Part of the HR metrics hub — the analytics layer of the hiring funnel. It connects to employer operations for planning and to the staffing layer when you need to bridge a gap.
What it measures
These metrics compare plan to actual — roles filled against roles planned, timing against schedule, and coverage of critical roles. A common summary is plan attainment: the share of planned roles actually in place. They turn a static plan into something you can steer.
They are inherently relative: every figure is "against plan".
Why it matters
A plan that is never measured against reality drifts. Tracking plan-versus-actual shows where hiring is behind, where the plan was wrong, and where to re-forecast. It connects the planning layer to the metrics layer.
It also supports prioritisation — knowing which planned roles are unfilled focuses recruiting effort.
Formula
Plan attainment = (Planned roles filled ÷ Roles planned for the period) × 100
One representative component. Workforce planning is measured by several plan-versus-actual figures (timing, coverage, cost-to-plan), each defined consistently.
Worked example: If the plan called for 16 roles by a date and 12 are filled, plan attainment is (12 ÷ 16) × 100 = 75%.
Inputs you need
- The workforce plan (roles and timing)
- Actual roles filled and their dates
- Identification of critical roles for coverage
- A consistent comparison period
How to read it
Plan-versus-actual gaps are diagnostic, not just a grade: a low attainment figure can mean hiring is slow, or that the plan was unrealistic. Read it with time to fill and vacancy rate to see which.
Coverage of critical roles often matters more than overall attainment — being behind on a key role is not the same as being behind on several easily-filled ones.
Common mistakes
- Grading attainment without asking whether the plan was realistic.
- Treating all unfilled roles as equally important.
- Not updating the plan as the business changes.
- Reading attainment in isolation from time to fill and vacancy rate.
Operational considerations
- Review plan-versus-actual on a regular cadence and re-forecast.
- Weight coverage of critical roles, not just totals.
- Use gaps to diagnose process vs. plan problems.
- Keep the plan a living document, not a one-off spreadsheet.
Use this metric inside the operating cadence: plan with workforce planning and headcount planning, anticipate demand with hiring forecasting, and check it against workforce capacity planning.
Free, printable planning resources
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