Workforce Analytics Software Development

Live headcount report pulling from your HRMS and payroll system with a reconciliation logic that explains and resolves the differences between the two sources -- the most common being leavers who are still in payroll for a final period, contractors who are in one system but not the other, and employees on extended leave whose status differs between systems. Headcount breakdown by department, team, location, employment type, seniority band, and manager -- configurable by the HR analyst without a developer engagement. Headcount movement reporting showing joiners, leavers, and internal transfers in each period with the movement expressed both as a count and as a percentage of the opening headcount. Headcount versus plan tracking for businesses that manage to a headcount budget, with the actual headcount and the open requisitions compared to the approved headcount plan at each reporting level.

Turnover rate at the company, department, team, and manager level, calculated consistently from your HRMS leaver data and expressed as an annualised rate so it is comparable across periods of different length. Voluntary versus involuntary turnover breakdown where the exit reason data captured in your leaver process allows the distinction to be made. Regrettable turnover analysis for businesses that distinguish between leavers who were high performers they wanted to keep and leavers they would not have retained -- calculated from the performance data in the performance management system. Turnover by tenure band to identify whether the organisation has an early-tenure problem -- high turnover in the first 12 months -- or a late-tenure problem -- high turnover among long-service employees who are retiring or leaving for competitors. Exit reason analysis from the exit interview data captured in the leaver workflow, aggregated to show the most common reasons for leaving without exposing individual responses.

Pay equity analysis comparing compensation across the demographic dimensions your organisation tracks -- gender, ethnicity, age band, and disability status -- at the role level, the job family level, and the seniority level. Median pay gap calculation in the format required for statutory reporting in your jurisdiction -- the UK gender pay gap report format, the US EEO-1 format, or an equivalent format for other jurisdictions. Like-for-like pay gap analysis comparing employees in the same or comparable roles to isolate the gap that exists within roles from the gap that is explained by occupational segregation -- a different and more actionable metric than the median pay gap. Bonus and variable pay equity analysis showing whether the gap in base pay is replicated or widened when variable pay is included. Trend analysis showing whether the pay gap at each level has narrowed, widened, or remained static over the last two to four reporting periods, so HR can assess whether their equity initiatives are having the intended effect.

Headcount cost reporting combining base salary, employer tax costs, pension costs, and benefit costs by department, location, and cost centre -- the fully-loaded people cost that finance needs for budget management but that payroll reports rarely produce in a usable format. Budget versus actual headcount cost tracking for the finance business partners who manage people cost as a line in the P&L, with the variance explained by headcount movement, salary changes, and benefit cost changes. Payroll cost trend analysis showing the month-on-month and year-on-year movement in people cost at each reporting level, with the driver of the movement -- headcount change, pay increase, or benefit cost change -- disaggregated for each period. Cost per hire calculation from the recruiting cost data combined with the headcount data, by department and role type, for businesses that track recruiting efficiency as a workforce cost metric.

Workforce planning tool allowing HR and finance to model headcount and cost under different business growth scenarios -- the headcount cost at three revenue growth rates, the cost of a planned expansion into a new market, or the cost impact of a restructuring that changes the mix of employment types. The planning model connected to the actual headcount and cost data so the starting position is always current rather than taken from a static snapshot. Attrition modelling incorporating the historical turnover rate at each tenure band and seniority level to produce a forecast of the leavers expected in the next 12 months, which the workforce plan needs to account for alongside the growth headcount. Open requisition tracking in the planning model so the cost of the approved but unfilled positions is reflected in the forward-looking cost projection. Scenario comparison allowing HR to present three headcount and cost scenarios to the CFO or CEO with the assumptions for each scenario clearly documented.

Data integration layer connecting your HRMS, payroll system, performance management tool, and ATS into a unified people data model -- the foundation that all the analytics outputs are built on. Data quality monitoring that identifies discrepancies between sources, flags records that are inconsistent across systems, and surfaces the data quality issues that produce unreliable reports when they go undetected. Refresh frequency configured to the cadence your organisation works to -- daily refresh for operational headcount reporting, weekly refresh for turnover and retention metrics, monthly refresh for pay equity and compensation analytics. Data access controls so each user group sees the analytics they are authorised to see -- HR leadership sees all metrics at all levels, department heads see their own team's data, and the finance team sees the cost analytics without seeing individual salary data. Data lineage documentation so the HR analytics team can explain where each number in each report comes from and how it is calculated, which is important when business leaders challenge the numbers.