7 Subject Areas

Subject Areas

This section contains information about Transactional Business Intelligence subject areas, their associated job and duty roles, and the business questions that they provide answers to.

For your reference:

• Subject areas are the building blocks of your analytics and reports based upon them. Analytics are built by choosing an appropriate subject area that has information that answers the business question you’re analyzing. Technically, subject areas are a grouping of information pieces called data objects that relate to each other in a particular context.
• Job roles are associated with duty roles, and together control access to subject areas.

Overview

This section provides information on the subject areas with data you maintain in Oracle Fusion HCM Analytics.

Download this ZIP file that contains available subject areas that apply to the current version of Oracle Fusion HCM Analytics. Once the file downloads, extract the file, open the folder, and then open the release-specific HTML file. For example, click 22.R4_Nov2022_Fusion_HCM_Analytics_SubjectAreas.html.

These subject areas, with their corresponding data, are available for you to use when creating and editing analyses and reports. The information for each subject area includes:

• Description of the subject area.

• Business questions that can be answered by data in the subject area, with a link to more detailed information about each business question.

• Job-specific groups and duty roles that can be used to secure access to the subject area, with a link to more detailed information about each job role and duty role.

• Primary navigation to the work area that is represented by the subject area.

• Time reporting considerations in using the subject area, such as whether the subject area reports historical data or only the current data. Historical reporting refers to reporting on historical transactional data in a subject area. With a few exceptions, all dimensional data are current as of the primary transaction dates or system date.

• The lowest grain of transactional data in a subject area. The lowest transactional data grain determines how data are joined in a report.

• Special considerations, tips, and things to look out for in using the subject area to create analyses and reports.

Note:

Job roles are the same as job-specific groups.

Usage Tracking

Description

Usage Tracking is a powerful feature that has been available in Oracle Analytics Cloud. In Oracle Fusion Analytics Warehouse you can track usage to determine which user queries are creating performance bottlenecks, based on query frequency and response time. Administrators set up the criteria to track user queries and generate usage reports that you can use in a variety of ways such as reports optimization, user session strategies, or plan usage by users, and departments based on the resources that they consume. When reviewing the KPIs, it is important to keep the usability considerations in mind including trends, slice-and-dice, and drilldowns. Where applicable, benchmark information showcasing performance with the peer group is available. Companies typically set strategic quarterly goals in terms of key metrics; where applicable, the KPIs show progress towards such goals.

Business Questions

This subject area can answer the following business questions:

• What are the average queries ran by the user by month?
• How many number of user sessions were created per month?
• How many distinct queries were run per month?
• How many distinct users used the system?
• How many distinct users used the system in a week?
• What are the average queries ran by the user in a week?
• How many logical queries ran by the top users?

Duty Roles

The Usage Tracking Analysis Duty role secures access to this subject area. See Common Duty Roles.

Primary Navigation

Folder: /Shared Folders/Common/Usage Tracking

Workbook: Usage Tracking

Special Considerations

None.

Security Assignment

Description

Using the Security Assignment subject area, you can create reports about the current security assignments. These reports enable you to track the security contexts and the users who have access to the security contexts.

Business Questions

This subject area can answer the following business questions:

• What is the total number of security contexts?
• What is the number of users by security context?
• Which user is assigned to which security context and when was the assignment done?

Duty Roles

The Security Reporting Duty role secures access to this subject area. See Common Duty Roles.

Primary Navigation

Folder: /Shared Folders/Common/Security Assignment

Workbook: Security Audit

Special Considerations

None.

Security Audit History

Description

Using the data in the Security Audit History subject area, you can create reports to track assignment of users to groups, groups to roles, and security context members to users.

Business Questions

This subject area can answer the following business questions:

• When was a group created?
• When was a role created?
• When was a user assigned to or removed from a group?
• When was a user assigned to or removed from a role?
• When was a user assigned to or removed from a security context?

Duty Roles

The Security Reporting Duty role secures access to this subject area. See Common Duty Roles.

Primary Navigation

Folder: /Shared Folders/Common/Security Audit History

Workbook: Security Audit

Special Considerations

None.

Business Questions

Overview

For each business question in this chapter, links are provided for more detailed information about the subject areas, job-specific groups, and duty roles associated with the business question.

Download this ZIP file that contains available business questions that apply to the current version of Oracle Fusion HCM Analytics. Once the file downloads, extract the file, open the folder, and then open the release-specific HTML file. For example, click 22.R4_Nov2022_Fusion_HCM_Analytics_BusinessQuestions.html.

Note:

Job roles are the same as job-specific groups.

Job-specific Groups

Overview

For each job-specific group in this chapter, links are provided for more detailed information about the duty roles, subject areas, and business questions associated with the job-specific group.

Note:

Job roles are the same as job-specific groups.

Job-Specific Group Code	Job-Specific Group Name	Description	Associated Application Roles	Functional Area
ORA_PER_HUMAN_RESOURCE_ANALYST_JOB	Human Resource Analyst	Has Author privileges	Author OA4F_HCM_HR_ANALYST_VIEW_ALL_DATA OA4F_HCM_ABSENCE_ANALYSIS_DUTY OA4F_HCM_ABSENCE_DIV_ANALYSIS_DUTY OA4F_HCM_GOALS_ANALYSIS_DUTY OA4F_HCM_PERFORMANCE_ANALYSIS_DUTY OA4F_HCM_PROFILE_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_DIV_ANALYSIS_DUTY OAF4_HCM_GAINS_LOSS_TRANSACTION_ANALYSIS_DUTY OA4F_HCM_WORKFORCE_CORE_ANALYSIS_DUTY	Absence Management Analysis Duty Absence Management Diversity Analysis Duty Goal Management Analysis Duty Performance Management Analysis Duty Profile Management Analysis Duty Salary Basis Analysis Duty Salary Basis Diversity Analysis Duty Workforce Core Analysis Duty Workforce Gains and Losses Transaction Analysis Duty	Workforce
ORA_PER_LINE_MANAGER_ABSTRACT	Line Manager	Has Author privileges	Author OA4F_HCM_LINE_MANAGER_DATA OA4F_HCM_ABSENCE_ANALYSIS_DUTY OA4F_HCM_ABSENCE_DIV_ANALYSIS_DUTY OA4F_HCM_GOALS_ANALYSIS_DUTY OA4F_HCM_PERFORMANCE_ANALYSIS_DUTY OA4F_HCM_PROFILE_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_DIV_ANALYSIS_DUTY OAF4_HCM_GAINS_LOSS_TRANSACTION_ANALYSIS_DUTY OA4F_HCM_WORKFORCE_CORE_ANALYSIS_DUTY	Absence Management Analysis Duty Absence Management Diversity Analysis Duty Goal Management Analysis Duty Performance Management Analysis Duty Profile Management Analysis Duty Salary Basis Analysis Duty Salary Basis Diversity Analysis Duty Workforce Core Analysis Duty Workforce Gains and Losses Transaction Analysis Duty	Workforce
ORA_PER_HUMAN_RESOURCE_SPECIALIST_JOB	Human Resource Specialist	Has Author privileges	OA4F_HCM_VIEW_ALL_DATA OA4F_HCM_ABSENCE_ANALYSIS_DUTY OA4F_HCM_ABSENCE_DIV_ANALYSIS_DUTY OA4F_HCM_GOALS_ANALYSIS_DUTY OA4F_HCM_PERFORMANCE_ANALYSIS_DUTY OA4F_HCM_PROFILE_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_DIV_ANALYSIS_DUTY OA4F_HCM_WORKFORCE_CORE_ANALYSIS_DUTY OAF4_HCM_GAINS_LOSS_TRANSACTION_ANALYSIS_DUTY Author	Absence Management Analysis Duty Absence Management Diversity Analysis Duty Goal Management Analysis Duty Performance Management Analysis Duty Profile Management Analysis Duty Salary Basis Analysis Duty Salary Basis Diversity Analysis Duty Workforce Core Analysis Duty Workforce Gains and Losses Transaction Analysis Duty	Workforce
ORA_PER_HUMAN_RESOURCE_MANAGER_JOB	Human Resource Manager	Has Author privileges	OA4F_HCM_VIEW_ALL_DATA OA4F_HCM_ABSENCE_ANALYSIS_DUTY OA4F_HCM_ABSENCE_DIV_ANALYSIS_DUTY OA4F_HCM_GOALS_ANALYSIS_DUTY OA4F_HCM_PERFORMANCE_ANALYSIS_DUTY OA4F_HCM_PROFILE_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_ANALYSIS_DUTY OA4F_HCM_SALARY_BASIS_DIV_ANALYSIS_DUTY OA4F_HCM_WORKFORCE_CORE_ANALYSIS_DUTY OAF4_HCM_GAINS_LOSS_TRANSACTION_ANALYSIS_DUTY Author	Absence Management Analysis Duty Absence Management Diversity Analysis Duty Goal Management Analysis Duty Performance Management Analysis Duty Profile Management Analysis Duty Salary Basis Analysis Duty Salary Basis Diversity Analysis Duty Workforce Core Analysis Duty Workforce Gains and Losses Transaction Analysis Duty	Workforce
ORA_IRC_RECRUITER_JOB	Recruiter	Has Author privileges	OA4F_HCM_REC_REQ_DATA OA4F_HCM_REC_ANALYSIS_DUTY Author	Recruitment Analysis Duty	Talent
ORA_IRC_RECRUITING_MANAGER_JOB	Recruiting Manager	Has Author privileges	OA4F_HCM_REC_REQ_DATA OA4F_HCM_REC_ANALYSIS_DUTY Author	Recruitment Analysis Duty	Talent
ORA_IRC_HIRING_MANAGER_ABSTRACT	Hiring Manager	Has Author privileges	OA4F_HCM_REC_REQ_DATA OA4F_HCM_REC_ANALYSIS_DUTY Author	Recruitment Analysis Duty	Talent
ORA_CMP_COMPENSATION_MANAGER_JOB	Compensation Manager	Gets access to worforce compensation subject area.	Workforce Compensation Analysis Duty Workforce Compensation Diversity Analysis Duty Compensation Worksheet Manager Data Security	HCM- Workforce Rewards- Workforce Compensation

Common Job-Specific Groups

The common job-specific groups are applicable across the analytics applications that are part of Oracle Fusion Analytics Warehouse such as Oracle Fusion HCM Analytics and Oracle Fusion ERP Analytics.

