By Antros Yiasemi – Co-Founder and Managing Director, OneJar
For many businesses in Cyprus, HR metrics are often reduced to basic figures such as headcount, payroll costs, or annual turnover. While these numbers are necessary, they rarely tell the full story. In a competitive and rapidly evolving labour market, business leaders need people data that supports better decisions rather than just better reporting.
The good news is that effective HR measurement does not require complex systems or large HR departments. What matters is focusing on the right metrics.
Moving Beyond Headcount and Turnover
Turnover rates are one of the most commonly tracked HR metrics, yet on their own, they can be misleading. A resignation number does not explain why people leave or whether the business should be concerned. A more meaningful approach is to combine turnover data with exit feedback, tenure patterns, and departmental trends. For example, frequent departures within the first year of employment may signal onboarding or management issues rather than compensation problems.
Similarly, tracking absenteeism can offer early insight into engagement and wellbeing. Consistent short-term absences may indicate burnout, poor morale, or ineffective leadership long before performance declines become visible.
Engagement as a Business Indicator
Employee engagement is often seen as a “soft” concept, but it has very real business implications. Engaged employees are more productive, provide better customer service, and are less likely to leave. Simple pulse surveys, conducted once or twice a year, can provide valuable insight into motivation, role clarity, and trust in leadership.
The key is not the survey itself, but what happens afterward. Measuring engagement without follow-up action can damage trust. Even small changes, when clearly communicated, show employees that their voice matters.
Performance and Capability Metrics
Another area often overlooked is capability development. Metrics such as internal promotions, training participation, and skill gaps help businesses understand whether they are building future capacity or constantly relying on external hiring. In a market where specialised skills can be difficult to source, internal development is becoming a strategic necessity.
Performance metrics should also be viewed at a team and organisational level, not only individually. Patterns across teams often reveal structural issues, such as unclear goals, workload imbalance, or management capability gaps.
Using Data Without Losing the Human Element
HR metrics should never replace human judgment. They are tools to support better conversations, not to reduce people to numbers. When used thoughtfully, data enables leaders to act earlier, communicate more clearly, and align people decisions with business strategy.
For Cyprus businesses, particularly SMEs, starting small is often the most effective approach. A handful of well-chosen metrics, reviewed consistently, can have a significant impact on performance, retention, and long-term sustainability.
