarify a problem.

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• Stays abreast of business, industry, and market information that may reveal business opportunities.
• Demonstrates willingness to take calculated risks to achieve business goals.
• Proposes innovative business deals to potential customers, suppliers, and business partners.
• Encourages and supports entrepreneurial behavior in others.

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• Notices trends in the industry or marketplace and develops plans to prepare for opportunities or problems.
• Anticipates the consequences of situations and plans accordingly.
• Anticipates how individuals and groups will react to situations and information and plans accordingly.

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• Personally develops a new method or approach.
• Sponsors the development of new products, services, methods, or procedures.
• Proposes new approaches, methods, or technologies.
• Develops better, faster, or less expensive ways to do things.
• Works cooperatively with others to produce innovative solutions.

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• Does more than what is normally required in a situation.
• Seeks out others involved in a situation to learn their perspectives.
• Takes independent action to change the direction of events.

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• Develops clear goals for meetings and projects.
• Maintains commitment to goals in the face of obstacles and frustrations.
• Finds or creates ways to measure performance against goals.
• Exerts unusual effort over time to achieve a goal.
• Has a strong sense of urgency about solving problems and getting work done.

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• Understands industry and market trends affecting the organization’s competitiveness.
• Has an in-depth understanding of competitive products and services within the marketplace.
• Develops and proposes a long-term (3-5 year) strategy for the organization based on an analysis of the industry and marketplace and the organization’s current and potential capabilities as compared.

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• Possesses in-depth knowledge and skill in a technical area.
• Develops technical solutions to new or highly complex problems that cannot be solved using existing methods or approaches.
• Is sought out as an expert to provide advice or solutions in his/her technical area.
• Keeps informed about cutting-edge technology in his/her technical area.

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• Monitors the quality of work.
• Verifies information.
• Checks the accuracy of own and others’ work.
• Develops and uses systems to organize and keep track of information or work progress.
• Carefully prepares for meetings and presentations.
• Organizes information or materials for others.
• Carefully reviews and checks the accuracy of information in work reports (e.g., production, sales, financial performance) provided by management, management information systems, or other individuals.

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• Ensures that important information from his/her management is shared with his/her employees and others as appropriate.
• Shares ideas and information with others who might find them useful.
• Uses multiple channels or means to communicate important messages (e.g., memos, newsletters, meetings, electronic mail).
• Keeps his/her manager informed about progress and problems; avoids surprises.
• Ensures that regular, consistent communication takes place.

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• Asks questions to identify shared interest, experiences, or other common ground.
• Shows an interest in what others have to say; acknowledges their perspectives and ideas.
• Recognizes the business concerns and perspectives of others.
• Expresses gratitude and appreciation to others who have provided information, assistance, or support.
• Takes time to get to know coworkers, to build rapport and establish a common bond.
• Tries to build relationships with people whose assistance, cooperation, and support may be needed.
• Provides assistance, information, and support to others to build a basis for future reciprocity.

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• Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting.
• Lets customers know he/she is willing to work with them to meet their needs.
• Finds ways to measure and track customer satisfaction.
• Presents a cheerful, positive manner with customers.

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• Shares information, advice, and suggestions to help others to be more successful; provides effective coaching.
• Gives people assignments that will help develop their abilities.
• Regularly meets with employees to review their development progress.
• Recognizes and reinforces people’s developmental efforts and improvements.
• Expresses confidence in others’ ability to be successful.

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• Is able to let others make decisions and take charge.
• Encourages individuals and groups to set their own goals, consistent with business goals.
• Gives people latitude to make decisions in their own sphere of work.
• Is able to let others make decisions and take charge.
• Encourages individuals and groups to set their own goals, consistent with business goals.
• Expresses confidence in the ability of others to be successful.
• Encourages groups to resolve problems on their own; avoids prescribing a solution.

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• Ensures that people in the unit understand how their work relates to the business’ mission.
• Ensures that everyone understands and identifies with the unit’s mission.
• Ensures that the unit develops goals and a plan to help fulfill the business’ mission.

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• Offers support for others’ ideas and proposals.
• Is open with other team members about his/her concerns.
• Expresses disagreement constructively (e.g., by emphasizing points of agreement, suggesting alternatives that may be acceptable to the group).
• Reinforces team members for their contributions.
• Gives honest and constructive feedback to other team members.
• Provides assistance to others when they need it.
• Works for solutions that all team members can support.
• Shares his/her expertise with others.
• Seeks opportunities to work on teams as a means to develop experience and knowledge. –
• Provides assistance, information, or other support to others, to build or maintain relationships with them.

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• Enlists the active participation of everyone.
• Promotes cooperation with other work units.
• Ensures that all team members are treated fairly.
• Recognizes and encourages the behaviors that contribute to teamwork.