Job-Specific Group Code	Job-Specific Group Name	Description	Associated Application Roles	Associated Application Role Names	Functional Area
ORA_FND_INTEGRATION_SPECIALIST_JOB	Integration Specialist	Individual responsible for planning, coordinating, and supervising all activities related to the integration of enterprise information systems. Has author privileges.	Author OA4F_COMMON_DATA_ADMIN_ANALYSIS_DUTY	Not applicable	Common

Data Roles

Overview

For each data role in this section, links are provided for more detailed information about the job-specific groups, subject areas, and business questions associated with the data role.

Table 7-1 Data Roles

Data Role Name	Data Role Name	Description	Functional Area	Subject Area
OA4F_HCM_LINE_MANAGER_DATA	HR Line Manager Data Security	Human Capital Management data security policy for the supervisor hierarchy.	Workforce	HCM—Workforce Core HCM—Workforce Gains and Losses HCM—Talent Profile HCM—Performance Management HCM—Check-Ins HCM—Goals and Career Development HCM - Talent Review Meetings
OA4F_HCM_HR_ANALYST_VIEW_ALL_DATA	HR Analyst View All Data Role	Human Capital Management data security policy to view all data	Workforce	HCM—Workforce Core HCM—Workforce Gains and Losses HCM—Talent Profile HCM—Performance Management HCM—Check-Ins HCM—Goals and Career Development HCM—Talent Review Meetings HCM—JourneysHCM - Profile Matching HCM— Workforce Absence Management
OA4F_HCM_VIEW_ALL_DATA	HCM View All Data Security	Human Capital Management data security policy to view all data.	Workforce	HCM—Workforce Core HCM—Workforce Gains and Losses HCM—Talent Profile HCM—Performance Management HCM—Check-Ins HCM—Goals and Career Development HCM - Talent Review Meetings
OA4F_HCM_COUNTRY_DATA	HCM Country Data Security	Human Capital Management data security policy for the country data security context.	Workforce	HCM—Workforce Core
OA4F_HCM_LEGAL_EMPLOYER_DATA	HCM Legal Employer Data Security	Human Capital Management data security policy for the legal employer data security context.	Workforce	HCM—Workforce Core
OA4F_HCM_DEPARTMENT_DATA	HCM Department Data Security	Human Capital Management data security policy for the department data security context.	Workforce	HCM—Workforce Core
OA4F_HCM_BUSINESS_UNIT_DATA	HCM Business Unit Data Security	Human Capital Management data security policy for the business unit data security context.	Workforce	HCM—Workforce Core
OA4F_HCM_REC_REQ_DATA	Recruitment Job Requisition Data Security	Recruitment job requisition data security.	Talent Acquisition	HCM—Talent Acquisition
OA4F_HCM_REC_ALL_REQ_DATA	Recruitment Job Requisition View All Data Security	Recruitment job requisition to view all data security.	Talent Acquisition	HCM—Talent Acquisition
OA4F_HCM_REC_NON_RESTRICTED_APP_DATA	Recruitment Non Restricted Job Application Data Security	Recruitment data role to report on non restricted job applications.	Talent Acquisition	HCM—Talent Acquisition
OA4F_HCM_REC_ALL_APP_DATA	Recruitment Job Application View All Data Security	Recruitment data role to report on all job applications.	Talent Acquisition	HCM—Talent Acquisition
OA4F_HCM_COMPENSATION_WORKSHEET_MANAGER_DATA	Compensation Worksheet Manager Data Security	Compensation worksheet manager data security.	Workforce Compensation	HCM—Workforce Rewards- Workforce Compensation
OA4F_HCM_SUCCESSION_LINE_MANAGER_DATA	Succession Supervisor Data Role	Succession Supervisor Data Role.	Succession	HCM - Succession Management

Duty Roles

Overview

For each duty role in this section, links are provided for more detailed information about the job-specific groups, subject areas, and business questions associated with the duty role.

Duty Role Code	Duty Role Name	Details	Functional Area	Gets access to Subject Area Display Name OR Associated Role
OA4F_HCM_WORKFORCE_CORE_ANALYSIS_DUTY	Workforce Core Analysis Duty	Object security role to control presentation catalog access to Workforce Core subject area.	Global HCM	HCM - Workforce Core
OA4F_HCM_WORKFORCE_CORE_DIV_ANALYSIS_DUTY	Workforce Core Diversity Analysis Duty	This duty role provides access to all objects of the workforce core subject area except the folders related to diversity data	Global HCM	HCM - Workforce Core
OAF_HCM_GAINS_LOSS_TRANSACTION_ANALYSIS_DUTY	Workforce Gains and Losses Transaction Analysis Duty	Object security role to control presentation catalog access to HCM - Workforce Gains and Losses subject area.	Global HCM	HCM - Workforce Gains and Losses
OA4F_HCM_GAINS_LOSS_TRANSACTION_DIV_ANALYSIS_DUTY	Workforce Gains and Losses Diversity Transaction Analysis Duty	This duty role provides access to all objects of the HCM - Workforce Gains and Losses subject area except the folders related to diversity data	Global HCM	HCM - Workforce Gains and Losses
OA4F_HCM_REC_ANALYSIS_DUTY	Recruitment Analysis Duty	Object security role to control presentation catalog access to HCM - Talent Acquisition subject area.	Talent	HCM - Talent Acquisition
OA4F_HCM_ABSENCE_ANALYSIS_DUTY	Absence Management Analysis Duty	Object security role to control presentation catalog access to Workforce Absence Management subject area.	Absence Management	HCM - Workforce Absence Management
OA4F_HCM_ABSENCE_DIV_ANALYSIS_DUTY	Absence Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from Workforce Absence Management subject area. It cannot be used in conjunction with Absence Management Analysis Duty	Absence Management	HCM - Workforce Absence Management
OA4F_HCM_COMPENSATION_ANALYSIS_DUTY	Workforce Compensation Analysis Duty	Object security role to control presentation catalog access to Workforce Rewards - Workforce Compensation subject area.	Workforce Compensation	HCM- Workforce Rewards- Workforce Compensation
OA4F_HCM_COMPENSATION_DIV_ANALYSIS_DUTY	Workforce Compensation Diversity Analysis Duty	Used to prevent access to Diversity related folders from Workforce Rewards - Workforce Compensation subject area. It cannot be used in conjunction with Workforce Compensation Analysis Duty.	Workforce Compensation	HCM- Workforce Rewards- Workforce Compensation
OA4F_HCM_PROFILE_ANALYSIS_DUTY	Profile Management Analysis Duty	Object security role to control presentation catalog access to Talent Profile subject area.	Profile Management	HCM - Talent Profile
OA4F_HCM_PROFILE_DIV_ANALYSIS_DUTY	Profile Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from Talent Profile subject area. It cannot be used in conjunction with Profile Management Analysis Duty	Profile Management	HCM - Talent Profile
OA4F_HCM_PERFORMANCE_ANALYSIS_DUTY	Performance Management Analysis Duty	Object security role to control presentation catalog access to Performance Management subject area.	Talent	HCM - Performance Management
OA4F_HCM_PERFORMANCE_ANALYSIS_DIV_DUTY	Performance Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from Performance Management subject area. It cannot be used in conjunction with Performance Management Analysis Duty	Talent	HCM - Performance Management
OA4F_HCM_PERFORMANCE_ANALYSIS_DUTY	Performance Management Analysis Duty	Object security role to control presentation catalog access to Check-Ins subject area.	Talent	HCM - Check-Ins
OA4F_HCM_PERFORMANCE_ANALYSIS_DIV_DUTY	Performance Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from Check-Ins subject area. It cannot be used in conjunction with Performance Management Analysis Duty	Talent	HCM - Check-Ins
OA4F_HCM_GOALS_ANALYSIS_DUTY	Goal Management Analysis Duty	Object security role to control presentation catalog access to Goals and Career Development subject area.	Talent	HCM - Goals and Career Development
OA4F_HCM_GOALS_ANALYSIS_DIV_DUTY	Goal Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from Goals and Career Development subject area. It cannot be used in conjunction with Goal Management Analysis Duty	Talent	HCM - Goals and Career Development
OA4F_HCM_TALENT_REVIEW_ANALYSIS_DUTY	Talent Review Management Analysis Duty	Object security role to control presentation catalog access to HCM - Talent Review Meetings subject area.	Talent	HCM - Talent Review Meetings
OA4F_HCM_TALENT_REVIEW_DIV_ANALYSIS_DUTY	Talent Review Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from HCM - Talent Review Meetings subject area. It cannot be used in conjunction with Talent Review Management Analysis Duty	Talent	HCM - Talent Review Meetings
OA4F_HCM_SUCCESSION_ANALYSIS_DUTY	Succession Management Analysis Duty	Object security role to control presentation catalog access to HCM-Succession Management subject area.	Talent	HCM - Succession Management
OA4F_HCM_SUCCESSION_DIV_ANALYSIS_DUTY	Succession Management Diversity Analysis Duty	Used to prevent access to Diversity related folders from HCM-Succession Management subject area. It cannot be used in conjunction with Succession Management Analysis Duty	Talent	HCM - Succession Management
OA4F_HCM_JOURNEYS_ANALYSIS_DUTY	Journeys Analysis Duty	Object security role to control presentation catalog access to HCM-Journeys subject area.	Global HCM	HCM - Journeys
OA4F_HCM_JOURNEYS_DIV_ANALYSIS_DUTY	Journeys Diversity Analysis Duty	Used to prevent access to Diversity related folders from HCM-Journeys subject area. It cannot be used in conjunction with Journeys Analysis Duty	Global HCM	HCM - Journeys
OA4F_HCM_PROFILE_MATCHING_ANALYSIS_DUTY	Profile Matching Analysis Duty	Object security role to control presentation catalog access to HCM-Profile Matching subject area.	Talent	HCM - Profile Matching
OA4F_HCM_PROFILE_MATCHING_DIV_ANALYSIS_DUTY	Profile Matching Diversity Analysis Duty	Used to prevent access to Diversity related folders from HCM-Profile Matching subject area. It cannot be used in conjunction with Profile Matching Analysis Duty	Talent	HCM - Profile Matching

Common Duty Roles

The common duty roles are applicable across the analytics applications that are part of Oracle Fusion Analytics Warehouse such as Oracle Fusion HCM Analytics and Oracle Fusion ERP Analytics.

