SUPPLY ANALYSIS
- Current workforce inventory
- Skills assessment
- Retirement projections
- Internal mobility potential
GAP ANALYSIS
- Quantity gaps (headcount)
- Quality gaps (skills, capabilities)
- Location gaps (geographic)
- Timeline gaps (when needed)
ACTION PLANNING
- Build (develop internally)
- Buy (external hiring)
- Borrow (contingent, partnerships)
- Bot (automation)


### Recruiting Metrics

| Metric                    | Formula                                        | Benchmark     |
| ------------------------- | ---------------------------------------------- | ------------- |
| **Time to Fill**          | Days from req open to offer accept             | 30-45 days    |
| **Time to Hire**          | Days from first contact to start               | 25-35 days    |
| **Cost per Hire**         | Total recruiting costs / Hires                 | $3,000-$5,000 |
| **Quality of Hire**       | Performance + Retention + Time to Productivity | 80%+          |
| **Offer Acceptance Rate** | Offers accepted / Offers made                  | 85%+          |
| **Source Effectiveness**  | Hires by source / Applications by source       | Varies        |
| **Diversity Hiring**      | Diverse hires / Total hires                    | Target-based  |

### Interview Framework

STRUCTURED INTERVIEW DESIGN:

COMPETENCY-BASED:

Define success profile
Identify critical competencies
Develop behavioral questions (STAR)
Create scoring rubric

INTERVIEW SCORECARD:

Competency	Weight	1-5 Rating	Notes
Technical skills	30%
Problem solving	20%
Leadership	20%
Culture fit	15%
Communication	15%

STAR METHOD: S - Situation: Context and background T - Task: Responsibility and objective A - Action: Steps taken personally R - Result: Outcomes and learnings


## Performance Management

### Performance Framework

ANNUAL CYCLE:

Q1: Goal Setting

Cascade from corporate objectives
SMART goal creation
Development goal inclusion
Manager-employee alignment

Q2: Mid-Year Check-in

Progress review
Goal adjustment
Feedback exchange
Development discussion

Q3: Continuous Feedback

Ongoing conversations
Real-time recognition
Course correction
Skill development

Q4: Annual Review

Performance assessment
Calibration sessions
Compensation decisions
Development planning


### Goal Setting (OKR Framework)

OBJECTIVE: Qualitative description of what you want to achieve

Inspirational
Time-bound
Action-oriented

KEY RESULTS: Quantitative measures of success

Specific and measurable
Aggressive but achievable
Outcome-based (not task-based)

EXAMPLE: Objective: Build a world-class engineering team KR1: Increase eng hiring from 10 to 25/quarter KR2: Improve offer acceptance rate from 70% to 85% KR3: Reduce new hire 6-month attrition from 15% to 5% KR4: Achieve 4.5/5.0 team engagement score


### Performance Calibration

| Rating                | Distribution | Definition                               |
| --------------------- | ------------ | ---------------------------------------- |
| **Exceptional**       | 5-10%        | Consistently exceeds, role model         |
| **Exceeds**           | 20-25%       | Above expectations, strong performer     |
| **Meets**             | 55-65%       | Achieves expectations, solid contributor |
| **Needs Improvement** | 10-15%       | Below expectations, support needed       |
| **Unsatisfactory**    | 0-5%         | Significantly below, action required     |

## Compensation Strategy

### Total Rewards Philosophy

COMPENSATION ELEMENTS:

BASE SALARY

Market positioning (P25, P50, P75)
Pay grades and ranges
Geographic differentials
Compression management

SHORT-TERM INCENTIVE

Annual bonus
Performance metrics (corporate, business, individual)
Target and maximum payouts
Threshold requirements

LONG-TERM INCENTIVE

Stock options
Restricted stock units (RSUs)
Performance shares
Vesting schedules

BENEFITS

Health and welfare
Retirement (401k match, pension)
Time off
Perquisites


### Market Positioning Strategy

| Percentile  | Philosophy  | When to Use                     |
| ----------- | ----------- | ------------------------------- |
| **P75+**    | Lead        | Critical skills, war for talent |
| **P50-P75** | Competitive | Key roles, retention focus      |
| **P50**     | Market      | Standard positions              |
| **P25-P50** | Lag         | Offset by other rewards         |

### Pay Equity Analysis

ANALYSIS FRAMEWORK:

STATISTICAL ANALYSIS
- Regression analysis controlling for:
  - Job level/grade
  - Performance rating
  - Tenure
  - Geography
  - Education/credentials
COHORT ANALYSIS
- Same job, same location
- Compa-ratio comparisons
- Progression analysis
ROOT CAUSE INVESTIGATION
- Starting salary disparities
- Promotion rate differences
- Merit increase patterns
- Hire mix analysis
REMEDIATION
- Adjustment budgets
- Process improvements
- Policy changes
- Monitoring systems


## Organizational Design

### Organization Structure Models

| Structure      | Best For                     | Advantages                     | Disadvantages            |
| -------------- | ---------------------------- | ------------------------------ | ------------------------ |
| **Functional** | Stable, efficiency-focused   | Expertise, efficiency          | Silos, slow decisions    |
| **Divisional** | Diverse products/markets     | Accountability, responsiveness | Duplication, competition |
| **Matrix**     | Complex, multiple priorities | Flexibility, resource sharing  | Conflict, complexity     |
| **Flat**       | Innovation, speed            | Agility, empowerment           | Scale limitations        |
| **Network**    | Partnerships, outsourcing    | Flexibility, cost              | Control, coordination    |

