Example KPIs for Human Resources (HR) Departments


 Actual versus budgeted cost of hire
 Annualized voluntary employee turnover rate
 Annualized voluntary turnover rate
 Average headcount of employees each human resources (HR)
employee working is caring for
 Average interviewing costs
 Average length of placement in months for the manager
 Average length of service of all current employees
 Average length of service of all employees who have separated
 Average months placement
 Average number of training hours per employee
 Average number of vacation days per employee
 Average performance scores of departing employees
 Average retirement age
 Average salary
 Average salary for all employees reporting to the selected manager
 Average sourcing cost per hire
 Average time employees are in same job/ function
 Average time to competence
 Average time to update employee records
 Average training costs per employee
 Compensation cost as a percentage of revenue
 Contingent workers
 Employee satisfaction with training
 End placements
 Female to male ratio
 Full-time employees (FTEs) per human resources (HR) department
FTE
 Headcount of contingent workers for the manager
 HR average years of service (incumbents)
 HR average years of service (terminations)
 HR department cost per FTE
 HR headcount - Actual
 HR headcount - Available
 HR to employee staff ratio
 Job vacancies as a percentage of all positions
 New hire quality
 Time to fill
 Hiring manager satisfaction
 Cost per hire
 Staffing efficiency
 Internal, external, and total headcount recruiting costs and ratios
 Number of end placements made in the reporting period for the
manager
 Part-time employees as a percentage of total employees
 Percentage of employees receiving regular performance reviews
 Percentage of employees that are near or at max for their vacation
balances
 Percentage of HR budget spent on training
 Percentage of new hire retention
 Ratio of internal versus external training
 Ratio of standard level wage to local minimum wage
 Return on investment (ROI) of training
 Total overtime hours as a percentage of all work hours
 Training penetration rate (percentage of employees completing a
course compared to all FTEs)
  Workforce stability
Example KPIs for Customer Service Departments

 Agent's full-time employees (FTEs) as percentage of total call center

FTEs
 Answering percentage (number of sales calls answered/total number
of sales calls offered)
 Average after-call work time
 Average number of calls/ service request per handler
 Average queue time of incoming phone calls
 Cost per minute of handle time
 Costs of operating call center/ service desk
 Email backlog
 Field service technician utilization
 Hit rate (products sold compared to total received sales calls)
 Inbound abandon rate
 Inbound agent dialed calls
 Inbound availability rate
 Inbound average talk time
 Inbound average wrap time
 Inbound call center leads created
 Inbound call center opportunities created
 Inbound calls handled
 Inbound calls handled per agent hour
 Inbound service level
 Number of complaints
 Percentage of customer service requests answered in given
timeframe
 Percentage of calls transferred
 Total calling time per day/week/month
Example KPIs for Marketing Departments

 Ad click-through ratio (CTR)

 Average response rates of campaigns
 Brand awareness percentage
 Brand consideration
 Brand credibility
 Brand strength
 Column inches of media coverage
 Consumer awareness
 Contact rate (number of contacts effectively contacted / number of
contacts in the target list)
 Cost per converted lead
 Cost per lead
 Cost per mille (CPM)
 Delivery of materials
 Effective reach
 Gross rating point (GRP)
 Growth sustainability rate of brand
 Leads generated
 Marketing budget awareness-demand ratio
 Marketing budget ratio (MER)
 Number of article placements in trade magazines
 Number of client visits
 Number of product focus groups conducted
 Number of customer satisfaction surveys administered
 Number of placements in trade magazines
 Number of trade shows attended / participated in
 Percentage of customers willing to promote your product/service
  Q score (a way to measure the familiarity and appeal of a brand, etc.)
 Response rate
 Return on investment (ROI) of brand
 Return on marketing investment (ROMI)
 Revenue generation capabilities of brand
 Staying in budget
 Target rating point
 Total cost of customer acquisition
 Transaction value of brand
 Website click-throughs
 Website hits
 Website leads generated
Example KPIs for Sales Departments

 Actual calls
 Actual sales value versus initial bid
 Age of sales forecast
 Average administrative time per sales person
 Average deal size
 Average number of activities (calls, meetings, etc.) to close a deal
 Average price discount per product
 Average price discount per sales person
 Average revenue per product
 Call quota
 Closed sales
 Closing ratio
 Customer acquisitions costs as a percentage of sales value
 Customer churn ratio
 Customer loyalty
 Customer purchase frequency
 Customer satisfaction
 Frequency of sales transactions
 Gross margin per product
 Gross margin per sales person
 New sales person ramp-up time
 Number of certified partners
 Number of deals per partner
 Number of sales orders by FTE
 Number of sales people meeting their quota
 Number of units sold per day/week/month/quarter/year
 Partner churn ratio
 Partner profit margin
 Percentage of converted opportunities
 Percentage of online sales revenue
 Percentage of sales due to launched product/services
 Percentage of sales representatives to achieve quota
 Percentage of sales revenue via partner channel
 Pipeline by sales stage
 Qualified leads
 Qualified opportunities
 Revenue per sales person
 Sales capacity
 Sales cycle time
 Sales per department
 Sales person turnover
 Sales quota
 Time utilization
  Unweighted sum of deal size in sales pipeline
 Value of sales lost
 Win/loss ratio percentage