Duty Role Code	Duty Role Name	Details	Functional Area	Gets access to Subject Area Display Name OR Associated Role
OA4F_COMMON_DATA_ADMIN_ANALYSIS_DUTY	Data Warehouse Refresh Analysis Duty	Object security role to control presentation catalog access to Common - Warehouse Refresh subject area.	Common	Common - Warehouse Refresh
OA4F_COMMON_USAGE_TRACKING_DUTY	Usage Tracking Analysis Duty	Object security role to control presentation catalog access to Common - Usage Tracking subject area.	Common	Common - Usage Tracking
OA4F_SECURITY_REPORTING_DUTY	Security Reporting Duty	Object security role to control presentation catalog access to Security Assignment and Security Audit History subject areas.	Common	Common - Security Assignment Common - Security Audit History

Subject Area Metrics Details

Overview

Metric details provide a brief description about metrics in a user-friendly way and contains formula wherever needed.

HCM—Check-Ins

This tables describes Check-Ins metrics.

Metric	Metric Definition
Total Check-Ins	Count(Check-Ins)
Workers with check-ins	Count(Workers) with count(check in document) >= 1
Managers with check-ins	Count(Line Managers) with count(check in document) >= 1
Count of Check-Ins with performance goals	(count(Check-Ins) where count(topic name) > 0 and topic type = performance goal
Percentage of Check-ins with performance goals	100 * (Count of Check-Ins with performance goals)/ Total check-ins
Count of Check-Ins with development goals	(count(Check-Ins) where count(topic name) > 0 and topic type = development goal
Percentage of Check-ins with development goals	100 * (Count of Check-Ins with development goals)/ Total check-ins
Count of Check-Ins with general topic	(count(Check-Ins) where count(topic name) > 0 and topic type = general topic
Percentage of Check-ins with general topics	100 * (Count of Check-Ins with general topic )/ Total check-ins
Terminated workers with check-ins	Number of workers terminated during the time period with check-ins.

HCM—Goals and Career Development

This tables describes Goals and Career Development metrics.

Metric	Metric Definition
Number of Performance Goals	Count of performance goals
Workers with Performance Goals	Distinct Count of workers with performance goals
Workers with Goals Completed	Distinct Count of workers that have all their goals in completed status
Percent of Workers with complete goals	100 * (Count of workers that have all their goals in completed status/Count of all workers with performance goals)
Workers with Incomplete Goals	Distinct Count of employees that have at least one incomplete performance goal
Percentage of Workers with incomplete goals	100 * (Count of employees that have at least one incomplete performance goal /Workers with Performance Goals)
Managers with incomplete goals	Distinct Count of line managers that have not completed the performance goals
Workers with incomplete goals beyond target completion date	Distinct Count of workers that have not completed the performance goals beyond the target completion date
Workers with goals not started beyond target completion date	Distinct Count of workers that have not started the performance goals beyond the target completion date
Number of Development Goals	Count of Development goals
Number of Development Goals In Progress	Count of Development goals created but yet to complete
Number of Development Goals Completed	Count of Development goals completed
Workers with development goals	Distinct Count of workers that have created development goals
Workers with Incomplete Development Goals	Distinct Count of workers that have at least one of their development goals incomplete
Workers with complete Development Goals	Distinct Count of workers that have completed all of their development goals
Workers with incomplete development goals after target date	Count of workers that have not completed their development goals beyond the target completion date
Percent of Workers with incomplete development goals after target date	100 * (Workers with incomplete development goals after target date) /Workers with development goals
Workers with complete development goals after target date	Distinct Count of workers that have completed their development goals beyond the target completion date

HCM—Journeys

This tables describes Journeys metrics.

Metric	Metric Definition
Number of Workers with Journeys	Number of Workers with allocated journeys
Number of Workers with Journeys - Active	Number of Workers with allocated journeys that are active currently
Number of workers with incomplete journeys -  overdue	Number of Workers with allocated journeys that are incomplete and overdue currently
Number of workers with incomplete journeys - not overdue	Number of Workers with allocated journeys that are incomplete but not overdue currently
Number of Journeys	Number of distinct allocated journeys
Number of  Journeys - Completed	Total number of  allocated journeys that are completed
Number of  Journeys - Overdue	Total number of  allocated journeys that are  overdue
Time to Complete the journey (days)	Number of days to complete a journey
Number of Tasks	Total Number of Tasks in the allocated journey
Number of Mandatory Tasks	Total Number of Mandatory Tasks in allocated journey
Number of Completed Tasks	Total Number of Tasks completed in allocated journey
Number of Mandatory Tasks Completed	Total Number of Mandatory Tasks completed in allocated journey
Days to Complete the Task - Planned	Estimated number of days to complete the task
Days to Complete the Task - Actual	Actual Number of days to complete the task
Tasks - Not Applicable	Tasks that are marked as not applicable
Overdue Tasks	Active Tasks where the target end date is in the past
Number of Tasks Completed beyond due date	Total Number of Tasks completed in allocated journey after the target completion date

HCM—Performance Management

This tables describes Performance Management metrics.

Metric	Metric Definition
Number of Performance Documents Created	Number of Performance Documents Created
Number of workers with performance documents	Count(Distinct Workers) with performance document created
Performance Document In-Progress	Count(Performance Documents) Where Performance Document Status = 'In Progress'
Performance Document Completed	Count(Performance Documents) Where Performance Document Status = 'Completed'
Performance Document Submitted	Count(Performance Documents) Where Performance Document Status = 'Submitted'
Workers with Incomplete Appraisal	Count of Workers that have created but not completed the performance appraisal
Managers with Incomplete Appraisal	Count(Managers) with Performance Document Status <> Completed
Managers with Pending appraisals of Workers	Count(Managers) where Workers with Performance Document Status <> Completed
Pending Document with an Inactive Manager	Count of Performance document in-progress and assigned to an inactive manager
High Potential count	Count of workers with potential category = high
Medium Potential count	Count of workers with potential category = medium
Low Potential count	Count of workers with potential category = low
Pending Tasks	Count(Performance Tasks) where status <> Completed
Completed Tasks	Count(Performance Tasks) where status = Completed
Tasks completed beyond due date	Count(Performance Tasks) where status = Completed and due date < completion date
Pending Tasks beyond due date	Count(Performance Tasks) where status <> Completed and due date < completion date
Overall Manager Rating	Overall rating provided by the manager for the performance document
Overall Worker Rating	Overall rating provided by the worker for the performance document
Overall Participant Rating	Overall rating provided by participants other than manager and worker
Calculated Overall Rating	Average of the overall ratings provided by all participants
Workers with performance rating	Count(Workers) where Overall Manager Rating Is Not Null
Percentage of Workers with performance rating	100 * (Count of workers with Overall Manager Rating)/Number of workers with performance documents
Performance Appraisal - High Performers Count	Count of workers with performance category = high
Performance Appraisal - Medium Performers count	Count of workers with performance category = medium
Performance Appraisal - Low Performers count	Count of workers with performance category = low
Performance Appraisal - Percentage of High Performers	100 * (Count of workers with performance category = high)/Workers with performance rating
Performance Appraisal - Percentage of Medium Performers	100 * (Count of workers with performance category = medium)/Workers with performance rating
Performance Appraisal - Percentage of Low Performers	100 * (Count of workers with performance category = low)/Workers with performance rating
Manager Section Rating	Manager Section Rating - to be used with the attributes Section Type and Section Name
Worker Section Rating	Worker Section Rating - to be used with the attributes Section Type and Section Name
Calculated Section Rating	Average of the overall ratings provided by all participants - to be used with the attributes Section Type and Section Name
Manager Item Rating	Item Ratings provided by the manager - to be used with the attributes Item Type and Item Name
Worker Item Rating	Item Ratings provided by the worker - to be used with the attributes Item Type and Item Name
Manager Rated Proficiency Level	Proficiency Rating provided by the manager - to be used with the attributes Item Type and Item Name
Worker Rated Proficiency Level	Proficiency Rating provided by the worker - to be used with the attributes Item Type and Item Name
Manager Goals Rating	Manager Rating where performance document section = 'Goals'
Worker Goals Rating	Worker Rating where performance document section = 'Goals'

HCM—Profile Matching

This tables describes Profile Matching metrics.

Metric	Metric Definition
Number of Active Person Profiles	Number of active person profiles

HCM—Succession Management

This tables describes Succession Management metrics.

