HR ANALYTICS AND OPERATIONS

Course Code: 21SMA607

Course Credit: 3 Number of hours: 30

Course Overview

World in general and business world in particular are undergoing rapid changes. In order to
survive in these changing times, organizations need to sense and quantify the changing patterns
and trends so that they can respond and adopt. In addition, these changes result in altering the
goals set by an organization for itself, both in the short-term and in the long-term. Thus, survival of
an organization very much depends on the rapidity and accuracy of translating the changes
happening all around into measurable and actionable terms. The actions thus identified and
quantified would define the term “resource” in Human Resource by facilitating the alteration of
performance levels.

“Analytics” broadly means analysis plus purpose. In other words, analysis carried-out with a
purpose is analytics. Since, analysis helps an organization to move from general to specific, it
facilitates in identifying different types of actions which are very much a part of HR function. The
present course is designed to understand and appreciate how HR function can add value to the
business results through productivity, quality and sustainability.

Learning Objectives and Course Outcomes

Learning Objectives Course Outcome

1. To logically identify the areas in which CO1:Able to understand as to how HR function
HR function can add value to a business. can add value in business terms
CO2: Able to facilitate decision-making in a
2. To study the role played by intangibles
particular context by measuring the value of
in an organization.
HR related Intangibles in an organization.
3. To study the HR function and the role CO3: Able to translate soft factors related to
played by intangibles in the changing people management into measurable variables
expectations from the function. across various domains of business.
4. To study the salient aspects to be kept
CO4: Able to design, conduct and analyze a
in mind while utilizing analytics for decision-
study on HR related aspects in an organization.
making.

List of Topics/ Modules

No. of
Topic/ Module Contents / Concepts CO BT Level
Sessions
Module 1: Introduction to HR Analytics
 Definition of “Analytics” and “HR
Analytics”.
Basic
 Concept of “Value Creation” and CO1 and
Concepts L2 and L5 2
“HR Value Creation”. CO2
 “Analytic Value Chain”
 Evolution of HR Analytics
  Interdependencies with other sub-
functions
 Waves of HR Value Creation. Role
Role of HR of HR Analytics in Third and Fourth
Analytics Wave of HR Value Creation.
 Role of Organizational Systems in
“Human Resource to Human
Capital Analytics Continuum”.
Module 2: HR Analytics Frameworks
 Concepts of Ratios, Metrics,
Benchmarking and Scorecards.
 Strategic HR Metrics Vs
Concepts of
Benchmarking. HR Scorecard Vs
Analytics
HR Analytics, Models Vs
Framework
Framework.
 Current approaches and Reporting.
CO1 and L2 andk
 Five Levels of HR Maturity 2
CO2 L5
 Five Vital Components of an
Analytics Framework
 Analytical Model and
Frameworks in
HR Analytics Frameworks of HR Analytics: (a)
LAMP framework; (b) HCM:21(r)
Framework and (c) Talentship
Framework
Module 3: Role of Data, Information and Feedback
 Data – Definition, Sources, Issues,
Data,
 Collection and Validation.
Information
Supplementary Data.
and Feedback
 HR Metric and HR Analytics,
 Influence of Big Data on HR
Analytics.
Role of Data, CO1 and
 Increasing Role of Data in HR L2 and L5 2
Information CO2
function – HRIS, HRMS, HR
and Feedback
Scorecard, HR Dashboards and HR
Analytics.
 Utilization of existing data
Data Collection  Collection of new data
 Anticipating the data
Module 4: HR Metrics and Analysis of HR Functions
 Return on Investment
 Total Cost, Average Cost,
Common Opportunity Cost
Considerations CO3 and
 Time Component L3 and L6 1
Involved in CO4
 Contribution to Productivity
Metrics
Formulation  Utilization of Function Specific
Productivity Indicators
HR Metrics in  Headcount CO3 and L3 and L6 2
Recruitment   Demographics CO4
 Time to Hire
  Acceptance Rate
 Cost per Hire
 Time to Productivity
 New-Hire Turnover
 Employee Satisfaction
HR Metrics in  Total Turnover Rate
Engagement  Voluntary Turnover Rate
and Retention   Talent Turnover Rate
 Retention Rate CO3 and
L3 and L6 2
 Retention Rate per Manager CO4
 Absence Rate
HR Metrics in
 Absence Rate per Manager
Time Tracking 
 Overtime Hours
 Average Delays
HR Metrics in  Performance & Potential
Employee  Employee Performance
Value and  Goal Tracking
Performance,  Company Performance
Compensation  Revenue per Employee
CO3 and
 Cost per hour, L3 and L6 2
CO4
 Cost per operation,
Labour Cost  Effective Man days
Related HR  Total Man hours
Metrics  Hourly Rate
 Salary Range
 Training Expenses per Employee
HR Metrics in
 Training Completion Rate
Training and
 Time to Completion
Development 
 Training Effectiveness
CO3 and
 Ratio of HR Professionals to L3 and L6 2
CO4
HR Metrics in Employees
HR Service &  Cost of HR per Employee
Software   Employee Participation Rate – In
HR Software
 Application of Analytics to
Engagement and Retention
Initiatives. Consolidation of
Training Needs/Requirements.
 Application of Metrics for
Evaluation of Training and CO3 and
Quality Related L3 and L6 2
Development Initiatives CO4
Aspects
 Transformation Metrics - Making
transformation possible through
incremental actions
 Measuring and and Managing
Competencies through metrics.
Interface  Metrics for Optimizing CO3 and L3 and L6 2
 Compensation and Benefits for
High Performance
 Evaluating Employee Stress Levels
and Value of Change Management
initiatives through metrics
 Formulating Evidence Based
Practices and responsible
investment.
Related  Evaluation of Mediation Process,
CO4
Aspects Actions through Moderation and
Interaction
 Interpretation of Performance
Appraisals through Performance
Metrics
 Predicting Employee Performance.

 Optimizing Selection and Promotion

Decisions by Metrics guided actions
Module 5: Analysis and Interpretation Analytical Tools of HR Functions
 Usage of Computer Packages in
Analysis - MS-Excel, IBM- SPSS,
IBMAMOS, SAS, and R
programming Metrics and
Analysis and Regression Analysis and CO1 and
L2 and L5 1
Interpretation Causation. CO2

 Practical methods of interpretation –

benchmarking and comparison with
norms
HR Creation of and Interpretation of HR
Dashboards DASHBOARDs using Excel – Learning CO3 and
L3 and L6 2
and Through Group Based Assignments CO4
Interpretation and Presentations
Module 6: Trends in HR Analytics
 Application of Cognitive
Macro- Analytics,
Trends  Application of Artificial
Intelligence in HR Analytics
CO3 and
 Predictive and Prescriptive L2 and L6 2
CO4
Analytics – Role of Key
Micro-
Performance Indicators, interpreting
Trends
the Results and Predicting the
Future
 
Reference Books
 Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using
Data for Decisions, Second Edition, New York: W.H.Freeman, 2008.
 Predictive analytics for Human Resources, Jac Fitz- enz, John R. Mattox, II, Wiley,
2014.
 Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz, Wiley,2013. 
 The HR Scorecard: Linking People, Strategy, and Performance, by Brian E. Becker,
Mark A. Huselid, Mark A Huselid, David Ulrich, 2001.
 HR Analytics: The What, Why and How, by Tracey Smith
 The New HR Analytics: Predicting the Economic Value of Your Company's Human
By Jac FITZ-ENZ, 2010.
 Ramesh Soundararajan and Kuldeep Singh (2018), Winning on HR Analytics, Sage
Publications, New Delhi, India.