147 metrics, defined and evidenced.

Percentage of employees contributing to retirement plans

Variance of actual comp spend against budget, by area × function × geography.

Average rate actually paid over a population divided by the range midpoint — a manager-drift detector. <1 = paying below intent; >1 often from longer tenure / few new hires / low promotion. Computable per range, unit, function, or org (distinct from the employee-grain compa-ratio).

Mean base salary across all employees

Percentage of eligible employees enrolled in benefits

Average bonus as percentage of base salary

Ratio of actual pay to midpoint of salary range

Distribution of employees across compa-ratio bands pre- vs post-cycle, with per-band deltas.

Annual compensation spend as a share of (implied) EBITDA.

Annual compensation spend as a share of (implied) revenue.

Annual compensation spend divided by full-time-equivalent count.

Total employment cost per employee

Discretionary award dollars from the rating lookup plus any population-status adjustment.

Equity grant dollars allocated to an employee from their decision unit's budget, pro-rated by relative multiplier.

Per-employee equity weighting (by performance rating) used to allocate the unit equity budget.

Portion of a between-cohort raw pay gap attributable to legitimate measured factors (Oaxaca–Blinder explained component, β_B convention).

Degree to which an adjacent grade's range shares dollar territory with the one below. Driven by range spread + midpoint differential; design rule: avoid overlapping >3-4 grades.

Per-employee health insurance cost

Company pay relative to the market rate for a job (or aggregated). 100 = at market; ±10% tolerance → 95-105% is fully competitive. Distinct from market-median (which describes the market); this is company-vs-market position.

BLS OEWS median hourly wage by SOC × geography, via multi-tier resolution (observed national > observed subnational > geo-index projected > national projected).

Market hourly-pay percentile distribution (p10/p25/p75/p90) around the median for a SOC × geography.

Median base salary across all employees

Dollar value of the merit increase for an employee.

Merit increase as a fraction of base salary, from the merit matrix lookup on performance rating × comp-ratio (or location) bucket.

Merit spend as a percentage of the payroll base for a segment.

Percentage step between adjacent pay-grade midpoints; for a whole structure, the constant geometric progression. Larger progression → fewer grades.

Overtime pay as percentage of total payroll

Average overtime hours per employee per period

Relative dispersion of a pay distribution — std dev as a percent of the mean — comparable across jobs of very different magnitude. Flags anomalously high internal pay variability / compares survey-source spread.

Share of subordinates paid at or above their manager within a tolerance — a compression-risk indicator (lower is better).

Gender pay gap as percentage difference

Robust pay-spread measure: 90th percentile over 10th percentile. Preferred over the interquartile range (which trims too much). Higher = wider dispersion.

Structure-level strategic posture: the percentage the company's pay-policy line sits above (+lead) or below (−lag) the fitted market line. Can be a per-job-family vector (lead some families, lag others; or 'pay among the leaders' = match a top-payer subset).

Quantitative, market-independent internal-worth score: sum of weighted points across compensable factors (each scored to a degree level). Hay-style factors: know-how, problem-solving, accountability, working conditions. Builds the job-worth hierarchy.

Percentage of allocated PTO days used

Width of a pay range as a percentage of its minimum. Benchmarks by level: ~20-25% production, 30-40% clerical/technical, 40-50% professional/mid-mgmt, 50%+ managerial/exec; broadbands >80%.

Total revenue divided by headcount

Actual vs budgeted salary expenditure

Position within salary range (compa-ratio)

Maximum attainable pay as a percentage of entry pay across a person-based (skill/competency) certification ladder. Worked example: entry 100% → full certification 193% ($10→$19.30/hr). Pay rule: paid at highest certification rate.

Total payroll cost including benefits and bonuses

Combined merit + promotion + adjustment spend as a percentage of payroll base.

Portion of a between-cohort raw pay gap NOT explained by measured factors (Oaxaca–Blinder unexplained component) — the equity-risk signal.

Final variable-pay (bonus) payout after applying the target, payout multiple, and cap.

Realized payout as a multiple of the bonus target (1.0 = paid at target).