Metric	Metric Definition
Number of Succession Plans	Count (Distinct Succession Plan)
Active Plan Count	Count (Distinct Succession Plan) where status = active
Inactive Plan Count	Count (Distinct Succession Plan) = inactive
Incumbent Plan Count	Count (Distinct Succession Plan) where plan type = incumbent
Job Plan Count	Count (Distinct Succession Plan) where plan type = job
Position Plan Count	Count (Distinct Succession Plan) where plan type = position
Number of Private Plans	Count (Distinct Succession Plan) where plan privacy = private
Succession Plans with Candidates	Count (Distinct Succession Plan) where candidate count > 0
Succession Plans without Candidates	Count (Distinct Succession Plan) where candidate count = 0
Active Plans without candidate	Count (Distinct Succession Plan) where status = active and candidate count = 0
Jobs with plan without incumbents	Count (Distinct Succession Plan) where plan type = job and inferred incumbent count = 0
Position with plan without incumbents	Count (Distinct Succession Plan) where plan type = position and inferred incumbent count = 0
Plans with single owner	Count (Distinct Succession Plan) where count(distinct owner id) = 1
Plans with inactive owner	Count (Distinct Succession Plan) where owner's assignment status = inactive
Successful Plans with high risk candidate	Count (Distinct Succession Plan) where candidate Succession Status = 'ORA_HRM_SUCCESSOR'  and candidate risk of loss = high
Incumbent Count - Incumbent Plan	Count(Distinct Incumbent) from all active incumbent plans
Inferred Incumbent Count	Count(Distinct Incumbent) from all active succession plans where plan type in (job, position)
Total Incumbents	(Incumbent Count - Incumbent Plan + Inferred Incumbent Count )
Incumbent Departed Count	Count(distinct Incumbent) who are terminated
Incumbent with high risk of loss	Count(distinct Incumbent) where risk of loss category = high
Percentage of Incumbents with high risk of loss	(Count(distinct Incumbent) where risk of loss category = high * 100)/Incumbent Count - Incumbent Plan
Incumbent with high impact of loss	Count(distinct Incumbent) where impact of loss category = high
Percentage of Incumbents with high impact of loss	(Count(distinct Incumbent) where impact of loss category = high * 100)/Incumbent Count - Incumbent Plan
High Risk of loss Incumbents without candidates	Count(distinct Incumbent) where risk of loss category = high and candidate count is zero
High Impact of loss Incumbents without candidates	Count(distinct Incumbent) where impact of loss category = high and candidate count is zero
Plans with high risk incumbents and no candidates	Count (Distinct Succession Plan) where candidate count = 0 and incumbent risk of loss = high
Plans with high risk incumbents and no ready now candidates	Count (Distinct Succession Plan) where ready now candidate count = 0 and incumbent risk of loss = high
Successful Plans with high risk incumbents	Count (Distinct Succession Plan) where candidate Succession Status = 'ORA_HRM_SUCCESSOR' and incumbent risk of loss = high
Number of Candidates	Count(Distinct Internal Candidates + External Candidate)
Active Candidate Count	Count(Distinct Candidates) where candidates current status on the succession plan = active
Inactive Candidate Count	Count(Distinct Candidates) where candidates current status on the succession plan= inactive
Interim Candidates	Count(Distinct Candidates) where interim flag = Y
Candidates with succession plans	Count(Distinct Candidates) where Candidate IN (Select Incumbent from active succession plans). Note: The candidate could be a direct incumbent or an inferred incumbent in any other plan
Candidates without succession plans	Count(Distinct Candidates) where Candidate NOT IN (Select Incumbent from active succession plans)
Candidate Active Plan Count	Count(Distinct Plan) where plan status = active
Ready Now Count	Count(Distinct Candidates) where readiness band = ready now
Ready in 1 Year Count	Count(Distinct Candidates) where readiness band = ready in < 1 year
Ready in 2 Years Count	Count(Distinct Candidates) where readiness band = ready in 1 - 2 years
Ready in 3 Years Count	Count(Distinct Candidates) where readiness band = ready in 3 - 4 years
High Risk of loss candidates	Count(Distinct Candidates) where risk of loss band = high
High Impact of loss candidates	Count(Distinct Candidates) where impact of loss band = high
Willing to relocate candidates	Count(Distinct Candidates) where willing to relocate flag = Y
Candidates Success Count - Incumbent Plan	Count(Distinct Candidates) where candidate Succession Status = 'ORA_HRM_SUCCESSOR' for the plan
Candidates Success Count - Job Plan	Count(Distinct Candidates) where candidate Succession Status = 'ORA_HRM_SUCCESSOR' for the plan
Candidates Success Count - Position Plan	Count(Distinct Candidates) where candidate Succession Status = 'ORA_HRM_SUCCESSOR' for the plan
Internal Candidate Count	Count(Distinct Candidates) where Candidate <> external candidate
External Candidate Count	Count(Distinct External Candidate ID) where Candidate = external candidate
Candidate Since(Days)	Time(in days) between the date candidate added to a plan till current date
New Role Candidates - Incumbent Plan	Count(Distinct Candidates) where candidate Succession Status = 'ORA_HRM_MOVED_TO_DIFF_ROLE'
New Role Candidates - Job Plan	Count(Distinct Candidates) where candidate Succession Status = 'ORA_HRM_MOVED_TO_DIFF_ROLE'
New Role Candidates - Position Plan	Count(Distinct Candidates) where candidate Succession Status = 'ORA_HRM_MOVED_TO_DIFF_ROLE'
High Performance Candidates	Count(Distinct Candidates) where performance category band = high
Medium Performance Candidates	Count(Distinct Candidates) where performance category band = medium
Low Performance Candidates	Count(Distinct Candidates) where performance category band = low
High Potential Candidates	Count(Distinct Candidates) where potential category band = high
Medium Potential Candidates	Count(Distinct Candidates) where potential category band = medium
Low Potential Candidates	Count(Distinct Candidates) where potential category band= low
High Performance High Risk of Loss Candidates	Count(Distinct Candidates) where performance category band= high and risk of loss band= high
High Potential High Risk of Loss Candidates	Count(Distinct Candidates) where potential category band = high and risk of loss band = high
Percentage of External candidates	(Number of External Candidates/Total Candidates) * 100
Percentage of Internal candidates	(Number of Internal Candidates/Total Candidates) * 100
Candidate Matching - Succession Plan Job	Count(Distinct Candidates) where candidate job id = plan job id
Candidate Matching - Succession Plan Position	Count(Distinct Candidates) where candidate position id = plan position id AND Business Unit ID = Plan Business Unit ID
Succession Plan - Matching Candidate Job	Count(Distinct Plan_ID) where candidate job id = plan job id
Succession Plan - Matching Candidate Position	Count(Distinct Plan_ID) where candidate position id = plan position id AND Business Unit ID = Plan Business Unit ID
Successful Plans	Count(Distinct Succession Plans) where candidate Succession Status = 'ORA_HRM_SUCCESSOR' for the plan
Candidate Matching - Incumbent Job	Count(Distinct Candidates) where candidate job id = incumbent job id
Succession Plan - Candidate Matching Incumbent Job	Count(Distinct Plan_ID) where candidate job id = incumbent job id

HCM—Talent Acquisition

This table describes Talent Acquisition metrics.

Metric	Metric Definition
Job Requisitions by Recruiter	Average number of job requisitions by recruiters.
Job Requisitions in Approval Phase (Period End)	Number of job requisitions in approval phase.
Job Requisitions in Draft Phase (Period End)	Number of job requisitions in draft phase.
Job Requisitions in Formatting Phase (Period End)	Number of job requisitions in job formatting phase.
Job Requisitions in Posting Phase (Period End)	Number of job requisitions in posting phase.
Job Requisitions Not in Open Phase(Period End)	Number of job requisitions created but not yet open.
Job Requisitions in Open Phase (Period Begin)	Number of job requisitions opened at the beginning of the time period.
Job Requisitions Open Phase(Period End)	Number of job requisitions opened at the end of the time period.
Percentage of Job Requisitions Not Open	Percentage of job requisitions created but not yet open.
Recruiter Count	Distinct count of workers identified as recruiters.
Total Job Requisitions	Total number of requisitions in all phases and states except in the filled state.
Total Openings	Number of total openings specified for a job requisition when it is opened.
Vacancy Fill Rate	Percentage of open requisitions that have been filled in a time period.
Number of Job Requisition Events	Number of job requisition events.
Number of Job Requisitions moved to Approval Phase	Number of job requisitions in approval phase at the time of the requisition event.
Number of Job Requisitions moved to Cancelled State	Number of job requisitions in cancelled state at the time of the requisition event.
Number of Job Requisitions moved to Draft Phase	Number of job requisitions in draft phase at the time of the requisition event.
Number of Job Requisitions moved to Filled State	Number of job requisitions in filled state at the time of the requisition event.
Number of Job Requisitions moved to Job Formatting Phase	Number of job requisitions in job formatting phase at the time of the requisition event.
Number of Job Requisitions moved to Open Phase	Number of job requisitions in open phase at the time of the requisition event.
Number of Job Requisitions moved to Rejected State	Number of job requisitions in rejected state at the time of the requisition event
Number of Job Requisitions moved to Suspended State	Number of job requisitions in suspended state at the time of the requisition event
Total Job Requisitions (on Event)	Number of job requisitions at the time of the requisition event.
Time To Fill	Number of days between when a job requisition is opened to when it is filled.
Number of Job Requisitions moved to Posting Phase	Number of job requisitions in posting phase on the time of the requisition event.
Number of Job Requisitions moved to Deleted State	Number of job requisitions in deleted state at the time of the requisition event.
Time Elapsed (Days) From Draft Phase to Approval Phase	Time duration between the earliest start of the Draft phase and the latest start of the Approval phase.
Time Elapsed (Days) From Approval Phase to Job Formatting Phase	Time duration between the earliest start of the Approval phase and the latest start of the Job Formatting phase.
Time Elapsed (Days) From Job Formatting Phase to Posting Phase	Time duration between the earliest start of the Job Formatting phase and the latest start of the Posting phase.
Time Elapsed (Days) From Posting Phase to Open Phase	Time duration between the earliest start of the Posting phase and the latest start of the Open phase.
Total Job Applications (on Event)	Number of job applications at the time of the application event.
Job Applications Rejected	Number of applications rejected by the employer
Job Applications Withdrawn	Number of Applications withdrawn by the applicant
Number of Job Applications in Offer Phase moved to Draft State	Number of Job Applications in Offer Phase moved to Draft State
Number of Job Applications in Offer Phase moved to Approved State	Number of Job Applications in Offer Phase moved to Approved State
Number of Job Applications in Offer Phase moved to Extended State	Number of Job Applications in Offer Phase moved to Extended State
Number of Job Applications in Offer Phase moved to Rejected State	Number of Job Applications in Offer Phase moved to Rejected State
Number of Job Applications in Offer Phase moved to Accepted State	Number of Job Applications in Offer Phase moved to Accepted State
Number of Job Applications in Offer Phase moved to Withdrawn State	Number of Job Applications in Offer Phase moved to Withdrawn State
Number of Candidates with Job Application	Distinct count of candidates that have submitted job application
Number of Job Applications moved to HR Phase	Number of Job Applications moved to HR Phase
New Hires	Number of candidates that have been hired for the first time in the organization.
Employee Hires	Number of hires that are already employees in the organization with a different job
Contingent Worker Hires	Number of hires that are already contingent workers in the organization with a different job
Internal Hires	Number of hires that already have an active work relationship in the organization
External Hires	Number of hires that are external candidates
Referral Hires	Number of hires that were referral candidates
Number of Referred Applications	Number of job applications that came as referrals
Total Requisitions with Applicants	Number of job requisitions that have applicants on them
Requisition with no internal applicants	Number of job requisitions that do not have any internal applicants on them
Hire Rate	The percentage of Candidates that have been hired including internal and external Candidates based on the job application.
External Hire Rate	The percentage of external Candidates that have been hired
Internal Hire Rate	The percentage of internal Candidates that have been hired
Job Applications - Offer Acceptance Rate	Job Offers accepted as a percentage of offers extended
Referral Hire Rate	The percentage of referral Candidates that have been hired
Referral Success rate	The percentage of Candidate referrals that resulted as hires.
Rehires	Number of hires where the candidate was an ex worker of the organization
Rehire Rate	Number of rehires as a percentage of total hires.
Drop Off Rate	Percentage of applications that were either withdrawn or rejected out of the total applications
Job Requisitions with no internal applicant percentage	Percentage of job requisitions that have no internal applicants
Job Offer extended to hired percentage	Percentage of candidates that moved to HR phase of the total offers extended
Job Offers to openings percentage	Percentage of offers extended against total job openings
Hires to Goal Rate	Percentage of hires against total job openings
Total Job Applications	Total Active Job Applications
Applicant Count	Distinct count of workers with active job application
Employee Job Applications	Count of active job applications from internal employees
Contingent Job Applications	Count of active job applications from internal contingent workers
External Job Applications	Count of active job applications from external candidates
Job Applications in Offer - Pending Approval	Count of active job applications that are in pending approval state of the offer phase
Job Applications in HR - Pending Processing	Count of active job applications in HR phase that are pending processing, both manual and automated
Job Applications - willing to Domestic Travel	Count of active Applications that have a ready to domestic travel flag= Y
Job Applications - willing to International Travel	Count of active Applications that have a ready to International travel flag= Y
Job Applications - willing to relocate	Count of active Applications that have ready to relocate flag= Y
Job Applications - Female	Number of active job applications created by women
Job Applications - Male	Number of active job applications created by men
Job Applications - Gender undisclosed	Number of active job applications with gender not disclosed
Job Applications - Veterans	Number of active job applications created by veterans
Job Applications - Non Veterans	Number of active job applications created by non veterans
Job Applications - disability	Number of active job applications created by candidates with disability
Hires	Total hires
Time Elapsed (Days) From Submission Confirmed Date to Offer Extended State	Number of days taken for a job application from the confirmation date till it entered the offer extended state
Time Elapsed (Days) From Submission Confirmed Date to Offer Accepted State	Number of days taken for a job application from the confirmation date till it entered the offer accepted state
Time Elapsed (Days) From Submission Confirmed Date to Offer Rejected State	Number of days taken for a job application from the confirmation date till it entered the offer rejected state
Time Elapsed (Days) From Submission Confirmed Date to Offer Withdrawn State	Number of days taken for a job application from the confirmation date till it entered the offer withdrawn state
Time Elapsed (Days) From Submission Confirmed Date to Hire Processed State	Number of days taken for a job application from the confirmation date till it entered the hire (HR) processed state
Time to Hire (Days)	Number of days taken from the job requisition open date till the latest date when an application entered the hire (HR) processed state as part of this requisition.
Number of Referral Applications	Number of applications referred by internal workers
Number of Campaign Applications	Number of applications received through campaigns.
Nunber of Career Sites Applications	Number of applications through career sites
Number of Applications added to Job Requisition	Number of Applications added to Job Requisition by Recruiters
Number of Applications from intelligent matching	Number of applications created as a result of the intelligent matching feature.
Number of Applications from referral websites	Number of Applications through referral websites
Number of Social Media Applications	Number of Applications through social media
Number of search engine Applications	Number of applications created as a result of search engine findings.
Number of Job Board Applications	Number of Applications through job boards
Number of Job Aggregator Applications	Number of Applications through job aggregators
Number of Applications created manually	Number of applications created by recruiters manually.
Number of Third Party Applications	Number of Applications through third party codes
Number of Applications through shared job postings	Number of Applications through shared job postings
Facts - Job Requisition Progress - Phase Completion Duration (In Seconds)	Provides the time taken in seconds to complete a requisition phase
Facts - Job Requisition Progress - Phase Completion Duration (In Hours)	Provides the time taken in hours to complete a requisition phase
Facts - Job Requisition Progress - Phase Completion Duration (In Days)	Provides the time taken in days to complete a requisition phase
Facts - Job Requisition Progress - State Completion Duration (In Seconds)	Provides the time taken in seconds to complete a requisition state
Facts - Job Requisition Progress - State Completion Duration (In Hours)	Provides the time taken in hours to complete a requisition state
Facts - Job Requisition Progress - State Completion Duration (In Days)	Provides the time taken in days to complete a requisition state
Facts - Job Application Progress - Phase Completion Duration (In Seconds)	Provides the time taken in seconds to complete a job application phase
Facts - Job Application Progress - Phase Completion Duration (In Hours)	Provides the time taken in hours to complete a job application phase
Facts - Job Application Progress - Phase Completion Duration (In Days)	Provides the time taken in days to complete a job application phase
Facts - Job Application Progress - State Completion Duration (In Seconds)	Provides the time taken in seconds to complete a job application state
Facts - Job Application Progress - State Completion Duration (In Hours)	Provides the time taken in hours to complete a job application state
Facts - Job Application Progress - State Completion Duration (In Days)	Provides the time taken in days to complete a job application state

