Give Management One Short HR Pack That Everyone Quotes the Same Way
Agree the measures, the definitions and the monthly pack that tell leadership how the people side of the business is running. Our HR analytics and management reporting services help banks, NBFCs, insurers and advisory firms see headcount, hiring, attrition, productivity and risk in one place, so decisions rest on the same numbers. You choose the measures, and we make them consistent.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsThe starting point
Does Everyone Quote the Same Headcount?
In a financial business the sales head, the finance head and HR each hold a headcount figure, and the three seldom agree. Reports multiply, trends are missed because each month stands alone, and the numbers that matter, such as productivity of new joiners or cost per hire, are seldom in the pack.
We help you agree the numbers first and the layout second.
You may be experiencing:
- Headcount, joiners and leavers that differ between HR, finance and business reports.
- Dozens of reports, with no short pack that leadership reads.
- Sales productivity viewed without reference to tenure, vacancy or territory.
- Attrition reported as a single figure, without the early-tenure, branch or manager view.
- Verification and certification status absent from the reporting, so risk is seen late.
- Reports assembled by hand each month, at the cost of days of HR time.
- No trend lines, so a rising problem appears only when it has become large.
What we can help with
Our HR Analytics and Management Reporting Services for BFSI Businesses
Measure Definitions
Write a definition for each measure, covering headcount, joiners, leavers, vacancy, attrition and productivity, including treatment of off-roll staff and the source of each figure.
Headcount, Cost and Movement
Report headcount by branch, region and function, with movement and people cost on the same basis as finance.
Hiring and Pipeline
Show vacancies, time open, offers, joiners and early exits, split by sourcing channel and role family.
Attrition View
Present attrition by tenure, branch, manager and reason, split into regretted and non-regretted exits.
Productivity and Ramp-Up
Link sales and service output to tenure, so management can see how long it takes a new joiner to contribute and where vacancy is dragging a branch.
Risk and Control Indicators
Include verification pending, certification due, training overdue, open cases and exceptions approved, so people risk is visible with the other risks.
Monthly Pack and Dashboard
Specify a short monthly pack with trends, and a dashboard for those who want more detail, with owners for each section.
Review Cycle
Set an agenda for a monthly review, the decisions the pack should prompt, and the person who follows up on each.
The deliverables
What You Receive
The engagement can produce:
- A measure definition sheet.
- A monthly HR pack specification.
- A dashboard specification.
- A data source map showing where each figure comes from.
- A first pack, built from your data.
- A review meeting agenda.
- Quarterly and annual views for leadership.
- A short note on gaps in the underlying data.
Step by step
How We Work
Ask What Decisions Are Needed
We ask your leaders which decisions the pack should support, and work back to the measures.
Define and Reconcile
We settle definitions and reconcile the figures with finance and business reports.
Design the Pack
We specify a pack of a few pages with trends, and a dashboard for detail.
Build the First Pack
We produce the first edition from your data, and mark what could not be reported.
Review and Refine
We help you run the first reviews. Before work starts we record where you stand, and we report against that baseline.
The difference
One Version of the Numbers
A consistent pack helps you:
We do not promise outcomes. We record a baseline before work starts, covering the number of conflicting headcount figures, hours spent preparing reports and the share of measures with a written definition and a named source, and report against it, so you can see what changed and what did not.
- Use a single headcount across HR, finance and the business.
- See trends and not only levels.
- Read attrition by tenure, branch and manager.
- Link productivity to tenure and vacancy.
- Bring people risk into the same review as other risks.
- Spend less time assembling reports.
Find your fit
Who This Service Is For
Banks and Branch Networks
Report by branch, cluster and region, with a view of control-function staffing.
NBFCs and Microfinance Companies
Show field productivity, attrition and collection-team strength by territory.
Insurance Companies and Agencies
Track advisor and sales-manager numbers, productivity and certification together.
FinTech Companies
Give founders and the board a short, reliable people view as headcount grows.
Advisory and Wealth Firms
Report adviser numbers, productivity and cost in a compact monthly view.