Average unplanned absence days per employee

eNPS measuring employee advocacy

Overall employee satisfaction from survey responses

Composite engagement score from multiple survey dimensions

Distribution of reasons for employee departures

Turnover rate among employees with less than one year tenure

Predictive score for employee departure probability

Percentage of employees terminated involuntarily

Employee satisfaction with direct manager

Average recognitions received per employee per period

Voluntary departures of high-performing employees

Percentage of employees retained over the period

Percentage of employees completing engagement surveys

Overall employee separation rate

Percentage of employees leaving voluntarily

Employee perception of work-life balance

Mean performance rating across all employees

Percentage of employees with relevant certifications

Percentage of employees with active development plans

Average feedback sessions per employee per quarter

Percentage of employee goals achieved

Percentage of employees rated as high performers

Ratio of ready-now successors to leadership positions

Percentage of employees rated as low performers

Percentage of employees in mentoring programs

Distribution of employees across the 9-box grid

Rate of improvement in performance ratings period over period

Percentage of employees promoted during the period

Distribution of performance ratings across tiers

Aggregate measure of skill deficiencies

Average time between promotions

Percentage of assigned training completed

Average training investment per employee

Average training hours completed per employee

Number of distinct jurisdictions with at least one noncompliant workforce record. The "footprint" companion to impacted-headcount — useful for prioritizing remediation effort (5 employees across 5 states is a different operational shape than 5 employees in 1 state).

Sum of annualized discrepancy across all noncompliant workers — i.e., the total annual underpayment if every "fail" worker received exactly the required minimum for the next 12 months. Hours assumption is the per-worker annualHoursAssumption passed at evaluate-time (default 2080).

Share of evaluated workforce records paid below the applicable jurisdictional minimum-wage floor at the evaluation date. A composition metric across the evaluation cohort; the denominator is evaluated workers, not total workforce.

Absolute count of workforce records currently paid below the applicable jurisdictional minimum-wage floor. The integer companion to pay-floor-failure-rate — both are needed: the rate tells you exposure intensity, the count tells you remediation scope.

Projected pay-floor-dollar-exposure-annual if all rule_versions with announced effective dates in the next 30 days activate as scheduled, applied against the current workforce. The proactive alert metric — answers "what does next month look like?" before the payroll cycle hits.

Ratio of applications to interviews scheduled

Candidate satisfaction with application process

Total recruitment cost divided by number of hires

Percentage of diverse candidates hired

Hiring manager satisfaction with recruitment process

Percentage of positions filled by internal candidates

Conversion rate from interview to job offer

Percentage of new hires remaining after 90 days

Percentage of offers accepted by candidates

Speed at which candidates move through hiring stages

First-year performance rating of new hires

Average open positions per recruiter

Percentage of hires from employee referrals

Average age of open requisitions

Quality of hire by recruitment source

Average days from job posting to offer acceptance

Average days from first contact to start date

Mean age of active employees

Mean years of service for active employees

Proportion of contractors vs full-time employees

Headcount breakdown across departments

Headcount shares across normalized bonus-plan taxonomies sourced from Bonus Plan Assigned.

Headcount shares across standardized compa-ratio quintile buckets (PRD-aligned cut-points on TTC or Base compa-ratio).

Headcount shares across birth-year-derived generation cohort buckets.

Headcount shares across default high / mid / low country cost bands aligned to toolbox classification.

Headcount shares across hybrid compliance quintiles keyed to pct-to-requirement ratios.

Headcount shares across direct-report buckets (individual contributor vs scaled manager-load bands).

Simpson's diversity index measuring demographic representation

Full-time equivalent count adjusted for part-time workers

Proportion of female to male employees

Period-over-period percentage change in total headcount

Rate of internal job changes and transfers

Percentage of employees in management roles

Population mean similarity between employees and managers on gender/ethnic-minority/generation cohort comparisons.

Population mean teammate overlap averaged across demographics within each manager cohort.

Median years of service for active employees

Median across the population of organization continuous-service tenure, in whole calendar months.

Median across the population of time in current role, in whole calendar months.

Median across the population of most-recent-hire tenure, in whole calendar months.

Number of new employees hired during the period

Average reporting levels from individual contributor to CEO

Proportion of part-time employees in the workforce

Percentage of employees working remotely

Average number of direct reports per manager

Number of employee separations during the period

Total number of active employees across the organization

Predicted attrition for upcoming periods

Average number of ready successors per key position

Employee productive capacity vs available capacity

Ratio of contingent to permanent workers

Percentage of critical roles currently filled

Percentage of approved headcount budget utilized

Salary competitiveness vs market median

Rate at which new positions are being created

Variance between planned and actual headcount

Rate of employees redeployed to new roles

Percentage of workforce eligible to retire within 5 years

Percentage of critical skills with adequate coverage

Percentage of key positions with identified successors

Percentage of successors rated as ready-now

Percentage of budgeted positions currently unfilled

Projected workforce cost for upcoming periods

Accuracy of previous workforce planning forecasts