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• Involves others in a process or decision to ensure their support.
• Offers trade-offs or exchanges to gain commitment.
• Identifies and proposes solutions that benefit all parties involved in a situation.
• Enlists experts or third parties to influence others.
• Develops other indirect strategies to influence others.
• Knows when to escalate critical issues to own or others’ management, if own efforts to enlist support have not succeeded.
• Structures situations (e.g., the setting, persons present, sequence of events) to create a desired impact and to maximize the chances of a favorable outcome.
• Works to make a particular impression on others.
• Identifies and targets influence efforts at the real decision-makers and those who can influence them.
• Seeks out and builds relationships with others who can provide information, intelligence, career support, potential business, and other forms of help.
• Takes a personal interest in others (e.g., by asking about their concerns, interests, family, friends, hobbies) to develop relationships.
• Accurately anticipates the implications of events or decisions for various stakeholders in the organization and plans strategy accordingly.

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• Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior.
• Anticipates how others will react to a situation.
• Listens attentively to people’s ideas and concerns.
• Understands both the strengths and weaknesses of others.
• Understands the unspoken meaning in a situation.
• Says or does things to address others’ concerns.
• Finds non-threatening ways to approach others about sensitive issues.
• Makes others feel comfortable by responding in ways that convey interest in what they have to say.

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• Proposes new approaches, methods, or technologies.
• Develops better, faster, or less expensive ways to do things.

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• Takes the lead in setting new business directions, partnerships, policies, or procedures.
• Seizes opportunities to influence the future direction of an organizational unit or the overall business.
• Helps employees to develop a clear understanding of what they will need to do differently, as a result of changes in the organization.
• Implements or supports various change management activities (e.g., communications, education, team development, coaching).
• Establishes structures and processes to plan and manage the orderly implementation of change.
• Helps individuals and groups manage the anxiety associated with significant change.
• Facilitates groups or teams through the problem-solving and creative-thinking processes leading to the development and implementation of new approaches, systems, structures, and methods.

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• Tailors the content of speech to the level and experience of the audience,
• Uses appropriate grammar and choice of words in oral speech.
• Organizes ideas clearly in oral speech.
• Expresses ideas concisely in oral speech.
• Maintains eye contact when speaking with others.
• Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication.

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• Selects language and examples tailored to the level and experience of the audience.
• Selects stories, analogies, or examples to illustrate a point.
• Creates graphics, overheads, or slides that display information clearly and with high impact.
• Presents several different arguments in support of a position.

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• Acknowledges and thanks to people for their contributions.
• Expresses pride in the group and encourages people to feel good about their accomplishments.
• Finds creative ways to make people’s work rewarding.
• Signals own commitment to a process by being personally present and involved at key events.
• Identifies and promptly tackles morale problems.
• Gives talks or presentations that energize groups.

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• Organizes written ideas clearly and signals the organization to the reader (e.g., through an introductory paragraph or through use of headings).
• Tailors written communications to effectively reach an audience.
• Uses graphics and other aids to clarify complex or technical information.
• Spells correctly.
• Writes using concrete, specific language.
• Uses punctuation correctly.
• Writes grammatically.
• Uses an appropriate business writing style.

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• Clarifies expectations about what will be done and how.
• Enlists his/her manager’s support in obtaining the information, resources, and training needed to accomplish his/her work effectively.
• Promptly notifies his/her manager about any problems that affect his/her ability to accomplish planned goals.
• Seeks performance feedback from his/her manager and from others with whom he/she interacts on the job.
• Prepares a personal development plan with specific goals and a timeline for their accomplishment.
• Takes significant action to develop skills needed for effectiveness in current or future job.

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• Works with employees to set and communicate performance standards that are specific and measurable.
• Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer).
• Stays informed about employees’ progress and performance through both formal methods (e.g., status reports) and informal methods (e.g., management by walking around).
• Provides specific performance feedback, both positive and corrective, as soon as possible after an event.
• Deals firmly and promptly with performance problems; lets people know what is expected of them and when.

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• Is willing to speak up to the right person or group at the right time, when he/she disagrees with a decision or strategy.
• Approaches challenging tasks with a “can-do” attitude.

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• Is honest and forthright with people.
• Carries his/her fair share of the workload.
• Takes responsibility for own mistakes; does not blame others.
• Conveys a command of the relevant facts and information.

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• Controls his/her response when criticized, attacked or provoked.
• Maintains a sense of humor under difficult circumstances.
• Manages own behavior to prevent or reduce feelings of stress.

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• Interpersonal Communications – Employee is comfortable anticipating sensitive issues and communicating with all parties involved.
• Likeability – I enjoy meeting with this employee outside of work.
• Managing Change – Employee effectively eases concerns during time of uncertainty
• Personal Workspace – Employee maintains a clean and tidy workspace.
• Strengths – Please rate the employee’s overall job strength and provide the areas in which the employee excels.
• Work Ethic – Please rate employee’s work ethic and ability to achieve stated goals and objectives.

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• Ensuring compliance with labor laws – This KPI tracks compliance with labor laws, regulations, and internal policies to mitigate legal risks and ensure ethical business practices.
• Boosting Training and Development ROI – This KPI assesses the return on investment (ROI) of training and development programs by comparing the cost of training to the resulting improvements in employee performance or organizational outcomes.

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