Hibob

Hibob exposes a broad set of objects: employees, goals and key results, time off requests, attendance records, tasks, and workforce planning data. This integration focuses on two of these domains — goals and attendance — as the only ones that combine reliable per-employee attribution with indicators actionable at the individual level. Company-level metrics such as headcount growth or voluntary turnover, while available in the API, cannot be attributed to a specific HR actor and were excluded by design. Five KPIs were retained, selected against three criteria: ability to attribute to an owner, resistance to gaming, and balance between leading and lagging indicators.

Goal execution: reading self-assessed status against objective progress

Three KPIs cover the goals domain. Goal Completion Rate measures the proportion of goals formally marked as completed by an employee at end of cycle. Goals On-Track Rate measures the share of active goals currently assessed as on track during the cycle. Key Result Progress measures the average ratio of current value to target value across all key results owned by an employee.

The three indicators are designed to be read in sequence, from the most objective to the most declarative. Key Result Progress is the most grounded: it operates on numeric values, and its reliability depends on whether targets were set externally or by the employee themselves. Goals On-Track Rate is self-assessed, which introduces a well-documented interpretation risk: an employee can mark a goal as on track without genuine progress, particularly when reporting pressure exists. Goal Completion Rate closes the cycle with a lagging outcome — it confirms or contradicts what the on-track status suggested midway through the period.

The combination of the three indicators is specifically designed to neutralize the gaming risk inherent in self-assessed status fields. An employee who consistently reports high Goals On-Track Rate but shows stagnant Key Result Progress, and ultimately produces a low Goal Completion Rate, exhibits a systematic pattern that neither indicator alone would identify. Conversely, an employee with a modest on-track rate but steady key result advancement is likely managing execution responsibly under ambitious targets. Neither profile is visible from a single indicator.

Workload: attendance as an equity and risk signal

Worked Hours measures the total hours logged per employee in the period. Overtime Hours measures the portion of those hours that exceeded the standard schedule. These two indicators operate in tension: Worked Hours quantifies activity volume, while Overtime Hours signals the conditions under which that volume was produced.

A high Worked Hours figure is neutral in isolation. Its meaning shifts depending on whether those hours are aligned with the expected schedule or systematically exceed it. Overtime Hours serves as a leading indicator in this pairing: a sustained increase in overtime generally precedes observable productivity decline, higher error rates, or eventually disengagement and attrition. When tracked alongside goal metrics, persistent overtime combined with declining Key Result Progress suggests a workload imbalance, not an execution deficit — a diagnostic distinction with direct implications for management action.

The attendance indicators also serve a workload equity function across teams. Structural overtime concentrated among a subset of employees reveals a distribution imbalance that aggregate headcount or goal metrics do not surface. This equity dimension is relevant to HR Business Partners managing cross-functional populations.

Scope and limits of the integration

Goal Completion Rate and Goals On-Track Rate depend entirely on how the Goals module is used within the customer's Hibob instance. If goals are not actively managed in Bob — targets not set, statuses not updated — these KPIs measure administrative behavior rather than genuine goal execution. The same dependency applies to key result values: a numeric key result whose current value is never updated produces a static progress ratio that carries no information.

The attendance KPIs carry a different constraint: the Attendance module is not included in all Hibob subscription plans. Where it is available, automated clock-in systems produce reliable data; manual attendance entry introduces the same usage discipline dependency as goal status updates. Neither domain captures qualitative dimensions of work — the content of a goal, the complexity of the work behind the hours, or the reasons for overtime. The diagnostic power of these indicators depends directly on the regularity and accuracy with which employees and managers maintain their data in the platform.