HRMA post-midterm Assignment – Case 6

Presented to: Dr.Mousumi Sengupta

Date: 21-12-2020
Presented by Group 6
Shreyas C 19169
Sindhuja Sista 19171
Sanjana Srinath 19175
Umang Kumar 19176
Vaibhav Sreekumar 19177

Case 6: Sensing (and Monetizing) Happiness at Hitachi

Summary: Inspired by research linking happiness and productivity, Hitachi had invested in
developing new "people analytics" technologies to help companies increase employee
happiness. Hitachi had begun manufacturing high-tech badges that quantify a wearer's activity
patterns. Data from these devices revealed an unusually high correlation between certain
patterns of activity and a person's subjective sense of happiness at work. Unlike mood rings or
even facial expressions, both of which were highly unreliable, Dr. Kazuo Yano--the
mastermind responsible for bringing "happiness sensors" to market believed he now had the
ability to accurately sense happiness. When combined with other sources of data like Outlook
calendars or email, Dr. Yano's team could pinpoint with scientific precision which activities,
events, or even people generated the most happiness in employees at work. With a firm proof
of concept in hand, Dr. Yano was ready to push the business model further.
He was rolling out an app to provide personalized "happiness" recommendations to employees,
and he was considering other ways to automate the model to bring it to scale. He was confident
that the new technology had the power to transform employee happiness and the productivity
of workforces, in Japan and beyond, if he could only find the right business model to launch
such a happiness movement.
The Sensing and Monetizing Happiness at Hitachi consisted of a central issue to the
organization, which had to be identified, analysed and creative solutions had to be drawn to
tackle the issue. This study presents the solved Sensing and Monetizing Happiness at Hitachi.
This movement at Hitachi helped the organisation to understand the Happiness curve of their
employees for a very long time with 94% accuracy and predict the same. This experiment
helped in delivering better customer experience and the productivity was up by 27%.
Recommendations:
1. Use Multiple Metrics, Identify Key Metrics
In many organisations, HR metrics are frequently ignored or underestimated. This is a mistake,
since in measuring the success of HR strategies, initiatives and efforts, HR metrics are very
relevant. At the core of the HR metrics definition is that whatever is taken up for evaluation or
execution must be measurable.
The ability to be quantified or calculated is something that offers an indicator of how effective
HR metrics are, since there is no use for subjective or personal measurement or assessment.
There may be different viewpoints on an HR programme from various HR managers.
2. Increase Pay-outs at a Constant Rate, Adjusting for Risk
Smart employers recognise that retaining quality workers allows the right package of wages
and benefits to be offered. Wages, salaries, incentives, and commission arrangements provide
rewards. The benefits of employee compensation and benefits should not be overlooked by
employers, since the benefits sweeten employment contracts with the goals that most workers
need.
If staff are well paid and are satisfied, they are likely to stick with the organisation. One reason
why worker stick with employers is proper pay. Loyalty implies that there is no need for
company owners to continue investing time, resources, and energy on hiring new candidates.
For managers that cultivate a team that knows what to do, employee satisfaction and low-
turnover rates are fantastic. That team is inspired to be part of the team as well, and they do the
job well.
3. Reward Performance Relative to Competitors, Motivate Core Performers
Rewards for any participation, value, talents, experience, or abilities should be applied equally
and regularly across the organisation. The goal of a compensation strategy is not only to attract
and retain employees through remuneration, but also to reward employees in other ways for
those employees who want to support and absorb the organisation and culture of the business.
Implementing incentives can strengthen and add value to results, as it motivates workers and
makes them feel more valued.
4. Include Nonfinancial Targets, Multi-tier targets
Non-financial objectives, such as those revolving around customer loyalty, employee welfare,
labour productivity and production volume also matter. These factors have a direct impact on
your company's performance and revenue.

Based on the achievement of performance-based objectives (individual, team and/or company),

individuals are compensated. The goals ought to be practical and closely associated with the
organization and the people involved. The potential for payouts should be high enough to be
important to the person. Bonuses should be set up to specifically drive and promote the needs
of the organization (such as profitability, annual performance, good project execution and/or
essential project milestones).
5. A Performance Curve for the Sales Force, Locate the problem
Use Smart goals, Unique ones. Measurable, Relevant, Achievable. Pertinent. Constrained
Time. In the top 20 percent of performers, Isolate Recurrent KPIs. Confirming that these KPIs
are the secret to their success with top performers. Repeating on the sales team for every
position
6. Shift Your Performance Curve Upward: The aim of performance management is to
manage the expectations of the organisation along with managing the performance of the
employee to encourage individual growth. Both the employee and the employer should be clear
about what should be achieved to reach the ultimate objective of the business. A holistic
approach will preferably be used, since it is best practise. It is not a single occurrence that takes
place once a year (appraisal), but it should be an ongoing period embedded within the
organisation. It concerns the alignment of all members.
Experiment, Measure Success—and Keep Trying