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Table of Contents

S. No. Title of Content Page No.

01 Summary 03
02 Visiting Cards 03
03 Introduction 04
04 Major Customers 05
05 Current Hierarchy of Owners of Company 06
06 Associated Companies 06
07 Names of The Competitors 06
08 Organizational Dynamics 06
09 Data Analytics of ASIL HR 07
Types of Analytics
 Descriptive Analytics 07
10
 Predictive Analytics 07
 Prescriptive Analytics 07
Metrics Studies
 Voluntary or Involuntary Turnover Rate 08
 Recruitment 10
 Revenue per employee 10
11  Offer Acceptance rate 11
 Training expenses per employees 12
 Training Efficiency 13
 Absenteeism 14
 Human Capital Risk 15
12 Conclusion 17
13 Appendix I 18
14 Appendix II 21

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 Summary
Group Members:
 Rumaisa Fatima (20222-31035)
 Ramsha Hanif (20222-31583)
Course:
Management and Organizational Dynamics
Course Instructor:
Asad Hasan
Topic:
Data analytics on HR

Today the topic of our research is Studying Organizational Dynamics on Data analytics of HR. In this
research we firstly choose the company which is Agha Steel Industries Limited as we have a few
references in this company which will help us to analyze their performance by easily brainstorming
them. Rumaisa Fatima prepared a Questionnaire by searching about the topic which will help us in
analyzing further. Then, Ramsha Hanif google some relevant facts about the company which will give
some value to our research paper that info is mentioned in Introduction. Then on 28 th of March 2022
we got scheduled appointment from the company, to discuss our questionnaire and take interview
from their representative. We both went to their Head Office which is in Emerald Mall Clifton. There
Rumaisa Fatima took Interview and questionnaire filled by their Assistant Manager HR where as
Ramsha Hanif took interview of Accounts Manager Mr. Imran Ahmed Khan. Some of the
Confidential Info. About the company which we didn’t got from google (Like, Rival companies etc.)
we received it by interviewing them which is also mentioned in Introduction. Then by getting
complete information about the respective topic we ended our meeting. Then we both divided the
metrics of our analysis equally into two parts and then evaluated their performance on those metrics
and suggested some strategies to improve or enhance it more. Then lastly concluded the topic after
analyzing the metrics and compiled the research with references and appendices.

Mr. Imran Ahmed Khan Accounts Manager ASIL

Mr. Ahmer Ali Khan Assistant Manager HR ASIL

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Introduction:

Agha Steel Industries Limited (ASIL) is the fully automatic leading Steel Re-Rolling Manufacturing
Company in Pakistan with an annual capacity of 240,000 Metric Ton per annum. ASIL represents
one of the largest private sector investments in the steel industry of Pakistan. ASIL is the fastest
growing steel manufacturers of Pakistan, which prides in its focus on continuously improving the
quality of its products. The Company is pioneer in introducing the TMT technology in the country, in
conjunction with fully automated rolling mill. This has enabled the Company to produce high quality
rebar’s having accuracy in terms of length and grade for meeting the customer’s needs.

ASIL was formed in 2010 as a AOP (Association of Persons). During November 2013, private limited
company was incorporated and was converted into a public limited company during April 2015.
During November 2020, the Company was listed on Pakistan Stock Exchange.

The ground breaking of the manufacturing plant site was started in 2010, while the plant started its
commercial operations during 2012. The manufacturing plant is spread over an area of about 10
acres, with a total occupied area of 48,400 square yards. In June 2017, Company acquired a further
17 Acres of land, adjacent to its existing facility. The combined area for this futuristic manufacturing
facility no stands at 130,680 square yards.

Since the start of the commercial operations, the Company has been continuously witnessing a steady
growth in all major areas such as, the production capacity, the customer-base and the revenue stream.
This healthy growth trend has been the result of the Company’s continuous product and market
development efforts, which has enabled the Company to attain a diversified clientele-both from the
Public and the Private sectors. It is because of this reason, that today, Agha Steel has become a well-

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known steel manufacturer of Pakistan. Head office ASIL is in Clifton Emerald Tower and Production
house is in Qasim Port Rd, North Western Industrial Zone Port Qasim North Western Industrial Zone،
Karachi, Karachi City, Sindh.

ASIL is located in Karachi, Sindh, Pakistan and is part of the Metal and Mineral (except Petroleum)
Merchant Wholesalers Industry. It has 310 total employees across all of its locations and generates
$7.54 million in sales (USD). The quality of ASIL products has been certified by international and
local accreditations including the following:

 Pakistan Standards and Quality Control Authority1 (“PSQCA”)

 ISO 9001:2015 certification

Their Vision is “To revolutionize the Steel Industry of Pakistan”. ASIL key principle is Hussain
Iqbal Agha. After the death of his father Iqbal Hussain Agha. ASIL is a family-owned business.
Sponsors of the Company are:

1. Mr. Iqbal Hussain Agha

2. Mr. Hussain Iqbal Agha
3. Mr. Raza Iqbal Agha

Mr. Iqbal Hussain Agha is the father of Mr. Hussain Iqbal Agha and Mr. Raza Iqbal Agha.

