Get the Same Workforce Numbers Every Month
HR reporting and analytics turns day-to-day records — joinings, attendance, leave, hiring, appraisals, training and exits — into a fixed set of reports management reads on a known date. Reporting states what happened; analytics reads several figures together to explain why a pattern is occurring. We agree the definitions, correct the source data, set the calendar and configure the views.
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Share your requirementsHR Reporting and Analytics in brief
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.
- GullyHR is an HR consulting, HR services, training and software company based in Bengaluru, working with Indian startups and small and medium businesses.
- This page covers the reporting layer of the HR process: employee strength, attendance and leave, recruitment, attrition, performance, training, engagement, statutory tracking and a management dashboard.
- The definition, source and owner of every number are fixed before any report format is built, because most reporting disputes turn out to be definition disputes.
- Reports are configured in the GullyHR software, or specified against the HR and payroll system you already run.
- Scope and sequence are agreed after a consultation, and depend heavily on the state of your existing employee data.
The starting point
Do HR, Payroll and the Site Agree on Headcount?
Reporting problems are almost never reporting problems. They are definition problems and data problems wearing a reporting costume. Until everyone counts the same way from the same source, a better format will not settle an argument.
We fix the definitions and the sources first, then build the reports on top of them.
You may be experiencing:
- Headcount by department differing between HR, payroll and the site itself.
- Attrition discussed as a feeling, because nobody has computed it the same way twice.
- A monthly report built by hand at the last minute, by the only person who knows how.
- A board pack needing workforce numbers you cannot confidently reconcile with finance.
- Learning a department is short-staffed when the work slips rather than when the vacancy was raised.
- Leave balances and attendance exceptions examined only once payroll is already stuck on them.
- Statutory due dates living in one person's diary, and being heard about after they pass.
- A department head disputing the headcount in the report because their own list shows different names.
- Contract workers, interns and people serving notice counted in some reports and left out of others.
- Exit data that records only a last working day, with no reason, tenure or reporting manager to read it against.
- Dashboards built once, now showing numbers that nobody trusts or opens.
What we can help with
Our HR Reporting Services
Headcount and Cost Reporting
A strength report structured by department, location, grade, employment type and gender, with an agreed definition of who counts as on rolls, so the number can be stated without asking anyone.
Attendance and Leave Reporting
Attendance exceptions, absenteeism, late marks, overtime, leave availed and leave balance, split by department and location, visible before payroll closes rather than after it is stuck.
Recruitment Reporting
Approved requisitions, positions open and closed, stage-wise candidate movement, source of hire, offers made and declined, and how long each stage takes, so open positions stop being a question you have to ask.
Attrition Analysis
Separations classified as resignation, termination or retirement and computed on one agreed formula, then read against tenure, department and manager, so attrition becomes a figure you can explain to a board.
Performance Reporting
Goal-setting completion, review completion by manager, rating distribution across departments, employees on improvement plans and confirmations due, readable the moment the cycle closes.
Training Records and Coverage
Programmes conducted, attendance by employee and department, coverage against the annual plan, participant feedback and spend against budget, so you can say who was trained, in what, and when.
Compliance Tracker
A tracker listing applicable registers, returns, renewals and records with an owner, a due date and a status marked ahead of time, so a due date appears before the date rather than after it.
Management Dashboard
One view pulling strength, salary cost, attrition, open positions, attendance exceptions and pending approvals, answering what management asks most often without a round of emails first.
The scope
What the Consulting Covers
Reporting depends on agreed definitions, clean source records and a named publisher. These are the parts of that work we can review or design. The scope is agreed with you and can take all twelve areas or only some.
Reporting Needs Assessment
Which numbers management asks for, who reads each report, and which existing reports go unused.
Metric Definitions and Formulas
Agreed definitions for strength, attrition, absenteeism, overtime, hiring stages and training coverage, including who is counted and who is left out.
Data Source Trace
Where each figure is first recorded and where the sources disagree.
Data Correction and Master Data
Department names, grades, dates and reporting lines corrected in the source records.
Headcount, Cost and Movement Reporting
Strength, joiners, leavers, transfers and salary cost by department, location and employment type.
Attendance, Leave and Overtime Reporting
Exceptions, absence, late marks, overtime and balances, visible before payroll inputs close.
Recruitment Pipeline Reporting
Requisitions, open positions, stage movement, source of hire and the time spent at each stage.
Attrition and Exit Analysis
Separations classified one way and read against tenure, department, manager and the recorded reason.
Performance and Training Reporting
Review completion, rating distribution, improvement plans, training coverage and feedback.
Dashboards by Audience
What the owner, department heads and HR each see, and how far each can look into individual records.