Example KPIs for Finance Departments


 Accounting costs
 Accounts payable turnover
 Accounts receivable collection period
 Accounts receivable turnover
 Actual expenses
 Amount due (per customer)
 Average customer receivable
 Average monetary value of invoices outstanding
 Average monetary value of overdue invoices
 Average number of trackbacks per post
 Budget variance for each key metric
 Budgeted expenses
 Capital expenditures
 Cash conversion cycle (CCC)
 Cash flow return on investments (CFROI)
 Cost of goods sold (COGS)
 Cash dividends paid
 Cost per pay slip issued
 Creditor days
 Current receivables
 Cumulative annual growth rate (CAGR)
 Cycle time for expense reimbursements
 Cycle time to process payroll
 Cycle time to resolve an invoice error
 Cycle time to resolve payroll errors
 Days payable
 Debtor days
 Direct cost
 Discounted cash flow
 Earnings before interest and taxes (EBIT)
 Earnings before interest, taxes, depreciation (EBITDA)
 Economic value added (EVA)
 Employee available time
 Employee scheduled time
 Employee work center loading
 Enterprise value/ takeover value
 Expense account credit transactions
 Expense account debit transactions
 Expense account transactions
 Fixed costs
 Gross profit
 Gross profit margin
 Indirect costs
 Inventory turnover
 Inventory value
 Invoice processing costs
 Internal rate of return (IRR)
 Market share gain comparison percentage
 Net change in cash
 Net income
 Net present value (NPV)
 Number of invoices outstanding
 Number of unapplied receipts
 Number of past-due loans
 Open receivables
 Open receivables amount (per customer)
 Operating leverage
 Past-due receivables
 Payables turnover
 Payment errors as a percentage of total payroll disbursement
 Percentage accuracy of financial reports
 Percentage of bad debts against invoiced revenue
 Percentage of electronic invoices
 Percentage in dispute (per customer)
 Percentage of invoices being queried
 Percentage of invoices requiring special payment
 Percentage of low-value invoices
 Percentage of open receivables (per customer)
 Percentage of payable invoices without purchase order
 Percentage of service requests posted via web (self-help)
 Perfect order measure
 Quick ratio
 Receivables
 Receivables turnover
 Return on capital employed (ROCE)
 Sales growth
 Share price
 Systems cost of payroll process as a percentage of total payroll cost
 Total payables
  Total energy used per unit of production
 Total receivables
 Total sales
 Unapplied receipts
 Variable costs
 Weighted days delinquent sales outstanding
 Weighted days delinquent sales outstanding (per customer)
 Weighted terms outstanding
 Weighted terms outstanding (per customer)
Example KPIs for Information Technology (IT) Departments


 Account create success
 Account termination success
 Active directory performance index
 Alert-to-ticket ratio
 Average data center availability
 Call center PBX availability
 Campus PBX availability
 Customer connection effectiveness
 Data center capacity consumed
 Email client availability
 Exchange server availability
 Incidents from change
 Internet proxy performance
 Network availability - High availability sites
 Network availability - Standard sites
 Network manageability index
 No problem found/duplicate tickets
  Percentage of branch office backup success
 Percentage of circuits exceeding target utilization
 Percentage of IT managed servers patched at deadline
 Percentage of production servers meeting software configuration
standards
 Percentage of security update restarts within maintenance window
 Percentage successful remote access server (RAS) connections
 Phone answer service level
 Priority 1 and priority 2 network incidents meeting SLA
 Product adoption status and compliance
 Restore success rate
 Server growth rate
 Server manageability index
 Service desk client satisfaction - Percentage dissatisfied
 Service desk tier 1 resolution rate
 Service desk time to escalate
 Service desk time to resolve
 Storage utility service availability
 Storage utility utilization
 Virtual machine provisioning interval
 Virtual server utility availability
 Web server availability
Example KPIs for the Management of Companies and Enterprises Industry


 Capital ratio
 Cash position by currency
 Cash-to-assets ratio
 Cash-to-liabilities ratio
 Cash-to-working capital ratio
 Cash utilization
 Change in residual risk levels
 Comparative revenues across offices/subsidiaries/departments
 Consolidated payments
 Consolidated profits
 Consolidated receivables
 Consolidated revenues
 Consolidated settlements
 Cost of equity
 Cost to hire management talent
 Cost-to-income ratio - By business
 Cost-to-income ratio - Consolidated
 Days in accounts payable
 Days in accounts receivable
 Earnings per share
 Economic profit
 Effectiveness of the risk management practices that are controlling
material risks
 Employee engagement (as measured through survey participation)
 Employee movement (such as time in position, transfers, and
promotions)
 External funds under management
 Holding company cash flow
 Internal rare of return on new business information technology (IT)
spending per employee
 Level of inherent risk
 Long-term debt
 Net profit growth
 New business profit
 Operating profit on long-term investments
 Profit diversification
 Return on equity
 Revenue mix
 Short-term debt
 Time to hire management talent
 Total cash deposits