ISO/TC 260/WG 2 - Metrics

This document describes and defines the five metrics of skills and capabilities. This document also provides the formula for each metric and describes the common metrics which employ the five metrics. This document also highlights issues that need to be considered when interpreting the skills and capabilities data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors).

This document describes the elements of workforce turnover and retention and provides comparable measures for internal and external reporting. This document also highlights issues that need to be considered when interpreting the turnover and retention data, especially when deciding on the appropriate intervention internally and when reporting this to external stakeholders (e.g. regulators, investors).

This document describes the measurement elements of workforce availability for organizations. This document provides the formula for comparable measures for internal and external reporting. This document also highlights issues that need to be considered when interpreting compliance data, especially when deciding on appropriate interventions internally and when reporting these to external stakeholders (e.g. regulators, investors). This document pertains to the working capacity of the permanent and temporary workforce, and does not consider their existing allocated work, skills or suitability for taking on specific work efforts. These subjects are addressed in ISO 30409.

This document describes the elements of the leadership metrics cluster. This document provides the formula for comparable measures for internal and external reporting. This document also highlights issues that need to be considered when interpreting the leadership data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors).

This document describes the elements of organizational workforce costs. This document provides the formula for comparable measures for internal and external reporting. This document also highlights issues for consideration when interpreting the cost data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors).

This document describes the elements of organizational culture and provides the formula for comparable measures for internal and external reporting. This document also highlights issues that need to be considered when interpreting the organizational culture data, especially when deciding on appropriate interventions internally and when reporting these to external stakeholders (e.g. regulators, investors).

This document describes the elements of workforce productivity metrics cluster. This document provides the formula for comparable measures for internal and external reporting. This document also highlights issues to be considered when interpreting the productivity data, especially when deciding on the appropriate intervention internally and when reporting this to external stakeholders (e.g. regulators, investors).

This document describes the elements of compliance and ethics. This document provides the formula for comparable measures for internal and external reporting. This document also highlights issues that need to be considered when interpreting the compliance data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors).

This document describes the elements of organizational health, safety and well-being. This document provides the formula for comparable measures for internal and external reporting. This document also highlights issues that need to be considered when interpreting the compliance data, especially when deciding on the appropriate intervention internally and when reporting these to external stakeholders (e.g. regulators, investors).

This document provides a range of options to measure the quality of hire that can be aligned to various business and organizational conditions. The QoH structure includes: — purpose; — formula; — definition; — how to use the metric: — intended users; — contextual factors for interpretation. This document excludes measuring the "Impact of Hire" and "Retention of Hire" as these are covered by separate technical specification documents. QoH is intended to be scalable to the needs of any organization regardless of size, industry or sector and is relevant to people with an interest in workforce planning, organizational design and development, talent management succession planning, recruitment and human capital reporting.

This document identifies: - principles for determining critical positions by using workforce segmentation approaches [see ISO 30409]; - measures to determine the impact of critical positions, and the performance of people hired into these positions, on organizational value creation and performance. This document is intended to be scalable to the needs of any organization regardless of size, industry or sector and is relevant to people with an interest in workforce planning; organizational design and development; talent management, succession planning, and recruitment; and metrics and human capital reporting.

The purpose of Cost-Per-Hire (CPH) is to measure the economic value of the effort taken to fill an open position in an organization. ISO/TS 30407:2017 describes actions to be taken when calculating CPH to maintain quality and transparency, including creating a representative data set, using a transparent source of data, minimizing data errors and ensuring that periodic audits of processes occur on data input. Central to CPH as described in ISO/TS 30407:2017 are the features of the visual display of the metric, emphasizing transparency of data inputs, processes and the formula used within the metric.