Reporting Calendar, Owners and Review
Publication dates, who supplies, verifies and publishes each report, and the agenda for the management review.
Compliance Tracker and Records Register
A tracker of the registers, returns and renewals your advisers confirm apply to you, each with an owner and a due date that you provide.
Working together
Ways to Work With 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.
Reporting Set-Up Project
The full project: definitions, formats, data correction, configuration, a parallel run, training and handover for the agreed report set.
Reporting With Process Correction
Where numbers are unreliable because the process feeding them is, this pairs the reporting work with fixing the attendance, movement or exit process behind it.
Management Review Support
A continuing arrangement in which a consultant joins your monthly or quarterly management review, reads the reports with the leadership team and maintains the set.
Definitions are signed off by you before any report is built. Who counts as on rolls, and how attrition is computed, settles more arguments than any format ever will.
The deliverables
What You Receive
Depending on the scope of your engagement, deliverables can include:
- 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 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, or specified for the system you already use.
- A responsibility matrix showing who supplies each input, who verifies it, who publishes and who reviews.
- A source map showing where each reported figure is first recorded and who maintains that record.
- A dashboard specification by audience, stating what the owner, department heads and HR each see and at what level of detail.
- A management review agenda and action log, so each review ends with named actions and owners.
Step by step
How We Work
Study What Is Actually Asked For
We sit with you, your department heads and HR to find out which numbers are genuinely used, which get asked for only in a crisis, and which existing reports nobody reads.
Trace Every Number to Its Source
Each figure 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 — and we note where sources disagree.
Agree the Definitions
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 you sign them off before anything is built.
Correct the Data and Design the Formats
Department names, grades, joining dates, exit dates and reporting lines are cleaned in the source records with your team. Each report is then laid out for the person who reads it, with frequency, recipients and owners fixed.
Run in Parallel and Hand Over
The new set runs alongside your existing method for a cycle, and every difference is examined and explained before the old spreadsheet is retired. We then train the publisher and sit in on a management review. Where it is included in the engagement, we also support your publisher through the first publishing cycles on their own.
The difference
What Settled Reporting Gives You
A defined report set helps you:
We do not promise outcomes. We record a baseline before work starts, covering which numbers disagree between sources today and how long the monthly report takes to build, and report against it, so you can see what changed and what did not.
- Give management the same workforce numbers each month, from the same defined source.
- State headcount and salary cost by department without a round of emails first.
- Discuss attrition against a computed figure rather than against an impression.
- Spend month-end closing the data instead of assembling the report.
- Answer a board, investor or audit request out of what already exists.
- Keep reporting working through a change of HR staff, because the method is written down.
- Explain a change in a number by tracing it back to its source record.
- Look at attendance exceptions and open positions while there is still time to act on them.
- Give each audience the view it needs, with access to individual records set by role.
- Run the monthly review from a standing pack rather than from a request for numbers.
Find your fit
Who This Service Is For
Founder-Led Companies
Businesses where the owner asks for workforce numbers and then quietly checks them against something else.
Businesses Past One Person's Memory
Companies grown beyond the point where one person can hold headcount, attendance and hiring status in mind.
Multi-Site Operations
Businesses with several locations, plants or shifts, where each site reports in its own format and its own definitions.
Companies Facing a Review
Businesses preparing for a board review, an investor discussion, a bank facility or a customer audit that will ask for workforce data.
Businesses With Systems and Spreadsheets
Companies that already run an HR or payroll system and still build the monthly report by hand.
Small HR Teams
Businesses where HR is one person or a small team carrying reporting on top of daily operations.
Finance and Accounts Teams
Teams who reconcile HR figures with the books and want one agreed definition of headcount and salary cost.
Businesses With Contract and Fixed-Term Staff
Companies where contract workers, trainees and permanent employees are counted differently from report to report.
Good to know
From Record to Report: The Monthly Cycle
Before publication
- Close: attendance, joining and exit records for the month are completed and checked at source.
- Extract: figures are drawn from the agreed source using the signed-off definitions.
- Verify: the named owner checks totals and unusual movements against the previous month.
After publication
- Publish: reports go to the named recipients on the calendar date.
- Review: management reads the pack, asks why, and agrees actions.
- Follow up: actions are logged with owners and checked at the next review.
Each stage has an owner and a date on the reporting calendar.
Good to know
Track the Reporting Itself
Timeliness and trust
- Days after month-end the pack is ready: whether the cycle runs to the calendar.
- Figures with a named source and owner: how much of the pack can be traced.
- Definitions signed off: how many measures are agreed in writing.
Use and follow-up
- Open data-correction items: how much source data still needs fixing.
- Differences between sources: whether HR, payroll and the site still disagree.
