Replace the Hand-built Pack With One People Report Leaders Act On
People reporting in software companies is often assembled by hand for each meeting. Headcount comes from one sheet, attrition from another, and bench or utilisation from delivery or finance, and the figures disagree. We help you write the definitions, pick a short list of measures, cut them the way that matters, automate the pull and hold a monthly review. You decide what leadership watches; we make the numbers trustworthy.
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
Do Leaders Trust the Numbers in Your People Pack?
Terms are loosely defined. Whether a contractor is counted, what a regretted exit is, how time to hire is measured and whether billable utilisation includes training are all open. A long pack is read selectively and reviewed rarely.
We help you build a short, defined and regular set of figures that leaders actually use.
You may be experiencing:
- Headcount that differs between HR, finance and delivery for the same date.
- Unclear counting of contractors, interns and people on notice.
- Dashboards that show company-wide totals, while the useful cuts are by function, level, manager and tenure.
- Bench and utilisation reported by delivery on definitions that HR does not share.
- Employee cost known to finance and not to people leaders.
- A long monthly pack that is read in part and acted on rarely.
- Decisions made on instinct because nobody trusts the data.
What we can help with
Our HR Analytics and Reporting Services for Software Companies
Measure Definitions
Write a definition for each measure: headcount, hires, exits, regretted exits, time to hire, offer-to-joining, bench and utilisation, with what is included and excluded, who owns it and the source.
Headcount, Cost and Movement
Build the view of people by function, level, location and employment type, with joiners, leavers and movements, linked to salary cost and cost against revenue where finance shares it.
Hiring and Attrition Reporting
Report open positions and their ageing, time to hire, offer acceptance, joiners, attrition overall and regretted, and attrition by manager, with a rule for small teams where percentages mislead.
Bench and Utilisation View
Present allocation, billable and non-billable time, bench size and ageing against the pipeline, using definitions agreed with delivery and finance.
Performance and Learning Indicators
Include a few indicators from appraisals and training, such as reviews completed, promotions, certification status and training completion, chosen to prompt action and not to fill space.
Short Monthly Pack
Design a one- or two-page monthly pack for leadership, with a standard order, a short note on what changed and a list of actions agreed at the last review.
Data Pull and Automation
Set up the pull from HR, payroll, attendance and delivery records into the pack, with checks for mismatches, so it is built from systems and not retyped.
Review Rhythm
Run a monthly people review with a fixed agenda, owners for each action and a record of what was decided and what happened afterwards.
The deliverables
What You Receive
Depending on the agreed scope, you can expect:
- A measure dictionary with owners and sources.
- A people pack of one or two pages.
- Cuts by function, level, manager and tenure where numbers allow.
- A bench and utilisation view agreed with delivery.
- A data pull with mismatch checks.
- A monthly review agenda and action log.
- Reports configured in your system or on GullyHR.
- A note on the limits of each measure.
Step by step
How We Work
Find Out What Leaders Use
We ask what decisions leaders make about people and which numbers they trust now.
Write the Definitions
We agree the definitions with HR, finance and delivery, and note the differences between them.
Build the Pack
We design the short pack and pull the first set of figures, marking where data is weak.
Automate the Feed
We configure the data feed and the report in your system or on the GullyHR platform, and check the numbers against the originals.
Review and Adjust
Before work starts we record how reporting works today. We review the pack with leaders after the first cycles and trim or add measures.
The difference
Give Leaders Numbers They Can Trust
A defined reporting routine helps your company:
We do not promise outcomes. We record a baseline before work starts, covering the number of different headcount figures in circulation, the time taken to build the monthly pack and the measures without a written definition, and report against it, so you can see what changed and what did not.
- Use one headcount across HR, finance and delivery.
- See attrition by manager, level and tenure.
- Read bench and utilisation on a shared definition.
- Link people cost to the business.
- Review a short pack every month.
- Record the actions that follow.
Find your fit
Who This Service Is For
Software Companies Preparing Leadership Reviews
Replace a hand-built deck with a regular pack.
IT Services Firms Watching Bench and Margin
Make bench and utilisation figures agreed ones.
Founders Wanting a Clear View
See the people numbers that matter without wading through detail.