HCM—Talent Profile

This table describes Talent Profile metrics.

Metric	Metric Definition
Facts - Job Model Profile-Number Of Job Model Profiles	Count (Distinct Profile ID) Where Profile Status = Active and Profile Type = Job
Facts - Job Model Profile-Number of Jobs With Profiles	Count (Distinct Job Code) Where Profile ID is not null AND Profile Type = Job
Facts - Job Model Profile- Number of competencies	Count (Distinct Competency) associated with a model profile Where Profile Type = Job
Facts - Job Model Profile-Number of degrees	Count (Distinct Degree) associated with a model profile Where Profile Type = Job
Facts - Job Model Profile-Number of honors and awards	Count (Distinct Honours and Awards) associated with a model profile Where Profile Type = Job
Facts - Job Model Profile-Number of languages	Count (Distinct Language) associated with a model profile Where Profile Type = Job
Facts - Job Model Profile-Number of license and certifications	Count (Distinct License and Certificate) associated with a model profile Where Profile Type = Job
Facts - Job Model Profile-Number of memberships	Count (Distinct Memberships) Where associated with a model profile Where Profile Type = Job
Facts - Job Model Profile-Number of profiles that requires travel	Count (Distinct Profile ID) associated with a model profile Where Profile Type = Job AND Work Requirements.Travel Required = Y
Facts - Job Model Profile-Number of profiles that requires relocation	Count (Distinct Profile ID) associated with a model profile Where Profile Type = Job AND Work Requirements.Willing to Relocate = Y
Facts - Position Model Profile-Number Of Position Model Profiles	Count (Distinct Profile ID) Where Profile Status = Active and Profile Type = Position
Facts - Position Model Profile-Number of Positions With Profiles	Count (Distinct Job Code) Where Profile ID is not null AND Profile Type = Position
Facts - Position Model Profile- Number of competencies	Count (Distinct Competency) associated with a model profile Where Profile Type = Position
Facts - Position Model Profile-Number of degrees	Count (Distinct Degree) associated with a model profile Where Profile Type = Position
Facts - Position Model Profile-Number of honors and awards	Count (Distinct Honours and Awards) associated with a model profile Where Profile Type = Position
Facts - Position Model Profile-Number of languages	Count (Distinct Language) associated with a model profile Where Profile Type = Position
Facts - Position Model Profile-Number of license and certifications	Count (Distinct License and Certificate) associated with a model profile Where Profile Type = Position
Facts - Position Model Profile-Number of memberships	Count (Distinct Memberships) Where associated with a model profile Where Profile Type = Position
Facts - Position Model Profile-Number of profiles that requires travel	Count (Distinct Profile ID) associated with a model profile Where Profile Type = Position AND Work Requirements.Travel Required = Y
Facts - Position Model Profile-Number of profiles that requires relocation	Count (Distinct Profile ID) associated with a model profile Where Profile Type = Position AND Work Requirements.Willing to Relocate = Y
Facts-Person Profile-Number of profiles	Count (Distinct Profile Code)
Facts-Person Profile-Number of Workers with profiles	Count (Distinct Person ID) where Profile Code is not null
Facts-Person Profile-Number of active profiles	Count (Distinct Profile Code) Where Status = Active
Facts-Person Profile-Number of Workers with active profiles	Count (Distinct Person ID) where Profile Code is not null and profile status = active
Facts-Person Profile-Percentage of active profiles	100 * (Count (Distinct Profile Code) Where Status = Active)/ Count (Distinct Profile Code)
Facts - Skills and Qualifications- Number of competencies	Count (Distinct Competency) associated with a person profile
Facts - Skills and Qualifications-Number of degrees	Count (Distinct Degree) associated with a person profile
Facts - Skills and Qualifications-Number of honors and awards	Count (Distinct Honours and Awards) associated with a person profile
Facts - Skills and Qualifications-Number of languages	Count (Distinct Language) associated with a person profile
Facts - Skills and Qualifications-Number of license and certifications	Count (Distinct License and Certificate) associated with a person profile
Facts - Skills and Qualifications-Number of workers willing to re-locate	Count (Distinct Person ID) where willing to relocate = Y
Facts - Skills and Qualifications-Number of workers ready for domestic travel	Count (Distinct Person ID) where ready for domestic travel = Y
Facts - Skills and Qualifications-Number of workers ready for international travel	Count (Distinct Person ID) where ready for international travel = Y
Facts - Skills and Qualifications-Number of workers ready now for career move	Count (Distinct Person ID) where ready for career move = Y
Facts-Talent Ratings - Number of Workers with performance rating	Count (Distinct Person ID) where Performance Rating is not null
Facts-Talent Ratings-Number of high performers	Count (Distinct Person ID) where Performance category = high
Facts-Talent Ratings-Number of medium performers	Count (Distinct Person ID) where Performance category = medium
Facts-Talent Ratings-Number of low performers	Count (Distinct Person ID) where Performance category = low
Facts-Talent Ratings-Number of Workers with potential rating	Count (Distinct Person ID) where Potential Rating is not null
Facts-Talent Ratings-Number of high potential	Count (Distinct Person ID) where potential category = high
Facts-Talent Ratings-Number of medium potential	Count (Distinct Person ID) where potential category = medium
Facts-Talent Ratings-Number of low potential	Count (Distinct Person ID) where potential category = low
Facts-Talent Ratings-Number of Workers with risk of loss	Count (Distinct Person ID) where risk of loss rating is not null
Facts-Talent Ratings-Number of Workers with impact of loss	Count (Distinct Person ID) where impact of loss rating is not null

HCM—Talent Review Meetings

This table describes Talent Review Meetings metrics.