- Actions closed from the last review: whether reading the pack leads to follow-up.
- Reports no one opens: which reports could be dropped.
Measures use agreed definitions and a baseline recorded before work starts.
Good to know
Scope and Service Boundaries
Your engagement defines
The reports, locations, entities, employee categories, systems and review forums included.
Requires a separate agreement
- Payroll calculation and statutory computation.
- Statutory filings and returns.
- Legal or tax advice, including confirmation of which statutory dates apply to you.
- Predictive models about individual employees.
- Business intelligence software licences and custom dashboard development.
- Verification or audit of financial and payroll figures.
Reports describe your records and help management ask better questions. Employment decisions remain with management.
Good to know
Timeline and How to Prepare
Timeline
The schedule depends on the number of reports, locations and systems, the condition of the source data and the availability of report owners. We confirm it after the demand study and source trace.
Useful inputs
- Reports and spreadsheets currently shared with management.
- The most recent monthly pack, if one exists.
- Employee master list and department structure.
- Attendance, leave and payroll summaries for a recent month.
- Hiring tracker and exit records.
- Appraisal and training records.
- Details of the HR, payroll and attendance systems in use.
- A list of registers, returns and renewals as confirmed by your advisers.
If reports are built by hand today, we can begin by walking through how the current one is made. Gaps in the records are noted as findings and need not be fixed first.
Good to know
Confidentiality and Workforce Data
Handled by agreement
Workforce reports draw on salary, performance and exit information. Before work begins we agree the data required, who may access it, how it is shared and how long it is retained.
Access in the design
The dashboard design sets out which roles see which figures and how far they can look into individual records, so sensitive data is limited to the people who need it.
Good to know
Frequently asked questions
It is the practice of turning day-to-day HR records into a fixed set of reports management reads on a known date. Reporting states what happened. Analytics reads several of those figures together, such as attrition against tenure and manager, to explain why a pattern is occurring.
No. The correction work is part of the engagement, and doing it blind usually means cleaning the wrong things. We trace what each report needs first, then produce a correction list naming the specific records and fields that matter.
Reporting answers what happened: how many people, how many exits, how many open positions. Analytics asks why, by reading figures together. Most businesses benefit from settling the reporting first, because analysis built on contested numbers gets argued with rather than acted on.
Usually headcount and cost by department, attendance exceptions, attrition and open positions. Those four answer most of what management actually asks, and they expose the data problems that would otherwise undermine anything more sophisticated.
No. The definitions, formats, calendar and owners matter more than the tooling, and a well-defined set can run from a workbook. Where a system exists, we configure the reports in it so numbers come from live records rather than a manual extract.
It will show you where they are leaving from — which department, which manager, which tenure band — and what exit records say. The reasons behind a pattern still need conversations with the people involved; the reporting tells you where to have them.
A named person in your team, identified during the engagement and trained before handover. The responsibility matrix records who supplies each input, who verifies it and who publishes, so reporting does not depend on one person's availability.
Yes, and it should. An owner needs one page, a department head needs their own team's detail, and HR needs the exception lists. Access is configured by role, including how far anyone can drill into individual records.
After the demand study and source trace. The scope lists which reports are included, which locations and entities they cover, and whether data correction and configuration are part of it. It is agreed in writing before work begins.
The two terms are often used interchangeably. Turnover commonly refers to people leaving and being replaced, while attrition focuses on separations. Conventions differ, so we write down which one you use and how it is counted.
A common method divides separations in a period by the average headcount for that period, though opening or closing headcount is also used. What matters is choosing one, stating how contract staff, interns and people on notice are treated, and using it every month.
It depends on your sector, roles and what you count, so we do not quote a single figure. We help you compute your own number consistently and read it against tenure, department and manager over time.
Usually a one-page summary of strength and movement, attendance and leave exceptions, open positions and attrition, with detail behind each. The set is agreed with management so the report answers what they actually ask.
A report is a fixed document published on a known date. A dashboard is a live view that someone opens when a question arises. Most businesses need both, built from the same definitions.
It can show patterns, such as exits clustered in the first year or under one manager, which point to where to look. It cannot tell you which individual is likely to leave, and we do not offer predictions about named employees.
By deciding in advance which roles see which figures and how far they can look into individual records, with sensitive categories restricted separately. Please confirm your data protection obligations with a qualified professional.
Pricing depends on the number of reports, locations and systems, the condition of your data and the support required. Share your requirements and we will send a tailored proposal.
Agree the Definitions, Then Build the Reports
Settle what each number means and where it comes from, correct the records behind it, and publish the same set on a known date to people who can act on it.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book a Reporting Consultation
Tell us what workforce numbers you need and cannot reliably get.
