Each employee therefore plays a role in revenue generation. Just as important is the fact that a key organizational objective is to be as efficient and productive as possible. Revenue per employee is a key productivity ratio, and the higher this figure the more productive the company. Many employees can directly see themselves in this ratio, which orients personal responsibility for its improvement, another value of having a metric like this to evaluate total rewards. The third metric for the total rewards program is turnover. The point of having a sophisticated total rewards program is to attract and retain the best people, in line with the People, Service, Profit mantra. While good people will help the company deliver higher net income and revenue per employee, turnover is a very good direct measure of the program's effectiveness. The others are merely proxies. Turnover is a key metric for a couple of reasons. The first, as noted, is that...

The second is that the training process can be extensive, so the company wants to ensure that money it spends bringing new recruits to a high degree of functionality is returned with employees staying for the long-run. FedEx has some short-term positions, but for the most part it seeks people looking for a career.
Overall, these different metrics all measure different aspects of the company's objectives. Human resources contributes to corporate effectiveness by designing a total rewards program that attracts the best people and encourages them to not only stay but to continually excel.

Works Cited:

Scott, D. & McMullen, T. (2010). The impact of rewards programs on employee engagement. World at Work. Retrieved March 7, 2012 from http://www.worldatwork.org/waw/adimLink?id=39032