Subject- Human Resource Analytics (20328)

Name- Dipannita Sadhukhan

Roll No.- PGFB2121

Question 1-
HR decision-making may benefit from descriptive, predictive, and prescriptive analytics.
Descriptive analytics: It summarizes and describes HR data, including employee demographics,
attrition rates, and attendance trends. In order to identify areas for improvement, this gives a
baseline knowledge of the HR data.
Predictive analytics: This category of analytics employs statistical models to forecast future
employee turnover and engagement rates as well as other HR trends and consequences.
Organizations may use this information to guide proactive choices about future problems and
enhance HR procedures.
Prescriptive analytics: This category of analytics offers detailed suggestions on how to enhance
HR procedures and provide better results. To fill skill shortages in their workforce, for instance,
firms may identify the most effective recruiting and training programs using prescriptive
analytics.
Making use of descriptive, predictive, and prescriptive HR analytics, organizations are placing
more and more emphasis on HR analytics as they try to make data-driven choices to utilize their
HR procedures and strengthen their workforce strategy. The following HR functions and
processes describes the evolving requirements for HR Analytics:

Talent Acquisition- In order to successfully plan their workforce and talent acquisition strategies,
organizations need to be aware of the employees they now have, pinpoint skill gaps, and predict
future talent requirements. Organizations will be able to predict future workforce trends, forecast
demand, and prepare for changes in the workforce as a result.
Learning & Development- Organizations can use data to see where they lack and where
development programs can be adopted to make the employees more efficient.
Performance management system- Organizations may identify areas for development and put
measures into place to increase employee satisfaction and lower turnover by evaluating
employee engagement and turnover statistics. They can adopt different measures to improve
the performance of its employees but using data.
Employee Engagement- Organizations can also use data to engage its employees by analyzing
what keeps them motivated and engaged towards their work. They can use data to analyze
what are the factors that keep employees happy and motivate them to do better.
Employee Retention- Organizations can also use previous data to analyze the reason why
employees leave the organization and work towards the factors that causes it and retain them
which saves them cost too.
Question 2-
Absence Rate-
=No. of days absent in a month / Average employee in a month * 26 * 100
=550 / (1003+453)/2 * 26 * 100
=2.9%
Hence, the absence rate crosses the benchmark of 2% that is set by Megamart.

Training Investment-
=Training Program cost – (Average no. of parts produced * Profit of each part)
=20,25,000 - (3000*730)
=20,25,000 – 22,50,000
=2,25,000
Hence, with the training provided, there will be a profit of 2,25,000 by Megamart.

Yield Ratio-
Maximum Conversion rate= 410/5 = 82%
Minimum Conversion Rate= 240/5 = 48%
The total number of candidates were 240, where only 5 went into the final round and only 1 was
selected.

Replacement Cost-
=Separation Cost + Replacement Cost + Training + Loss of Sales / No. of Employees
=1,50,000 + 1,20,000 + 25,000 + 1,00,000 / 5
=79,000
The company’s benchmark was set from Rs. 65000 – Rs. 75000, so The replacement cost
exceeded the threshold.