Get the Same Workforce Numbers Every Month
Ask how many people are on the rolls and you get a different answer from each person you ask. Ask what attrition looks like and you get an impression. We settle what each number means, trace it back to where it is recorded, fix the day it is published, and name the person who publishes it.
What is hr reporting and analytics?
HR reporting and analytics is the practice of turning day-to-day HR records, joinings, attendance, leave, hiring, appraisals, training and exits, into a fixed set of reports that management reads on a known date. Reporting states what happened. Analytics reads several of those figures together to explain why a pattern is occurring.
When businesses ask us for this
- You asked for headcount by department and the figures from HR, payroll and the site do not agree with each other.
- Attrition is discussed as a feeling, because nobody has computed it the same way twice.
- The monthly HR report is built by hand at the last minute, and the person who builds it is the only one who knows how.
- A board pack needs workforce numbers, and you cannot say with confidence that the salary cost in it matches what finance has.
- You find out a department is short-staffed when the work slips, not when the vacancy was raised.
- Leave balances and attendance exceptions are looked at only once payroll is already stuck on them.
- Training ran all year and nobody can now say who attended what, or produce the sheets if a customer asks.
- Statutory registers and returns live in one person's diary, and you hear about a due date after it has gone.
What the work covers
GullyHR designs and implements the reporting layer that sits on top of your HR process. We agree which reports management, department heads and HR each need, define the source, formula and owner of every number, build the formats, configure them where the data already sits, and train the person who will publish them each month. You appoint the people who own the data, approve the report set and the calendar, and give us access to current records and systems. This is a defined implementation project handed over to your team, not an ongoing reporting service run by us.
You can state your headcount without asking anyone.
A strength report structured by department, location, grade, employment type and gender, with an agreed definition of who counts as on-rolls on a given date, plus opening and closing movement for the month.
Attendance and leave are visible before payroll closes, not after.
Reports on attendance exceptions, absenteeism, late marks, overtime, leave availed and leave balance, split by department and reporting manager, timed to reach approvers ahead of the payroll input cut-off.
Open positions stop being a question you have to ask.
Approved requisitions, positions open and closed, stage-wise candidate movement, source of hire, offers made and declined, and how long each stage is taking, measured from the date the requisition was approved.
Attrition becomes a figure you can explain to a board.
Separations classified as resignation, termination or retirement and computed on one agreed formula, then read against tenure, department, reporting manager, grade and exit-interview reasons, so the pattern behind the departures is visible.
Appraisal results are readable the moment the cycle closes.
Goal-setting completion, review completion by manager, rating distribution across departments, employees on improvement plans and confirmations falling due, so you can see where the cycle stalled and which ratings look out of line.
You can say who was trained, in what, and when.
Programmes conducted, attendance by employee and department, coverage against the annual plan, participant feedback, spend against budget, and pending mandatory sessions such as induction or safety briefings.
Employee feedback is reported as themes with owners against them.
Survey participation and results by department, themes drawn from skip-level conversations and exit inputs, grievances raised and closed, and the status of every action committed after the previous round, on a fixed cycle.
Statutory due dates appear before the date, not after it.
A tracker listing applicable registers, returns, renewals and records with an owner, a due date and a status marked ahead of time. On interpretation of a statute we coordinate qualified professionals rather than advise ourselves.
One view answers what management asks most often.
A dashboard for the owner and leadership pulling strength, salary cost, attrition, open positions, attendance exceptions, pending approvals and compliance status from the same defined sources, refreshed from the system rather than assembled by hand.
How it runs
Report demand study
We sit with you, your department heads and HR to find out which numbers are actually asked for, which get asked for only in a crisis, and which existing reports nobody reads. That list sets the scope, not a standard template.
Data source trace
Every number in scope is traced back to where it is first recorded: the employee master, the muster roll, the leave register, the hiring tracker, the payroll sheet. We note which fields are missing, duplicated or named three different ways.
Definition sign-off
We draft the definition and formula for strength, attrition, absenteeism, overtime, hiring stages and training coverage, including who is counted and who is excluded, and management signs them off. Most reporting disagreements are actually settled here.