Metric	Metric Definition
Number of Facilitators	Number of facilitators in the talent review meeting
Number of Participants	Number of participants in the talent review meeting
Number of Reviewees	Number of reviewees in the talent review meeting
Number of Meetings	Number of Talent Review Meetings
Number of High Performers	Number of workers rated as high performers
Number of Medium Performers	Number of workers rated as medium performers
Number of Low Performers	Number of workers rated as low performers
Number of High Potential	Number of workers rated as high potential
Number of Medium Potential	Number of workers rated as medium potential
Number of Low Potential	Number of workers rated as low potential
Number of High Risk of Loss	Number of workers rated as high risk of loss
Number of Medium Risk of Loss	Number of workers rated as medium risk of loss
Number of Low Risk of Loss	Number of workers rated as low risk of loss
Number of High Impact of Loss	Number of workers rated as high impact of loss
Number of Medium Impact of Loss	Number of workers rated as medium impact of loss
Number of Low Impact of Loss	Number of workers rated as low impact of loss
Number of Top Talent	Number of workers rated as high performers and high potential
Number of Low Talent	Number of workers rated as low performers and low potential
Number of Top Talent at High Risk of Loss	Provides the count of workers rated high in performance and potential that are rated high risk of loss
Number of High Performers at High Risk of Loss	Provides the count of workers rated high in performance and potential that are rated high risk of loss
Number of High Potential at High Risk of Loss	Provides the count of workers rated high in potential and potential that are rated high risk of loss
Number of Top Talent at High Impact of Loss	Provides the count of workers rated high in performance and potential that are rated high impact of loss
Number of Top Talent at Low Impact of Loss	Provides the count of workers rated high in performance and potential that are rated low impact of loss
Number of High Performers at High Impact of Loss	Provides the count of workers rated high in performance and potential that are rated high impact of loss
Number of High Potential at High Impact of Loss	Provides the count of workers rated high in potential  that are rated high impact of loss
Number of High Performers at Low Impact of Loss	Provides the count of workers rated high in performance  that are rated low impact of loss
Number of High Risk of Loss Terminated within 1 year	Provides the count of workers that got terminated within 1 year of being rated high risk of loss
Number of Low Risk of Loss Terminated within 1 year	Provides the count of workers that got terminated within 1 year of being rated low risk of loss
Number of High Risk of Loss Active Workers after an year	Provides the count of workers that are rated high risk of loss for more than a year but still not terminated
Number of Workers - Improved Performance rating	Provides the count of workers whose performance band changed from low to medium, high or medium to high
Number of Workers - Improved Potential rating	Provides the count of workers whose potential band changed from low to medium, high or medium to high
Number of Workers - Decreased Performance rating	Provides the count of workers whose performance band changed from High to medium, low or medium to low
Number of Workers - Decreased Potential rating	Provides the count of workers whose potential band changed from High to medium, low or medium to low
Number of Workers - Increased Risk of Loss	Provides the count of workers whose risk of loss band changed from low to medium, high or medium to high
Number of Workers - Decreased Risk of Loss	Provides the count of workers whose risk of loss band changed from High to medium, low or medium to low
Number of Workers - Increased Impact of Loss	Provides the count of workers whose impact of loss band changed from low to medium, high or medium to high
Number of Workers - Decreased Impact of Loss	Provides the count of workers whose impact of loss band changed from High to medium, low or medium to low
Number of High Performers Terminated within 1 year	Provides the count of workers that got terminated within 1 year of being rated as high performers in the talent review meeting
Number of Low Performers Terminated within 1 year	Provides the count of workers that got terminated within 1 year of being rated as low performers in the talent review meeting
Number of High Performers	Number of workers rated as high performers
Number of Medium Performers	Number of workers rated as medium performers
Number of Low Performers	Number of workers rated as low performers
Number of High Potential	Number of workers rated as high potential
Number of Medium Potential	Number of workers rated as medium potential
Number of Low Potential	Number of workers rated as low potential
Number of High Risk of Loss	Number of workers rated as high risk of loss
Number of Medium Risk of Loss	Number of workers rated as medium risk of loss
Number of Low Risk of Loss	Number of workers rated as low risk of loss
Number of High Impact of Loss	Number of workers rated as high impact of loss
Number of Medium Impact of Loss	Number of workers rated as medium impact of loss
Number of Low Impact of Loss	Number of workers rated as low impact of loss
Number of Top Talent	Number of workers rated as high performers and high potential
Number of Low Talent	Number of workers rated as low performers and low potential

HCM—Workforce Absence Management

This table describes Workforce Absence Management metrics.

Metric	Metric Definition
Total Duration of absences (Days)	Sum of duration of all absences
Total Duration Of absences (Hours)	Sum of duration of all absences , for absence type with UOM='Hours'
Qualification Plan absences Duration	Sum of duration of approved absences of Qualification Plans
Number of Qualification Plan absences	Count of distinct approved absences of Qualification Plans
Accrual Plan absences Duration	Sum of duration Of approved absences of Accrual Plans
Number of Accrual Plan absences	Count of distinct approved absences of Accrual Plan
Compensatory Plan absences Duration	Sum of duration Of approved absences Of  Compensatory plans
Number of Compensatory Plan absences	Count of distinct approved absences of Compensatory Plans
NoEntitlement Plan absences Duration	Sum of duration Of approved absences Of  NoEntitlement Plans
Number of NoEntitlement Plan absences	Count of distinct approved absences of NoEntitlement Plans
Approved absence Transactions	Count of distinct absences transaction with Approval status as "Approved"
Completed absence Transactions	Count of distinct approved absence transactions with past dated absence end date
Pending Approval absences Transactions	Count of distinct absences transaction with Approval Status as "Awaiting Approval"
Scheduled absence Transactions	Count of distinct approved absence transactions with future absence start date
Worker Count ( Approved absences )	Count distinct worker with absences transactions With approval status as "Approved"
Worker Count ( Pending absences)	Count distinct worker with absence transactions with approval status as "Awaiting Approval"
Female Gender Ratio ( Approved absences)	Female gender ratio with approved absences
Male Gender Ratio ( Approved absences )	Male gender ratio with approved absences
Late Notified absences	Count of late notified absences
Withdrawn absence Transactions	Count of distinct absences transaction with absence status as "Withdrawn"
Rejected absence Transactions	Count of distinct absences transaction with approval status as "Denied"
Draft absence Transactions	Count of distinct absences transaction with absence status as "Saved"
Worker Count ( Rejected absences )	Count distinct worker with absences transactions with approval status as "Denied"
Worker Count ( Withdrawn absences )	Count distinct worker With absences transactions with absence status as "Withdrawn"
Worker Count ( Draft absences )	Count distinct worker with absences transactions with absence status as "Saved"
Female Gender Ratio ( Rejected absences )	Female gender ratio with rejected absences
Male Gender Ratio ( Rejected absences )	Female gender ratio with rejected absences
Absence Approval Rate for High Performer Worker	Ratio of approved absence to total absence of a worker with performance rating='High'
Absence Approval Rate for Low Performer Worker	Ratio of approved absence to Total absence of a worker with performance rating='Low'
Absence Rejection Rate for High Performer Worker	Ratio of rejected absence to Total absence of a worker with performance rating='High'
Absence Rejection Rate for Low Performer Worker	Ratio of rejected absence to total absence of a worker with performance rating='Low'
Worker Count ( Enrolled In a Plan)	Count of workers enrolled in an absence plan
Accrual Balance	End Accrual Balance as on balance run date
Prior Accrual Balance	Begin Accrual Balance as on balance run date
Compensatory Plan Balance	Begin Compensatory Plan Balance as on last balance run date
Prior Compensatory Plan Balance	End Compensatory Plan Balance as on last balance run date
Accrual Value	Plan Accrual Value
Annual Accrual	Front Loaded calculated accrual
Periodic Accrual	Calculated incremental accrual plan value , as of the last accrual run date
Carryover	Balance Value that is carry over as of latest balance calculation date
Carryover Expiration	Carry Over balance value that will expire as of latest balance calculation date
Carryover Forfeiture	Carry Over balance value to forfeiture due to carryover limits set
Vested Accrual	Accrued balance value subject to a waiting period that has subsequently passed
Unvested Accrual	Accrued Balance value but subject to a waiting period set
Other Adjustments	Other balance adjustment transactions
Unprocessed Adjustments	Total of all unprocessed adjustments for the latest balance calculation date
Transferred Balance	Balance Value transferred to and from other accrual plans
Processed absences	Total Processed absences as of latest balance calculation date
Unprocessed absences	Balance Value Used by absences Scheduled
Compensatory Time	Compensatory time accrued
Expiration Disbursement ( Compensatory Plan)	Disbursement of balance to payroll upon expiration
Other Adjustments (Compensatory Plan)	Other balance adjustment transactions
Unprocessed Adjustment (Compensatory Plan)	Total of all unprocessed adjustments for the latest balance calculation date
Transferred Balance (Compensatory Plan)	Balance Value transferred to and from other accrual plans
Donations	Donations

HCM—Workforce Core

This table describes Workforce Core metrics.

