Executive People Analytics
Company-wide people position for the last 6 months, compared with the equivalent prior period. Rates are actual for the selected period on average headcount ((beginning + ending) ÷ 2) unless labelled annualized.
Month-end headcount for the population in scope
Monthly joiners and leavers
Internal talent movement and stability
Avg months at level before promotion
Share of hires who were internal candidates
Share of exits flagged regrettable
11.7% of active population
28.3 months across active employees
High potential band leavers in period
Demand, speed and offer conversion
At period end
Joiners in period
Open date to filled date
692 offers extended
Generated from the selected filters and period · compared with the prior comparable period
Workforce movement
Headcount change
+7.1%
Prior period net change +240
Headcount increased by 7.1% during the selected period (293 hires vs 116 exits), compared with a net change of +240 in the prior period.
Attrition
Annualized attrition
9.0%
+2.7 pp vs prior
Annualized attrition is 9.0%, up 2.7 percentage points versus the prior period; 85 of 116 exits were voluntary.
Organization health
Promotion velocity (median)
27.9 months
+6.0 mo vs prior
Median promotion velocity is 27.9 months across 219 observed promotions (21.9 months in the prior period); the promotion rate is 8.2%.
Talent acquisition
Open requisitions
54
+20 vs prior period end
54 requisitions remain open at period end (34 at the prior period end); average time to fill was 94 days across 55 filled requisitions.
Attention area
Regrettable exits
29
17 prior
Regrettable exits increased from 17 to 29, a relative increase of 71%.
Metrics that moved beyond configured thresholds versus the prior comparable period
| Metric | Current | Prior | Change | Why surfaced |
|---|---|---|---|---|
| Time to fill | 94 days | 36 days | +58 days | Increase of 5 days or more versus the prior period. |
| Offer acceptance | 75.6% | 84.9% | −9.3 pp | Decrease of 3 pp or more versus the prior period. |
| Promotion velocity (median) | 27.9 months | 21.9 months | +6.0 mo | Increase of 3 months or more versus the prior period. |
| Open requisitions | 54 | 34 | +58.8% | Increase of 10% or more versus the prior period end. |
Generated from the filtered dataset. Observations are measured; interpretations are analyst framing, not causal claims.
Engineering holds the largest share of the active workforce at 32.2% (856 employees).
Concentration of this size means department-level movement has a disproportionate effect on company metrics; read company averages alongside the department view.
Operations recorded a 6.1% attrition rate during the reporting period, against a company rate of 4.5%.
The gap indicates where to prioritise retention diagnostics. It does not by itself establish a cause — exit reasons and manager-level cuts are needed next.
Employees promoted out of L3 waited 26.9 months on average, compared with 31.1 months at L4.
Differences in time-at-level shape internal career expectations. Confirm whether the spread reflects deliberate level design or inconsistent promotion practice.
Internal Mobility applicants convert to hire at 25.3%, versus 12.0% for Campus (channels with 30+ applications in the period).
Channel mix affects observed conversion and hiring speed. Volume and candidate mix differ, so review conversion alongside time to hire before making sourcing decisions.
25.0% of exits in the period were flagged regrettable, including 13 high-potential employees.
Headline attrition alone understates the impact when regrettable losses are concentrated in high-potential talent. Track this share rather than the rate in isolation.
55 requisitions were filled in the period at an average of 94 days, with 54 still open.
Open pipeline relative to fill speed indicates the coverage backlog leaders should expect over the next quarter.