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KPI Examples for understanding your culture

KPI Examples for understanding your culture

These KPI Examples for understanding your culture whether or not your culture is where you want it to be. Culture plays a huge part in the organisations overall success and is closely linked to other areas such as talent retention.KPI Examples for Understanding your Culture


You’ve almost certainly heard of NPS, or Net Promoter Score. It’s how we measure how likely a customer is to recommend our product or service to someone else. Well, eNPS is a simple but effective take on the same principle. Simply modify the question to suit employees.


High rates of absenteeism can be indicative of major problems with your culture. Whilst individual employees may have legitimate reasons for absence, you need to closely monitor the blended overall trend of absenteeism. This is especially so as your organisation grows. The formula is (Total lost workdays due to absence) / (Number of available workdays) = (Absenteeism rate).

Job Referral Percentage

Nothing is more indicative of strong culture than when you have a high rate of job vacancies filled by employee referrals. Employees will only refer their friends and family if they genuinely believe that they’re working in a great place. A high rate of roles filled by referrals is not only indicative of a good culture but is also a very cost-effective way to hire low-risk talent.

Turnover Rate of High Performers

Culture is important for everyone in the organisation. High-performers are arguably the most sensitive to whether or not your culture is effective. That’s because they tend to have a plethora of employment options and can look beyond hygiene factors such as money alone. If your top performers are leaving, either you’re not paying enough, OR you have a major problem with your organisational culture.

KPI Examples For Understanding Your Talent

Your people are your strongest asset. Or at least, they should be. These HR KPI’s are about helping you to understand how effective you are at managing and retaining your top talent. There’s cross-over with the section above, so check out those KPIs first then move onto these more specific talent related HR KPIs:

Internal to External Hiring Ratio

Hiring internally is almost always preferable to hiring externally. It’s more cost-effective, a great way to retain talent and inspires others to build their careers at your organisation. It’s also reflective of the effectiveness of your training programs and talent management capabilities. Simply measure, of the hires in the last 12 months (rolling), what was the ratio of (internal hires: external hires).

% of ‘Cherish & Retain’ Employees

If you’re using a performance management platform, you’ll be measuring employee performance but also their future potential for the organisation. One of the most useful tools here is the 9- Box Talent Grid. This grid helps you measure those two dimensions of employee success in a fair and consistent way. Implement the 9-Box Talent Grid and measure how many employees fall into the ‘Cherish & Retain’ group each year. See below for example of the 9-Box Talent Grid.

Average Duration in Position

This is an interesting KPI, because you neither want it to be too high, nor too low. A low average duration indicates a poor job fit, either something wasn’t right for the employee or the employer. But a high one can be indicative of a lack of career opportunities or stagnation in the workforce. It’s tricky to say what a good average is, but I personally have found myself most engaged in organisations where I’ve moved (internally) every 18 to 24 months on average.

Training Investment per Employee

Whilst this is very much a lead indicator, you should closely monitor how much you’re investing in training and development. If you invest too little, it’s likely you’ll either (a) struggle to develop top talent internally or (b) have top talent leave to pursue training and development opportunities elsewhere. Again, it’s hard to say what a good number is here. Personally though, at Cascade we’re aiming to spend of around $2,000 per employee per year on direct training and development.

KPI Examples For Understanding Employee Efficiency

When all is said and done, a large part of the HR function is around driving employee efficiency. This is done through a series of short and long-term strategies and investments. These KPIs will give you an idea of how well you’re doing overall as an organisation in terms of the effectiveness of your HR team.

Revenue per Employee

This is a stat that almost all of the investors I’ve spoken to have said is important when they look at which companies to invest in. Whilst not a precise science, the revenue per employee (total revenue / total employees) is a good indicator of how efficient your overall organization is. Payroll is usually the biggest cost on the P&L. Organisations with a low revenue per employee rate don’t tend to survive long. The key is to benchmark within your industry, as there is no ‘right’ answer for what this should look like overall.

3-Month Failure Rate

Most organisations have probation periods in their contracts with employees. But this doesn’t protect you from the damage that a bad hire can cause. The amount of wasted money, time and energy that goes into bad hires (who don’t make it through their probation) is a huge driver of overall efficiency. Measure how many employees failed before the 3-month mark and try to manage this to be as low as possible.

Average Time to Hire

Unfilled vacancies can be a killer to your overall productivity. The longer it takes to fill a role, the more cost you’re likely to incur (both directly through recruitment and indirectly through opportunity cost of not having someone in the role). This could also be a sign that your culture or even reputation isn’t where you need it to be. Don’t try to manage this KPI directly, but rather monitor it and try to understand the underlying drivers.

Average Time to Achieve Goals

By using a goal management system, you can quantify exactly how effective your employees are at meeting the goals that you set for them, and how quickly they do so.

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Why 70 percent of strategies fail

Two questions we get asked a lot at Taylor Mason are ‘why do strategies generally not deliver on their objectives? How can this be avoided’? The simple answers are that there are multiple reasons why this failure happens, and therefore many solutions.Why do 70% of business strategies failOver the next few blogs we are going to explore the key reasons why business strategy fails and explain why a successful strategy has many facets that starts, but definitely does not end, at its initial development (that in some ways is the easy bit).Before we talk about the failures within a strategy, lets firstly look at a key mistake some organisations make, that is they don’t bother with a strategy at all! this normally occurs in businesses that have started in or suddenly find themselves in a growth market, so they see successes happening in terms of sales and profit daily, and believe that they have the right recipe/formula, i.e. just keep doing what we’re doing!There are two problems with this approach, the first being that lack of strategy normally means lack of business development, and in our experience ‘strategy free’ organisations that are growing organically do not maximise their potential and the potential of the market they are operating in.An example I use for this, is a company which Taylor Mason were consulting in a number of years ago, they were working with the oil and gas industry in Scotland during the North Sea gas boom. At that time the industry was growing at 25% per annum, but my client was growing at 8 – 10% per annum, which they seemed perfectly happy with.Their key competitor on the other hand was growing at 20% per annum, which was closer to the growth rate of the sector.

So why the disparity?

The competitor had a strong strategy which included initiatives to grow their client spend, introduce more products and services and grow their influence in key accounts, ultimately their end game being to take a greater share of customer (from my client and others), and they had clear tactics to do so.The main difference between them an our client was that they didn’t just keep ‘doing what they were doing’ they were looking for other ways to develop their business and maximise the industry growth, all set behind a clear strategy to do so.The second problem with not having a strategy is the inability to react quickly to change; lack of strategy normally means lack of a plan ‘B’ ‘C’ and possibly ‘D’ i.e. the ‘What if’ scenarios are never considered.When a business that has had a run of success, with no real measures of the what, where and how they are succeeding (just the sales figures), suddenly runs into choppy waters and their market crashes for whatever reasons, they find themselves completely floundering, as they can not adjust quickly enough to the threat, they make re-active panic decisions that may or may not be right.An organisation with a measurable and regularly reviewed strategy would firstly have seen it coming much sooner, most likely would have prepared for just such an event and are therefore more able to quickly steer to another planned and organised route.The moral of the story is that perceived success is not always as good as it sometimes seems!

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