### Span of Control Guidelines

| Level          | Typical Span          | Factors                        |
| -------------- | --------------------- | ------------------------------ |
| **Executive**  | 5-8 direct reports    | Complexity, strategy time      |
| **Director**   | 6-10 direct reports   | Team maturity, role complexity |
| **Manager**    | 8-15 direct reports   | Task similarity, systems       |
| **Supervisor** | 15-25+ direct reports | Routine work, clear processes  |

### Role Design (RACI Matrix)

R - Responsible: Does the work A - Accountable: Final decision authority C - Consulted: Provides input I - Informed: Kept updated

Activity	Role A	Role B	Role C	Role D
Task 1	A	R	C	I
Task 2	A/R	C		I
Task 3	A	R	R	C


## Culture & Engagement

### Culture Framework

CULTURE ELEMENTS:

VALUES: Core beliefs guiding behavior

What we stand for
How we make decisions
What we reward and recognize

NORMS: Unwritten rules of behavior

How we communicate
How we collaborate
How we handle conflict

SYMBOLS: Visible representations

Physical space design
Dress code
Rituals and ceremonies

PRACTICES: How work gets done

Meeting culture
Decision-making processes
Recognition programs


### Employee Engagement Survey

| Category        | Sample Questions                     | Target |
| --------------- | ------------------------------------ | ------ |
| **Engagement**  | "I would recommend this company"     | 80%+   |
| **Purpose**     | "My work makes a difference"         | 85%+   |
| **Development** | "I have growth opportunities"        | 70%+   |
| **Manager**     | "My manager supports me"             | 80%+   |
| **Recognition** | "I feel valued for my contributions" | 75%+   |
| **Wellbeing**   | "I can maintain work-life balance"   | 70%+   |

### eNPS (Employee Net Promoter Score)

CALCULATION: eNPS = % Promoters (9-10) - % Detractors (0-6)

SCORING: 70+ Excellent 50-69 Great 30-49 Good 10-29 Average <10 Needs Work

ACTION PLANNING:

Segment by team, location, tenure
Identify drivers through comments
Create targeted improvement plans
Close the loop with employees


## Succession Planning

### Succession Framework

9-BOX ASSESSMENT:

                PERFORMANCE
                Low     Medium    High

POTENTIAL High Enigma Rising High Star Potential Medium Under Core High Performer Performer Performer Low Poor Effective Solid Fit Performer Performer


### Succession Planning Process

IDENTIFY CRITICAL ROLES
- Business impact
- Difficulty to fill
- Single points of failure
- Strategic importance
ASSESS TALENT
- Current performance
- Future potential
- Readiness timeline
- Risk of departure
DEVELOP SUCCESSORS
- Individual development plans
- Stretch assignments
- Mentoring/coaching
- Formal training
REVIEW AND UPDATE
- Annual talent reviews
- Emergency succession
- Pipeline health metrics


### Readiness Assessment

| Timeline            | Characteristics            | Development Focus        |
| ------------------- | -------------------------- | ------------------------ |
| **Ready Now**       | Can perform immediately    | Retention, engagement    |
| **Ready 1-2 Years** | Needs minor development    | Targeted experiences     |
| **Ready 3-5 Years** | High potential, gaps exist | Accelerated development  |
| **Long-term**       | Early career potential     | Foundational development |

## Diversity, Equity & Inclusion

### DEI Strategy Framework

DIMENSIONS OF DIVERSITY:

Identity: Race, gender, age, disability, LGBTQ+
Experience: Background, education, industry
Cognitive: Thinking styles, perspectives

EQUITY FOCUS AREAS:

Hiring practices
Promotion rates
Compensation parity
Access to opportunities
Voice and representation

INCLUSION INDICATORS:

Belonging scores
Retention by demographic
Participation rates
Psychological safety


### DEI Metrics Dashboard

| Metric             | Measurement                                  | Cadence     |
| ------------------ | -------------------------------------------- | ----------- |
| **Representation** | % by demographic across levels               | Quarterly   |
| **Hiring**         | Application, interview, offer by demographic | Monthly     |
| **Promotion**      | Promotion rate by demographic                | Annual      |
| **Retention**      | Turnover by demographic                      | Quarterly   |
| **Pay Equity**     | Adjusted pay gaps                            | Annual      |
| **Inclusion**      | Survey scores by demographic                 | Semi-annual |

### Inclusive Hiring Practices

BIAS REDUCTION:


## HR Analytics

### Key HR Metrics

| Category         | Metric               | Formula                                |
| ---------------- | -------------------- | -------------------------------------- |
| **Turnover**     | Voluntary Turnover   | Voluntary terms / Avg headcount        |
|                  | Regrettable Turnover | High performer terms / High performers |
|                  | First Year Turnover  | <1 yr terms / New hires                |
| **Retention**    | Retention Rate       | (Start HC - Terms) / Start HC          |
| **Engagement**   | eNPS                 | Promoters% - Detractors%               |
| **Development**  | Internal Fill Rate   | Internal hires / Total hires           |
| **Productivity** | Revenue per Employee | Revenue / FTE                          |
| **Cost**         | HR Cost per Employee | Total HR cost / FTE                    |

## See Also

- [Fortune 50 Leadership](../fortune50-leadership/SKILL.md)
- [Fortune 50 Operations](../fortune50-operations/SKILL.md)
- [Fortune 50 Business Strategy](../fortune50-business-strategy/SKILL.md)

hr-talent

HR & Talent Expert

Talent Acquisition

Strategic Workforce Planning