HR Teams Asked for Data
Give a consistent answer from one source.
Finance Teams Linking Cost and People
Reconcile headcount and cost on shared terms.
How it usually shows up in information technology and software
People reporting in software companies is usually assembled by hand for each meeting. Headcount comes from one sheet, attrition from another, and bench or utilisation from delivery or finance, and the figures disagree. Terms are loosely defined: whether a contractor is counted, what a regretted exit is, how time to hire is measured, whether billable utilisation includes training. Dashboards show overall numbers, while the useful ones are by function, level, manager and tenure. Cost reporting is separate from HR, so employee cost against revenue is known to finance but not to people leaders. Packs are long, read selectively and reviewed rarely, and so nobody acts on them. Trust in the data falls, and decisions are made on instinct.
Common challenges
Where it goes wrong in information technology and software
Definitions vary
Headcount, attrition and utilisation mean different things in different reports.
Numbers come from several places
HR, finance and delivery each hold a figure, and none match.
Totals hide the story
Overall rates conceal differences by manager, level and tenure.
The pack is long and unread
Leaders skip it, so no decision follows.
A better process
What a working version looks like
- 01
Write the definitions
One page that defines each measure, its source and its owner. The reporting framework can be built from it.
- 02
Choose a short list
Headcount, open roles and ageing, offer-to-joining, attrition and regretted attrition, bench and utilisation, employee cost, promotions and training completion.
- 03
Cut by what matters
Show each measure by function, level, manager and tenure where it helps a decision.
- 04
Automate the pull
Take figures from the systems themselves so that the pack is produced the same way each month. See HR reports automation.
- 05
Hold a monthly review
A short meeting with named actions and owners from the pack.
What to check this week
- Compare headcount in HR, finance and delivery for the same date.
- Ask three leaders which number in the pack they act on.
- Check how contractors and interns are counted.
- Look at attrition by manager for the last year.
- Find the last action taken because of a people report.
What this looks like in information technology and software
The parts of hr analytics and management reporting that are specific to this sector, rather than general.
People Dashboard
What leadership should see monthly.
What this coversHide
People Dashboard
What leadership should see monthly.
What this coversHide- Headcount by function and level
- Open positions and ageing
- Time to hire
- Offer-to-joining rate
- New joiners
- Attrition overall and regretted
- Attrition by manager
- Bench and utilisation
- Employee cost
- Salary cost as share of revenue
- Promotion counts
- Training completion
- Engagement signals
Questions on this, in information technology and software
A short list is usually enough: headcount and cost, hiring and ageing of vacancies, attrition including regretted exits and by manager, bench and utilisation for services businesses, and a few performance and learning indicators. We choose with you.
Usually because of different definitions and timing: contractors, interns, notice-period staff and joiners are counted differently. We write the definition once, name the source and reconcile the teams to it.
Percentages mislead with few people, so we show counts, set a minimum size for percentages and look at periods, not months. We note on the pack where numbers are too small to draw a conclusion.
We can configure reports and dashboards on the GullyHR platform or your own system, and design the pack so a leader can read it in a few minutes. We do not claim more than reports and views of your records.
We agree who may see salary and individual data, show group figures where individuals could be identified and limit access by role. Data protection obligations are for your legal adviser, since GullyHR does not give legal advice.
Monthly works for most companies, with a longer look at the end of each quarter. The review needs a fixed agenda, owners and a record of actions, or the pack becomes something people only glance at.
Headcount by function and level, open roles, offer-to-joining, attrition including regretted exits, bench and utilisation, employee cost and training. Keep the list short enough to read in minutes.
Because of different definitions and timing: contractors, notice periods, joiners and leavers near month end. Writing definitions removes most of the gap.
Yes, with care. A concentration under one manager is a diagnostic signal worth acting on, but it should be read alongside team type and size.
Build a People Report That Gets Read
If your headcount depends on who you ask, start with the definitions, then the short list, then the review.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
Book a Reporting Consultation
Tell us what leaders ask for and how the numbers are built today.
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 information technology and software.
To run this in a system rather than on paper, see reports, analytics and automation.
Other HR topics for information technology and software
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 information technology and software, or another industry.