Metric	Metric Definition
Average Headcount	Average of Headcount (Period start + Period end HC)/2
Average FTE	Average of FTE (Period start + Period end FTE)/2
Worker Count	Count of distinct workers
Employee Headcount Ratio	Ratio of the employee headcount vs total headcount
Contingent Headcount Ratio	Ratio of the contingent headcount vs total headcount
Employee FTE Ratio	Ratio of the employee FTE vs total FTE
Contingent Worker FTE Ratio	Ratio of the contingent FTE vs total FTE
Span of Control Workforce Structure	Average nunber of reportees for a manager by workforce structures like Business Unit, Location, Job Family and so on
Average Worker Age	Average age of the worker based on their date of birth
Headcount Turnover	Percentage of the headcount terminations to the total headcount
FTE Turnover	Percentage of the FTE terminations to the total FTE
Voluntary FTE Turnover	Percentage of the voluntary FTE terminations to the total FTE
Involuntary FTE Turnover	Percentage of the involuntary FTE terminations to the total FTE
Voluntary Headcount Turnover	Percentage of the voluntary headcount terminations to the total headcount
Involuntary Headcount Turnover	Percentage of the involuntary headcount terminations to the total headcount
New Hire Headcount Turnover	Percentage of workers terminated within a year of hire
Headcount Retention	Percentage of workers retained
New Hire Headcount Retention	Percentage of worker retention who are hired within a year
FTE Retention	Percentage of worker FTE retained
New Hire FTE Retention	Percentage of worker retention who are hired within a year
Assignment Event Headcount	Headcount value of events during the period
Hire Headcount	Headcount of worker assignment hire events
Rehire Headcount	Headcount of worker assignment rehire events
Pending Hire Headcount	Headcount of worker assignment pending hires
Promotion Headcount	Headcount of worker assignment promotion events
Transfer Headcount	Headcount of worker assignment transfer events
Termination Headcount	Headcount of worker assignment terminations
Inactive Headcount	Headcount of Inactive worker assignments for all types of worker
Inactive Employee Headcount	Headcount of Inactive employees
Inactive Contingent Headcount	Headcount of Inactive contingent workers
Assignment Event FTE	FTE value of events during the period
Hire FTE	FTE of worker assignment hire events
Rehire FTE	FTE of worker assignment rehire events
Pending Hire FTE	FTE of worker assignment pending hires
Promotion FTE	FTE of worker assignment promotion events
Transfer FTE	FTE of worker assignment transfer events
Termination FTE	FTE of worker assignment terminations
Inactive FTE	FTE of Inactive worker assignments for all types of worker
Inactive Employee FTE	FTE of Inactive employees
Inactive Contingent FTE	FTE of Inactive contingent workers
Hire Count	Count of worker assignment hire events
Rehire Count	Count of rehires
Pending Hire Count	Count of pending hires
Promotion Count	Count of worker assignment promotion events during the period
Termination Count	Count of worker assignment terminations
Voluntary Termination Headcount	Headcount of worker assignment terminations with a category of 'voluntary'
Involuntary Termination Headcount	Headcount of worker assignment terminations with a category of 'involuntary'
New Hire Termination Headcount	Headcount of worker assignment terminations whose Years Service is <= 1 year on their termination date
High Performer Headcount Turnover	100% * (High Performer Termination Headcount / Average Headcount)
Voluntary Termination FTE	FTE of worker assignment terminations with a category of 'voluntary'
Involuntary Termination FTE	FTE of worker assignment terminations with a category of 'involuntary'
New Hire Termination FTE	FTE of worker assignment terminations whose Years Service is <= 1 year on their termination date
Voluntary Termination Count	Count of worker assignment terminations with an action category of 'voluntary'
Involuntary Termination Count	As Voluntary Termination Count but for an action category of 'involuntary'
New Hire Termination Count	Count of worker assignment terminations whose Years Service is <= 1 year on their termination date
Time between Promotion	Average number of months between promotions for a worker.
Time Between Promotion on Event	Average number of months between promotions for a worker.
Promotion Headcount Rate	Percentage of workers by headcount that have had a promotion
Promotion FTE Rate	Percentage of workers by FTE that have had a promotion
Worker Male Gender Ratio	Percentage of male workers
Worker Female Gender Ratio	Percentage of female workers
Worker Non Gender Ratio	Percentage of workers with no gender specified
Years Service	Number of years the employee is in the organisation
Average Service Years	Average years of service across all workers
Incumbent Headcount	Sum of Headcount for all worker assignments with this position. (Sum of filled positions. Positions that are vacant are not to be counted.)
Incumbent FTE	Sum of FTE for all worker assignments with this position. (Sum of filled positions. Positions that are vacant are not to be counted.)
Salary	Annualised salary for the worker assignment in the enterprise currency
Compa Ratio	Ratio of the worker salary to the salary mid point defined for the grade
Salary on Event	Annualised salary for the worker assignment in the enterprise currency on the date of any assignment event
Compa Ratio on Event	Ratio of the worker salary to the salary mid point defined for the grade on the date of any assignment event
Performance Rating	Average of the numeric value of the manager performance rating
Performance Rating(On Assignment Event)	Average of the numeric value of the manager performance rating on the date of any assignment event
Potential Rating	Average of the numeric value of the potential rating
Potential Rating(On Assignment Event)	Average of the numeric value of the potential rating on the date of any assignment event
Headcount (Period Start)	Total headcount at the start of the period, such as year, quarter, month, or week.
Headcount (Period End)	Total headcount at the end of the period, such as year, quarter, month, or week.
FTE (Period Start)	Total FTE at the Start of the period, such as year, quarter, month, or week.
FTE (Period End)	Total FTE at the end of the period, such as year, quarter, month, or week.
Person Count (Period Start)	Total person count at the start of the period, such as year, quarter, month, or week.
Person Count (Period End)	Total person count at the end of the period, such as year, quarter, month, or week.
Headcount	Headcount of active and suspended worker assignments for all types of worker
Employee Headcount	Headcount of active and suspended employees
Contingent Headcount	Headcount of active and suspended contingent workers
Active Headcount	Active worker headcount as of the time period.
FTE	FTE of active and suspended worker assignments for all types of worker
Employee FTE	FTE of active and suspended employees
Contingent Worker FTE	FTE of active and suspended contingent workers
Assignment Count	Assignment count as of the time period. 1 for each assignment
Assignment Event Count	Assignment event count as of the time period. 1 for each assignment
Top Talent Headcount Turnover	Percentage of headcount terminations of workers whose performance rating and potential rating is high.
High Performer Headcount Retention	100% - High Performer Headcount Turnover
Talent Retention Percentage	Percentage of workers retained by each combination of performance and potential band ratings related to the 9 box
New Hire FTE Turnover	Percentage of FTE Terminations where years of service < 1 year
High Performer FTE Turnover	Percentage of FTE Terminations of workers whose performance rating = high
High Performer FTE Retention	Percentage of FTE Retention of workers whose performance rating = high
Retention Voluntary	Percentage of voluntary retention of workers
Top Performer Headcount	Sum(Headcount) of workers whose performance rating = High
High Potential Headcount	Sum(Headcount) of workers whose potential rating = High
Manager Count	Count of all workers with at least one direct report
Active Headcount Ratio	Headcount Ratio of active against all workers
Top Talent Ratio	Ratio of workers with performance = high and potential rating = high to the total headcount
Low Talent Ratio	Ratio of workers with performance = high and potential rating = low to the total headcount
Top Talent Headcount	Headcount of workers with performance = high and potential rating = high
Top Talent Retention Percentage	Percentage of workers retained by various combinations of performance and potential ratings
High Performer Retention Percentage	High Performer Retention Percentage
High Potential Retention Percentage	Percentage of workers with potential rating = high
New Hire Headcount	Headcount for all workers with tenure less than or equal to 1 year for Hire action type
Transfer Count	Count of worker assignment transfers
Percentage Of Workers Hired above 60	Percentage of hires where worker age >= 60 years
High Performer Termination Headcount	Headcount of worker assignment terminations where the worker's latest performance rating based on the date for both performance and potential prior to the termination was in the 'High' performance band
Top Talent Termination Headcount	Headcount of terminated workers with performance and potential rating = high
High Performer Termination FTE	Sum(FTE) Terminations of workers whose performance rating = high
High Performer Termination Count	Count of worker assignment terminations where the worker's latest performance rating based on the date for both performance and potential prior to the termination was in the 'High' performance band
Annualized Voluntary Retention	Percentage of worker Annual voluntary retention by Gregorian Calendar
YTD Voluntary Termination Count	Year To Date Voluntary Termination Count
QTD Voluntary Termination Count	Quarter To Date Voluntary Termination Count
Distinct Worker Nationalities	Count of distinct worker nationalities
Distinct Worker Ethnicities	Count of distinct worker ethnicities
Months Service	Number of months the worker is in service from the legal employer seniority date (or legal employer hire date if the seniority date is null) to the termination date (or current date if the termination date is null)
Average Service Months	Average of Months Service
Currency Code	Currency Code
Percentage Compa Ratio Change	Percentage of change in compa ratio of the worker
Assignment Count (Period Start)	Assignment Count at the period start ( Year , Month , Quarter & Week )
Assignment Count (Period End)	Assignment Count at the period end ( Year , Month , Quarter & Week )
Worker Count	Distinct count of workers
Employee Count	Count of active and suspended employees
Contingent Count	Count of active and suspended contingent workers
Active Worker Count	Active worker Count as of the time period.
Active Worker Ratio	Count Ratio of active workers against all workers
Average Worker Count	Average of Worker Count (Period start + Period end Worker Count)/2
Employee Ratio	Ratio of the employee count vs total worker count
Contingent Ratio	Ratio of the contingent count vs total worker count
Worker Turnover	Percentage of the worker terminations to the total worker count
Voluntary Turnover	Percentage of the voluntary terminations count to the total worker count
Involuntary Turnover	Percentage of the involuntary terminations count to the total worker count
New Hire Turnover	Percentage of workers terminated within a year of hire
High Performer Turnover	100% * (High Performer Termination count / Average worker count)
Top Talent Turnover	Percentage of worker terminations whose performance rating and potential rating is high.
Worker Retention	Percentage of workers retained
New Hire Retention	Percentage of worker retention who are hired within a year
Retention Voluntary (Worker Count)	Percentage of voluntary retention of workers
High Performer Retention	100% - High Performer Turnover
Talent Retention Percentage (Worker Count)	Percentage of workers retained by each combination of performance and potential band ratings related to the 9 box
Top Talent Worker Count	Count of workers with performance = high and potential rating = high
Top Talent Ratio(Worker Count)	Ratio of workers with performance = high and potential rating = high to the total worker count
Low Talent Ratio(Worker Count)	Ratio of workers with performance = low and potential rating = low to the total worker count
High Performer Retention Percentage(Worker Count)	Provides the High Performer Retention Percentage based on worker count
High Potential Retention Percentage(Worker Count)	Provides the High Potential Retention Percentage based on worker count
Top Talent Retention Percentage(Worker Count)	Percentage of workers retained by various combinations of performance and potential ratings
Voluntary Termination Person Count	Count of worker assignment terminations with a category of 'voluntary'
Involuntary Termination Person Count	Count of worker assignment terminations with a category of 'involuntary'
New Hire Termination Person Count	Count of worker assignment terminations whose Years Service is <= 1 year on their termination date
High Performer Termination Person Count	Count of worker assignment terminations where the worker's latest performance rating prior to the termination was in the 'High' performance band
Top Talent Termination Person Count	Count of terminated workers with performance and potential rating = high
YTD Voluntary Termination Person Count	Year To Date Voluntary Termination Worker Count
QTD Voluntary Termination Person Count	Quarter To Date Voluntary Termination Worker Count

HCM—Workforce Gains and Losses

This table describes Workforce Gains and Losses metrics.