Data correction
Department names, grades, joining dates, exit dates and reporting lines are cleaned in the source records with your team. A report built on uncorrected data gets argued with instead of used, so this runs before any format work.
Format design
Each report is laid out for the person who reads it: one page for the owner, team detail for a department head, an exception list for HR. Frequency, recipients and how far anyone can drill down are fixed here.
Calendar and owners
A reporting calendar is set against your real dates, the payroll cut-off, the appraisal cycle, the statutory due dates, with a named person responsible for publishing each report and a named recipient expected to read it.
System configuration
The report set and the management dashboard are configured in the GullyHR software, or specified against the system you already run, so numbers are pulled from live records rather than typed in a second time.
Parallel run
The new report set runs alongside your existing method for a cycle. Every difference between the two is examined and explained before the old spreadsheet is retired, because a figure nobody trusts is worse than no figure.
Handover and review
We train the person who will publish the reports, then sit in on a management review to see whether the reports answer the questions being asked or simply raise new ones, and adjust the set accordingly.
What you receive
- A report catalogue listing every report in scope with its purpose, recipient, frequency, source and publishing owner.
- A metric definition sheet giving the formula, source and inclusion rules for strength, attrition, absenteeism, hiring and training measures.
- Report formats as working templates, configured in the HR system where it can hold them and supplied as a workbook where it cannot.
- A data correction list naming the employee records, department names, joining dates and exit dates to be fixed before reporting begins.
- A reporting calendar mapped against your payroll cut-off, appraisal cycle and statutory due dates.
- A compliance tracker carrying owner, due date and current status against each applicable register, return and renewal.
- A management dashboard configured in the GullyHR software, or specified for the system you already use.
- A responsibility matrix showing who supplies each input, who verifies it, who publishes the report and who reviews it.
Who it is for
- Founder-led companies where the owner still asks for workforce numbers and then quietly checks them against something else.
- Businesses that have grown past the point where one person can hold headcount, attendance and hiring status in their head.
- Companies running more than one location, plant or shift, where each site reports in its own format and its own definitions.
- Businesses preparing for a board review, an investor discussion, a bank facility or a customer audit that will ask for workforce data.
- Companies that already run an HR or payroll system and still build the monthly report by hand in a spreadsheet.
- Businesses where HR is one person or a small team carrying reporting on top of daily operations.
Why GullyHR.
Most reporting problems are process problems wearing a different hat. Attrition looks wrong because exits were recorded late. Strength disagrees because confirmations were never updated. Training coverage is unprovable because nobody kept the attendance sheet. We design the underlying processes, configure them in software and brief the managers who feed them, so the report and the record come out of the same work. The consultant who writes your attrition formula is also the one who can see why the exit data was thin, and go and fix that.
Design the process
Map how the work runs today, then write the procedure, the forms and the approval route it should follow.
Strengthen management
Settle the structure, the roles and the decisions each level can take without the owner.
Develop people
Train the managers who have to run it — the review, the difficult conversation, the handover.
Automate HR
Configure the agreed process in software, so the document and what people actually do stay the same thing.
What changes
- Management receives the same workforce numbers each month, from the same defined source.
- Headcount and salary cost can be stated by department without a round of emails first.
- Attrition is discussed against a computed figure rather than against an impression.
- HR spends month-end closing the data instead of assembling the report.
- A board, investor or audit request for workforce information is answered out of what already exists.
- Reporting survives a change of HR staff, because the method is written down rather than remembered.