How it usually shows up in banking, financial services and insurance
A sales business lives by its numbers, and its people numbers are rarely as good as its sales numbers. HR and sales often use different employee codes, so the two data sets cannot be joined without manual work. Reports take days to assemble and are out of date when read. Attrition is known as a number and not tied to its causes, such as targets, managers and branches. Productivity is reported without tenure, so a branch of new officers looks weak and a branch of veterans looks strong.
Common challenges
Where it goes wrong in banking, financial services and insurance
People and sales data use different keys
Codes differ between systems, so the two cannot be joined without manual work. Two spreadsheets with the same people in them will disagree in small ways, and every meeting becomes about which is right.
Reports are late
A table produced after a week of effort is out of date before it is read.
Attrition is not tied to cause
The number is known and the link to targets, managers and branches is not.
Productivity ignores tenure
A branch full of new officers looks weak, and a branch of veterans looks strong, though neither says much.
A better process
What a working version looks like
- 01
Use one identifier for people
The same code across HR, sales and incentives, so data can be joined without a manual step. The HR reporting and analytics work starts here.
- 02
Report attrition with its drivers
Show attrition by branch, manager, tenure and target level, so patterns are visible.
- 03
Separate new from experienced
Productivity reported by tenure band.
- 04
Review a few reports monthly
Headcount, attrition, productivity by tenure, vacancy age, licences due, and complaints by branch. Keep each to a single page, so a regional head can read all six before a meeting.
What to check this week
- Ask whether HR and sales use the same employee code.
- Find out how long it takes to produce attrition by branch and manager.
- Check whether productivity is reported by tenure.
- Ask whether target levels are shown next to attrition.
- List the three questions the CEO asks most and see which reports answer them.
What this looks like in banking, financial services and insurance
The parts of hr analytics and management reporting that are specific to this sector, rather than general.
People Analytics in a Sales Business
Where productivity and attrition drive everything.
What this coversHide
People Analytics in a Sales Business
Where productivity and attrition drive everything.
What this coversHideIn financial services the people numbers and the business numbers are closely coupled, and reporting them separately loses most of the value in both.
- Attrition by branch, cluster, vintage and manager
- Early attrition - under six months - reported separately
- Productivity by vintage, so ramp-up is visible
- Cost of attrition quantified, including lost pipeline
- Recruitment source quality traced to retention
- Manager-level comparison across similar branches
- Incentive payout distribution analysed for design problems
- Headcount and cost against plan by entity
Productivity by vintage is the single most useful view in a sales business, because it shows whether people are leaving before they became profitable - which is the real cost of early attrition.
Questions on this, in banking, financial services and insurance
A few pages covering headcount and cost, hiring, attrition, productivity by tenure and people-risk indicators, each with a trend. The test is whether it leads to a decision.
Because reports disagree when definitions differ. Settling what counts as a leaver, headcount or vacancy once, and writing it down, removes most arguments before they begin.
We specify the dashboard and set it up on the GullyHR platform or on your own reporting tool, depending on what you use. The data has to be consistent first, or the dashboard shows the inconsistency more clearly.
That is common. We start with what is reliable, report what is not and list the data fixes in order of value. A pack with an honest gap is more useful than a pack that hides one.
It depends on how reports are produced today. We record the time spent before the work and compare it afterwards, rather than quote a saving in advance.
Not at the start. A tidy set of definitions and a reliable monthly extract support most decisions. Advanced analysis can follow when the basics are in place.
Headcount, attrition by branch, manager and tenure, productivity by tenure, vacancy age, licences due and complaints by branch. These show where people are lost and why.
Because without it, HR and sales data cannot be joined, and every cross-question takes days. It is the cheapest fix with the largest effect.
By tenure band and target level, so a branch of new officers is not set against a veteran one. Compare like with like.
Monthly for management and weekly for vacancies and licences. A report that arrives a week late describes last week's problem.
Give Leadership a Pack It Reads and Trusts
Tell us what your leaders look at today and what they wish they could see, and we will help you build a short, consistent pack.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book an HR Reporting Consultation
Tell us what reports you use now and which numbers are disputed.
The general method — what hr analytics and management reporting covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the hr reporting and analytics page. What is above is the part that differs for banking, financial services and insurance.
To run this in a system rather than on paper, see reports, analytics and automation.
Other HR topics for banking, financial services and insurance
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for banking, financial services and insurance, or another industry.