Metric	Metric Definition
Headcount Gain	Headcount increase compared to the prior period.
Headcount Gain Hire	Headcount increase due to hire or rehire events.
Headcount Gain Reorganisation Reason	Headcount increase due to the action reason: re-organization data from config.
Headcount Gain Reorganisation Action	Headcount increase due to the action name where reorganization indicator flag = Y.
Headcount Gain Global Transfer	Headcount increase due to global transfer events.
Headcount Gain Transfer	Headcount increase due to transfer events.
Headcount Gain Promotion	Headcount increase due to promotion events.
Headcount Gain Others	Headcount increase due to events other than hire, promotion, global transfer, and transfer.
Implicit Headcount Gain	Gain of headcount due to a manager's movement along with their reports to other manager
Headcount Movement	Headcount movement within the manager's organization that results in no gain or loss for the respective manager
Headcount Loss	Headcount decrease compared to prior period.
Headcount Loss Termination	Headcount decrease due to termination events.
Headcount Loss Reorganisation Reason	Headcount decrease due to the action reason: re-organization data from config.
Headcount Loss Reorganisation Action	Headcount decrease due to the action name where reorganization indicator flag = Y.
Headcount Loss Global Transfer	Headcount decrease due to global transfer events.
Headcount Loss Transfer	Headcount decrease due to transfer events.
Headcount Loss Promotion	Headcount decrease due to promotion events.
Headcount Loss Others	Headcount decrease due to events other than termination, promotion, global transfer, and transfer.
Implicit Headcount Loss	Loss of headcount due to a manager's movement along with their reports to other manager
FTE Gain	FTE increase compared to prior period.
FTE Gain Hire	FTE increase due to hire or rehire events.
FTE Gain Reorganisation Reason	FTE increase due to the action reason: re-organization data from config.
FTE Gain Reorganisation Action	FTE increase due to the action name where reorganization indicator flag = Y.
FTE Gain Global Transfer	FTE increase due to global transfer events.
FTE Gain Transfer	FTE increase due to transfer events.
FTE Gain Promotion	FTE increase due to promotion events.
FTE Gain Others	FTE increase due to events other than hire, promotion, global transfer, and transfer..
Implicit FTE Gain	Gain of FTE due to a manager's movement along with their reports to other manager
FTE Movement	FTE movement within the manager's organization that results in no gain or loss for the respective manager
FTE Loss	FTE decrease compared to prior period.
FTE Loss Termination	FTE decrease due to termination events.
FTE Loss Reorganisation Reason	FTE decrease due to the action reason: re-organization data from config.
FTE Loss Reorganisation Action	FTE decrease due to the action name where reorganization indicator flag = Y.
FTE Loss Global Transfer	FTE decrease due to global transfer events.
FTE Loss Transfer	FTE decrease due to transfer events.
FTE Loss Promotion	FTE decrease due to promotion events.
FTE Loss Others	FTE decrease due to events other than hire, promotion, global transfer, and transfer.
Implicit FTE Loss	Loss of FTE due to a manager's movement along with their reports to other manager
Assignment Count Gain	Assignment count increase compared to prior period.
Assignment Count Gain Hire	Assignment count increase due to hire or rehire events.
Assignment Count Gain Reorganisation Reason	Assignment count due to the action reason: re-organization data from config.
Assignment Count Gain Reorganisation Action	Assignment count increase due to the action name where reorganization indicator flag = Y.
Assignment Count Gain Global Transfer	Assignment count increase due to global transfer events.
Assignment Count Gain Transfer	Assignment count increase due to transfer events.
Assignment Count Gain Promotion	Assignment count increase due to promotion events.
Assignment Count Gain Others	Assignment count increase due to events other than hire, promotion, global transfer, and transfer.
Implicit Assignent Count Gain	Gain of Assignment due to a manager's movement along with their reports to other manager
Assignment Count Movement	Assignment movement within the manager's organization that results in no gain or loss for the respective manager
Assignment Count Loss	Assignment count decrease compared to prior period.
Assignment Count Loss Termination	Assignment count decrease due to termination events.
Assignment Count Loss Reorganisation Reason	Assignment count decrease due to the action reason: re-organization data from config.
Assignment Count Loss Reorganisation Action	Assignment count decrease due to the action name where reorganization indicator flag = Y.
Assignment Count Loss Global Transfer	Assignment count decrease due to global transfer events.
Assignment Count Loss Transfer	Assignment count decrease due to transfer events.
Assignment Count Loss Promotion	Assignment count decrease due to promotion events.
Assignment Count Loss Others	Assignment count decrease due to events other than hire, promotion, global transfer, and transfer.
Implicit Assignment Count Loss	Loss of Assignment due to a manager's movement along with their reports to other manager
Person Count Gain	Person count increase compared to prior period.
Person Count Gain Hire	Person count increase due to hire or rehire events
Person Count Gain Reorganisation Reason	Person count increase due to the action reason: re-organization data from config.
Person Count Gain Reorganisation Action	Person count increase due to the action name where reorganization indicator flag = Y.
Person Count Gain Global Transfer	Person count increase due to global transfer events.
Person Count Gain Transfer	Person count increase due to transfer events.
Person Count Gain Promotion	Person count increase due to promotion events.
Person Count Gain Others	Person count increase due to events other than hire, promotion, global transfer, and transfer.
Implicit Person Count Gain	Gain of a Person due to a manager's movement along with their reports to other manager
Person Count Movement	Person movement within the manager's organization that results in no gain or loss for the respective manager
Person Count Loss	Person count decrease compared to prior period.
Person Count Loss Termination	Person count decrease due to termination events.
Person Count Loss Reorganisation Reason	Person count decrease due to the action reason: re-organization data from config.
Person Count Loss Reorganisation Action	Person count decrease due to the action name where reorganization indicator flag = Y.
Person Count Loss Global Transfer	Person count decrease due to global transfer events.
Person Count Loss Transfer	Person count decrease due to transfer events.
Person Count Loss Promotion	Person count decrease due to promotion events.
Person Count Loss Others	Person count decrease due to events other than hire, promotion, global transfer, and transfer.
Implicit Person Count Loss	Loss of a Person due to a manager's movement along with their reports to other manager

HCM—Workforce Rewards - Workforce Compensation

This table describes Workforce Rewards - Workforce Compensation metrics.

Metric	Metric Definition
Total Components For the Plan	No. of component used in a compensation plan
Worksheets (Not Started)	Worksheets without any changes saved
Worksheet ( Withdrawn)	Worksheet withdrawn
Worksheets(Budgets Available)	Worksheets without any changes & budget available
Worksheets ( Budgets Withdrawn)	Worksheets with withdrawn budgets
Worksheet (Work In Progress)	Worksheets with some changes saved
Worksheet (Submitted)	Worksheets 'Submitted' for approval
Worksheet ( Rejected)	Worksheets returned for correction
Worksheet ( Request Information )	Worksheets returned with request for information
Worksheet (Approved)	Approved Worksheet
Worksheet (Processed)	Worksheets with data posted to HR & Payroll ( Transfer to HR Process)
No. of Workers	Total Number of Workers populated in a worksheet
Eligible Workers	Number of all eligible workers in Worksheet
Worker Compensated with 0 Increase	Worker count with compensation amount equal to 0 or not specified
Total Worker Compensated	Total Worker count with compensation amount greater than or equal to 0
Worker Compensated (Below Target Compensation)	Count of workers compensated below target compensation
Worker Compensated ( Above Target Compensation)	Count of workers compensated above target compensation
Average Allocation Percentage	Average Allocation Percentage
Base Salary	Worker Base Pay Amount, expressed in worker's base pay frequency
Base Salary Adjustment Amount	Worker Base Pay Amount , expressed in plan frequency
Proposed Salary	New Base Salary Of a worker , expressed in worker's base pay frequency
New Adjusted Salary Amount	Proposed Salary ,expressed in plan frequency
Eligible Salary	Amount calculated to determine worker's allocation amount.
Compensation Amount	Amount Allocated to a worker
Compensation Amount (Maximum)	Maximum Amount that can be allocated to a worker
Compensation Amount (Minimum)	Minimum Amount that can be allocated to a worker
Target Compensation Amount	Recommended compensation amount
Target Compensation Amount (Minimum)	Minimum Recommended Allocation Amount
Target Compensation Amount (Maximum)	Maximum Recommended Allocation Amount
Compensation Variance	Variance between target compensation & actual compensation amount
Proposed Salary (Average)	Average of proposed salary
Average Compensation Amount	Average Amount Allocated to a worker
Worker Budget Amount	Amount Budgeted for a worker
Miscellaneous Rate 1	Compensation Plan Custom Column
Miscellaneous Rate 2	Compensation Plan Custom Column
Miscellaneous Rate 3	Compensation Plan Custom Column
Miscellaneous Rate 4	Compensation Plan Custom Column
Miscellaneous Rate 5	Compensation Plan Custom Column
Miscellaneous Rate 6	Compensation Plan Custom Column
Percentage Budget Utilized	Ratio of Budget Amount Utilized to overall Budget
Overall Budget Amount ( Allocated )	Total Budget amount allocated to a worksheet manager
Overall Budget Amount ( Available )	Budget amount left to be utilized by worksheet managers
Overall Budget Amount ( Used )	Budget amount used by worksheet managers
Total Eligible Salaries	Sum of eligible salaries of workers
Base Salary Change Value	Salary change Value

Descriptive Flexfield Details

Overview

Descriptive Flexfields (DFFs) allow you to capture additional information on the Fusion application transactional UI. DFFs provide you the flexibility to configure data that is not available ready-to-use in the application. You can report on the configured DFFs through Fusion Analytics Warehouse application for HCM.

Absence

Descriptive Flexfield (DFF)

Subject Area Name	Descriptive Flexfield (DFF) Supported
HCM - Workforce Absence Management	Absence Categories
HCM - Workforce Absence Management	Absence Plan
HCM - Workforce Absence Management	Absence Reasons
HCM - Workforce Absence Management	Absence Recordings
HCM - Workforce Absence Management	Absence Type

Global Human Resources

Descriptive Flexfield (DFF)

Subject Area Name	Descriptive Flexfield (DFF) Supported
HCM-Workforce Core	Additional HR Action Attributes
HCM-Workforce Core	Legislative Action Attributes
HCM-Workforce Core	Additional Action Reason Attributes
HCM-Workforce Core	Person Additional Attributes
HCM-Workforce Core	Assignment Attributes
HCM-Workforce Core	Legislative Assignment Attributes
HCM-Workforce Core	Citizenship Attributes
HCM-Workforce Core	Ethnicity Attributes
HCM-Workforce Core	Person Disability Information
HCM-Workforce Core	Person Disability Legislative Information
HCM-Workforce Core	Person Name Attributes
HCM-Workforce Core	Person Type Attributes
HCM-Workforce Core	Persons Attributes
HCM-Workforce Core	Position Attributes
HCM-Workforce Core	Work Relationship Attributes
HCM-Workforce Core	Work Relationship Legislative Information
HCM-Workforce Core	Department Attributes
HCM-Workforce Core	Person Legislative Attributes
HCM-Workforce Core	Job Attributes
HCM-Workforce Core	Grade Attributes
HCM-Workforce Core	Location Attributes

Talent

Descriptive Flexfield (DFF)

Subject Area Name	Descriptive Flexfield (DFF) Supported
HCM - Talent Acquisition	Requisition DFF
HCM - Talent Acquisition	Offer DFF
HCM - Talent Acquisition	Offer Assignment DFF