Who does what
| Activity | GullyHR | Your team |
|---|---|---|
| Deciding which reports management receives | Proposes the report set from what you and your managers actually ask for, and from what the underlying data can support today. | Approves the final list and confirms who receives each report and who is expected to review it. |
| Defining strength, attrition and other measures | Drafts the formula, the inclusion and exclusion rules and the source for each measure, and explains what each choice does to the number. | Signs off the definitions, so departments stop computing the same measure differently. |
| Correcting the underlying employee data | Identifies missing fields, duplicate records and inconsistent department, grade and location names, and hands over a correction list. | Supplies the correct values from its own records and authorises the updates. |
| Building reports in the system | Configures the report set and dashboard in the GullyHR software, or writes the specification for the system you already run. | Provides system access, a test user and the vendor contact where a third-party system is involved. |
| Publishing the monthly reports | Runs the first cycles alongside your team, then hands over the method with the calendar and the definition sheet. | Names the person who publishes each report and holds them to the date. |
| Acting on what the reports show | Joins the review, reads the pattern with you and points out what the data does and does not support. | Takes the management decision. Reporting informs that decision; it does not make it. |
Where the software fits
A report is only as good as the transaction underneath it. The GullyHR platform holds employee records, attendance, leave, recruitment, performance, training and exit data together, so strength, attrition and attendance reports are generated from the records employees and managers update through the month rather than re-keyed at month-end by somebody working late. The dashboard and the compliance tracker are configured with role-based access, so a department head sees their own team and the owner sees the whole company including cost. Where you already run an HR or payroll system, we specify the same report set against that system instead of asking you to replace it, and we tell you which numbers it genuinely cannot produce.
Ways to engage us
- Reporting diagnostic
- A short review of what is reported today, where each number comes from and where the sources disagree, ending in a proposed report set and a data correction list you can act on with or without us.
- Reporting set-up project
- The full project: definitions, formats, data correction, system configuration, a parallel run, training and handover for the agreed report set.
- Reporting with process correction
- Where the numbers are unreliable because the process feeding them is, this pairs the reporting work with fixing the attendance, movement or exit process that supplies the data.
- Management review support
- A continuing arrangement in which a GullyHR consultant joins your monthly or quarterly management review, reads the reports with the leadership team and maintains the report set as the business changes.
Questions we are asked
It is the practice of turning HR records into a fixed set of reports management reads on a known date. Reporting states what happened, such as strength, attrition, attendance exceptions and open positions. Analytics reads those figures against tenure, department and manager to explain why a pattern is occurring.
Usually when the owner can no longer hold the numbers personally, or when two people answer the same question differently. A board review, an investor discussion, a customer audit, a second location or the departure of whoever built the monthly sheet all tend to expose it at once.
We assess what is reported today, where each number is recorded and where sources disagree. You receive a report catalogue, a metric definition sheet, report formats, a data correction list, a reporting calendar, a compliance tracker, a configured dashboard, a responsibility matrix and training for whoever publishes.
Yes. Your HR team is part of the work rather than the subject of it, because they know where the data actually sits. If you run an HRMS, payroll software or a biometric attendance system, we specify the report set against it. Replacing your system is not a condition.
After a consultation covering your size, locations, how many processes feed the reports and the condition of your employee data. Scope is the agreed report set plus the correction work needed to support it. The proposal states deliverables, sequence and what we need from you.
No. Cleaning it is part of the work, and doing it first without agreed definitions usually means doing it twice. We identify what is missing, duplicated or inconsistently named, hand you a correction list, and your team supplies the correct values while formats are being designed.
A report tells you attrition in the sales team for the quarter. Analytics tells you most of it sat within the first year of service, under one reporting manager. Reporting is the discipline of producing a number consistently. Analytics is reading several numbers together to reach a decision.
Usually strength and movement, attendance exceptions ahead of payroll, open positions, and attrition. Those four answer most of what an owner asks and rest on data you already capture. Performance, training and engagement reports are added once those processes themselves run to a fixed cycle.
No. Definitions, formats, calendar and ownership are worth fixing even when the report is produced in a spreadsheet, and that work carries over unchanged when you move to a system later. A system removes the manual assembly; it does not settle what a number means.
It will show you where they leave from, at what tenure, under which reporting line, and what the exit interviews recorded as the stated reason. That tells you where to look. The actual cause is established through conversation with managers and employees, which is judgement rather than a report.
Your own team. The calendar names a publishing owner for each report and a recipient who reviews it. We run the first cycles alongside that person and leave the definition sheet and catalogue with them, so the method survives if that person later moves on.
Yes, where it is configured in the GullyHR software. Access is set by role: a department head sees their own team, HR sees operational detail across the company, and the owner sees the consolidated view including salary cost. What each role may see is agreed with you before configuration.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com