Statistics For Human Resource Management
Garland Flugum
Many companies have too many people in their HR department, as the average HR-to-staff ratio is 2.57.[1] The average ratio goes up to 3.4 for small organizations, then down to 1.22 and 1.03 for medium and large organizations, respectively.
Things such as defining clear career paths, communicating benefits options and providing new opportunities for existing employees can all go a long way in helping workers feel more satisfied at a company.[2]
Only one in four employees feels confident about their current role, which has led 75% to browse new roles at other companies. Defining a compelling career path may involve setting goals, defining required skill sets and creating clear and achievable job descriptions.[2]
The cost is more burdensome for small businesses with under 1,000 employees, as they have fewer resources for training. For large enterprises with over 10,000 employees, the cost is about half as much. Overall, it takes around six months for a company to break even on a new hire.[7]
Employees might feel this way because 58% of organizations have onboarding programs that are mainly just processes and paperwork. Getting more creative and in-depth with onboarding might provide a better employee experience.[10]
Positive onboarding experiences also make employees 18 times more committed to the company and 38% more effective at their job. And with engaged employees, your company could earn 147% more than competing companies. [13]
Employee recognition beat out having more autonomy (12%), having more inspiration (12%) or getting a raise (7%) as the most important thing a workplace can do to help an employee be more successful.[15]
Workers ages 55 to 64 had an average tenure of 9.9 years, while workers 25 to 34 had an average tenure of only 2.8 years. Men also had longer average tenure than women, at 4.3 years versus 3.9 years.[17]
On the flip side, the arts, entertainment and recreation industry has a 79.5% separation rate when it comes to annual average employment. Only slightly better is the leisure and hospitality industry, with a rate of 79%. Following that are accommodation and food services (78.9%), construction (65%) and professional and business services (63.5%).[21]
This is almost back to pre-pandemic levels, which shows that more companies are feeling stable enough to invest in the future. While 19% of companies expect a learning and development budget decrease, this is again down from peak pandemic decreases of 34%.[9]
With a customized learning program for your employees, you can tailor their skills to exactly what your company needs. Not only that, but you can keep them more engaged and better prepared for career advancement.[23]
Discrimination is not something to take lightly in your workplace, especially because of the disastrous consequences it can have. Forty-seven percent of Black workers and 49% of Hispanic workers have quit a job after seeing discrimination at work, compared to just 38% of white workers.[5]
Groups that have been traditionally discriminated against, such as Black and Hispanic employees, see lack of diversity as a bigger problem. Overall, 71% of Black employees and 72% of Hispanic employees think there should be increased efforts to create diversity, compared to just 58% of white employees.[5]
In particular, HR software is incredibly useful for finding and retaining talent, onboarding and tracking employee performance. If your company is on the hunt for reliable software, check out our list of the top human resources management systems.[25]
If your company is struggling to keep up with remote work, there may be a bright light on the horizon. The number of remote LinkedIn job listings was down from 20.6% in March 2022 to 13.2% in January 2023. [29]
Considering most work strategies were likely turned upside during the pandemic, this should not come as a shock. Still, to stay ahead of the game, think about what the future will look like for your company.[2]
Kristy Snyder is a freelance writer and editor with 12 years of experience, currently contributing to the Forbes Advisor Small Business vertical. She uses her experience managing her own successful small business to write articles about software, small business tools, loans, credit cards and online banking. Kristy's work also appears in Newsweek and Fortune, focusing on personal finance.
Cassie is a deputy editor collaborating with teams around the world while living in the beautiful hills of Kentucky. Focusing on bringing growth to small businesses, she is passionate about economic development and has held positions on the boards of directors of two non-profit organizations seeking to revitalize her former railroad town. Prior to joining the team at Forbes Advisor, Cassie was a content operations manager and copywriting manager.
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Human resources managers are employed in nearly every industry. They work in offices, and most work full time during regular business hours. Some travel to attend professional meetings or to recruit employees.
About 15,500 openings for human resources managers are projected each year, on average, over the decade. Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.
Labor relations directors, also called employee relations managers, oversee employment policies in union and nonunion settings. They negotiate, draft, and administer labor contracts that cover issues such as wages, benefits, and union and management practices. They also handle labor complaints between employees and management, and they coordinate grievance procedures.
Recruiting managers, sometimes called staffing managers, oversee the recruiting and hiring responsibilities of the human resources department. They often supervise a team of recruiters, and some take on recruiting duties for filling high-level positions. They must develop a recruiting strategy that helps them meet the staffing needs of their organization and compete effectively to attract the best employees.
Human resources managers work in offices. Some managers, especially those working for organizations that have offices nationwide, travel to visit other branches, attend professional meetings, or recruit employees.
To demonstrate abilities in organizing, directing, and leading others, human resources managers must have related work experience. Some managers start out as human resources specialists or labor relations specialists.
Although certification is voluntary, it shows professional expertise and credibility, and it may enhance job opportunities. Employers may prefer to hire candidates with certification, and some positions may require it. The Society for Human Resource Management (SHRM), HR Certification Institute (HRCI), WorldatWork, and International Foundation of Employee Benefit Plans are among many professional associations that offer certification programs.
Employment growth depends largely on the performance and growth of individual companies. As new companies form and organizations expand their operations, they will need more human resources managers to administer and monitor their programs.
Human resources managers also will be needed to ensure that firms adhere to changing and complex employment laws regarding topics such as equal employment opportunity, healthcare, and retirement plans.
The Occupational Employment and Wage Statistics (OEWS) program produces employment and wage estimates annually for over 800 occupations. These estimates are available for the nation as a whole, for individual states, and for metropolitan and nonmetropolitan areas. The link(s) below go to OEWS data maps for employment and wages by state and area.
CareerOneStop includes hundreds of occupational profiles with data available by state and metro area. There are links in the left-hand side menu to compare occupational employment by state and occupational wages by local area or metro area. There is also a salary info tool to search for wages by zip code.
Compensation, benefits, and job analysis specialists oversee wage and nonwage programs that an organization provides to its employees in return for their work. They also evaluate position descriptions to determine details such as classification and salary.
The What They Do tab describes the typical duties and responsibilities of workers in the occupation, including what tools and equipment they use and how closely they are supervised. This tab also covers different types of occupational specialties.
The Work Environment tab includes the number of jobs held in the occupation and describes the workplace, the level of physical activity expected, and typical hours worked. It may also discuss the major industries that employed the occupation. This tab may also describe opportunities for part-time work, the amount and type of travel required, any safety equipment that is used, and the risk of injury that workers may face.
The How to Become One tab describes how to prepare for a job in the occupation. This tab can include information on education, training, work experience, licensing and certification, and important qualities that are required or helpful for entering or working in the occupation.
The State and Area Data tab provides links to state and area occupational data from the Occupational Employment and Wage Statistics (OEWS) program, state projections data from Projections Central, and occupational information from the Department of Labor's CareerOneStop.
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