The employee process only becomes steerable once you measure it – otherwise bottlenecks and idle time only become visible quarter by quarter. This article belongs to layer 3 of the employee guide – “measurable data” – and describes the metrics you use to run capacity, skills and motivation: what each says, why it matters, and honestly: whether you reach it with teamspace and via which analysis.
Prerequisite: Every metric assumes that employees book their times promptly and that skills are genuinely maintained. Whatever is not captured shows up in no utilisation and no skill search.
Three dimensions, three questions
The metrics of the employee process sort into three dimensions – each answers a different question:
- Capacity: Are we correctly utilised – today and in the coming weeks?
- Skills: Do we have the abilities we need?
- Productivity & retention: How much does an employee bring in – and do we keep the good ones?
Capacity – are we correctly utilised?
| Metric | What it says | With teamspace? |
|---|---|---|
| Utilisation | Billable ÷ available hours – the productivity benchmark (70–85%). | ✅ Direct – the Capacity analysis of the employee reports sets available against planned capacity. |
| Utilisation forecast | How utilised we are in the coming weeks. | ✅ Direct – the same Capacity analysis shows monthly columns and the free capacity looking ahead. |
| Realisation rate | Billable ÷ worked hours – how much of the work can be charged. | ⚠️ With analysis – worked and billable times are captured; you derive the rate from the project-time/activity analysis, a ready-made metric is not guaranteed. |
Skills – do we have the right ones?
| Metric | What it says | With teamspace? |
|---|---|---|
| Skill coverage | Which competencies we have – and which are missing. | ⚠️ With analysis – skills are maintained per employee on a 0–9 scale and filterable via the skill search (Skills & staff development); there is no ready-made “coverage/gap” metric, it emerges from the search. |
Productivity & retention – does it bring in enough, do the good ones stay?
| Metric | What it says | With teamspace? |
|---|---|---|
| Revenue per employee | Total revenue divided by headcount – a rough measure of productivity (€100,000–250,000). | ⚠️ With analysis – revenue (invoicing analysis) and the contribution per employee (Employee analysis) are there; you form the ratio yourself. |
| Staff turnover | Share of employees who leave per year. | ⚠️ With analysis – joining and leaving dates are in the master data; the rate is derivable from them, a ready-made turnover metric is not guaranteed. |
In short: what teamspace delivers – and what you contribute
- Straight from the system: utilisation and utilisation forecast (
Capacity analysis). These figures arise automatically once contracts are maintained and times are booked. - With a little analysis: realisation rate, skill coverage, revenue per employee and staff turnover – each derivable from existing data, but without a ready-made metric.
- With context from you: the benchmarks (target utilisation, target skill profiles) – teamspace delivers the actual, you bring the target values.
The common thread stays the same: people metrics are only as reliable as the booked times and the maintained skills. As maturity rises, after-the-fact analysis turns into forward-looking steering with visible skill gaps – see the maturity levels in the guide.
Related topics
- The employee process in teamspace Employee process Introduction
- Employee reports Controlling How-to
- Skills & staff development Personnel & HR How-to
- HR software on teamspace.de