18MBAHR302 - HR

ANALYTICS
Data Driven HR Analytics

Unit – 4 CHAPTER - 7
Delivered By,
Dr. S. Gokula Krishnan, PhD.,
Associate Professor –HR & Data Analytics,
Dept. of Management Studies,
Acharya Institute of Technology, Bengaluru.
E-mail : prof.gokulakrishnan@gmail.com
 Discussions on
 Typical data sources, Typical questions faced (survey)
 Typical data issues
 Connecting HR Analytics to business benefit (case studies)
 Techniques for establishing questions, Building support and
interest
 Obtaining data
 Cleaning data (exercise)
 Supplementing data.
References:
 Jac Fitz-enz & John R. Mattox (2019). Predictive Analytics for Human
Resources, Indian Edition Reprint, Wiley India Pvt. Ltd, New
Delhi.pp:55-69 ISBN: 978-81-265-5215-3
 Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz,
Wiley,2013.
Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
 Typical Data Sources
For a successful measurement initiative, you will want to draw data from two or
three, or perhaps more, major sources around the organization. The type of data you
need comes out of the alignment process. Your stakeholders and measurement plan
will help you identify the appropriate sources. Here are some common examples:
 Operations
 Compensation
 Customer service
 Human resources information systems (HRIS)
 Learning management systems (LMS)
 Social media and non traditional learning systems
 Engagement
 Surveys
 Performance management systems
 Interviews and estimation by experts
 Public data from outside the organization

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA

 Typical questions faced (Survey)
 Engagement surveys are effective instruments for gauging sentiment by
employees and are gaining popularity.
 The questions may be viewed individually (“I have a best friend at work”)
or aggregated into various subsets, gauging employees’ satisfaction with
their manager or their view of career prospects.
 Because of confidentiality concerns, engagement surveys are sometimes
difficult to map directly to particular employees or even to particular
managers or divisions.
 This is an area where a third-party service may prove useful. The idea is
that engagement surveys are best if they are confidential but not
completely anonymous.
 If the employees can write without being worried about who might read
their information, the goal is served. For more detailed information on
engagement and how it can be linked to business outcomes, see the
Lowe’s case study. Unit 4\3. PEOPLE INVESTMENTS AND BUSINESS
OUTCOMES .pdf
Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
 Typical Data Issues
 The most common data issues occurs in the following faces:
• During measurement and metric plans
• Data collection \observations
• During data entry
• Processing and data analysis phase and prediction
• Interpreting the data
Examples:
HR manager wants to know the reasons behind longer tenure of the
employees in his organisation.
• From whom data should be collected and what questions to be asked to
employee.
• Data collection from superiors and subordinates
• Entering the data
• Processing the data to find out reason
• Finally making prediction and interpretation for the longer tenure
Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
 EFFICIENCY MEASURES
 Number of open positions in the business unit
 Number of positions filled/month
 Average number of days to fill an open requisition
 Average salary of the open position
 Cost to hire
 EFFECTIVENESS MEASURES
These are the effectiveness measures you compiled:
 Performance ratings of new hires at 90 days; identification of high
potentials/low performers
 Competency assessment results—aggregated information about competency
strengths and gaps
 Speed to competency
 Opinions from learners about what is most effective about onboarding
 Engagement survey results
 Exit survey data and exit interview comments

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
Dr. S. GOKULA KRISHNAN, Associate Professor - MBA
Results and Interpretation
 Performance Ratings for New Hires at 90 Days
 Competency Assessment
 Speed to Competency
 Onboarding Feedback (Test and Evaluation)
 Engagement Survey
 Exit Survey

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA

BUSINESS OUTCOME MEASURES
 These are the business outcome measures you compiled:
 Engagement
 Productivity measures
 Retention
 Profitability

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA

Connecting HR Analytics to business
benefit (case studies)
 Instructions
1. Summary of the case study
2. Key findings
3. Business impact
4. Implications
5. Concepts and terminologies from the case with respective
definitions
6. Diagramatic representation of the case study
7. Questions and answers
8. Relevant examples from the industry
9. Process / stages of HR analytics with respect to the case.

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA

Case Studies
 Unit 4\1. U.S. BANK BRANCH MANAGER TRAINING -
CASE STUDY.pdf
 Unit 4\2. SUN MICROSYSTEMS.pdf

Dr. S. GOKULA KRISHNAN, Associate Professor - MBA

END OF THE CHAPTER