MAJOR CUSTOMERS:

The Company has a blue-chip clientele comprising of large government and private sector enterprises.
The Company has been successful in becoming a major player in the Pakistan steel industry in a short
period of time and has supplied its products for some of the major landmark projects being carried out
in Pakistan. Customer base comprises 75% institutions and 25% retail network. Due to its
geographical presence, the Company’s market position is stronger in the Southern regions, whereas in
the North, the Company has increased its presence through various distribution channels. The
Company has quantity-based contracts with its customers of short term to medium term.
Some of the key customers which the Company has served in recent years include the following:

CURRENT HIERARACHY OF OWNERS OF COMPANY:

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ASSOCIATED COMPANIES:

NAMES OF THE COMPETITORS:

1. Mughal Iron & Steel Industries Limited (“Mughal”)

2. Amreli Steels Limited (“Amreli”)

3. Ittefaq Iron Industries Limited (“Ittefaq”)

Organizational dynamics is defined as the process of continuously strengthening resources and

enhancing employee performances. It can also be described as how an organization manages and
promotes organizational learning, better business practices and strategic management. The importance
of human relationships within an organization. If employees are dissatisfied with company culture or
are not getting along with each other, various aspects of the day-to-day function and overall results
could suffer. That’s where organizational dynamics comes into play. This concept involves the ways
in which human behavior and systems influence each other. It informs practical approaches to
strengthening employee performance and satisfaction, while simultaneously improving organizational
gains.

The Essential Elements

There are four fundamental business activities that contribute to an organization’s dynamics.

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  First, planning requires management to structurally define departments and divisions.
Managers set measurable goals that will define future actions and decisions. Organizational
planning may involve inventory control, production scheduling, revenue forecasts and
expense management. Managers use these plans as the actionable foundation for all their
regular duties.
 Second, goal execution involves implementing, evaluating and following up with expected
deliverables. In order to accomplish this, managers must allocate resources and
responsibilities to employees based on skills and schedules.
 Third, leadership involves hands-on, exemplary oversight that drives innovation, knowledge
and performance.
 Fourth, resource control refers to how executives and management establish systems that
gather data which is used to determine if goals are met.
DATA ANALYTICS OF ASIL HR:
During our research our focus was on Human resources department. They firstly gave a brief info of
their company which is explained in introduction even about their competitors and much more. Then
we asked questions from their Assistant Manager HR department and as also from Their accounts
manager Mr. Imran Ahmed Khan to get a best possible result of our small research, as sometimes
HR department hides some of its flaws (Filled Questionnaire of both managers is also attached). So
the data of two people will help us to evaluate their performance and perform nest data analytics on
their working and can suggest any improvement if required in any field. Our Questionnaire consist of
30 questions which hold different type of data about their company ad their performances which
helped us to give suggestions for improvement and even learned from their strategies as well which
they implement for their employee benefits and positive company output. This stage focuses on
identifying critical patterns and trends that can impact the organization in the long run. The analytical
stage uses the information from the HR metric stage to see how the data can help in giving the HR
insight into the company’s current operations and determine areas of improvement. There are three
defined methods of analysis –
1. Descriptive analytics
The type of analysis wherein historical data is used to understand ways in which operations can
be advanced.
2. Predictive analytics
This type of analysis uses statistical models to predict future risks and opportunities for the
organization.
3. Prescriptive analytics
This type of analysis uses the forecasts gathered by predictive analysis and uses it to identify the
consequences of these predicted outcomes

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We have divided some metrics which are important in data analytics of HR and have explained the
performance of Agha Steel Industries Limited (ASIL) in it with some suggestions of improvements:

1. Voluntary and Involuntary Turnover :

When employees quit, there is often no real understanding of why. There may be collected
reports or data on individual situations, but no way of knowing whether there is an
overarching reason or trend for the turnover. With turnover being costly in terms of lost time
and profit, organizations need this insight to prevent turnover from becoming an on-going

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 problem. Voluntary turnover occurs when employees voluntarily choose to leave their jobs.
It is calculated by dividing the number of employees who left voluntarily by the total number
of employees in the organization. This metric can lead to the identification of gaps in the
employee experience that are leading to voluntary attrition. When an employee is terminated
from their position, it is termed “Involuntary.” The rate is calculated by dividing the number
of employees who left involuntarily by the total number of employees in the organization.
This metric can be tied back to the recruitment strategy and used to develop a plan to improve
the quality of hires to avoid involuntary turnover.

Observation during Analysis in ASIL:

In ASIL involuntary turnover rate is 0% and Voluntary turnover rate is 99%, which shows
that layoffs or reductions in force and terminating poorly performing employees is not the
culture of this organization but voluntary Turnover rate is so high which can be due to many
reasons which should be minimize to improve the reputation of company which will
automatically enhance the company progress. Voluntary turnover rate is higher which can be
due to:

Strategy for HR Department:

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  Collect and analyze past data on turnover to identify trends and patterns indicating why
employees quit.
 Collect data on employee behavior, such as productivity and engagement, to better
understand the status of current employees.
 Correlate both types of data to understand the factors that lead to turnover.
 Help create a predictive model to better track and flag employees who may fall into the
identified pattern associated with employees that have quit.
 Develop strategies and make decisions that will improve the work environment and
engagement levels.
 Identify patterns of employee engagement, employee satisfaction and performance.
2. Recruitment:
Organizations are seeking candidates that not only have the right skills, but also the right
attributes that match with the organization’s work culture and performance needs.
Sifting through hundreds or thousands of resumes and basing a recruitment decision on basic
information is limiting, more so when potential candidates can be overlooked. For example,
one company may discover that creativity is a better indicator of success than related work
experience.
Observation during Analysis in ASIL:
They hire the employees within 15 days after the position got vacant which is the good
approach but at the same time they should evaluate the candidate properly before hiring.
Strategy for HR Department:
o Enable fast, automated collection of candidate data from multiple sources.
o Gain deep insight into candidates by considering extensive variables, like
developmental opportunities and cultural fit.
o Identify candidates with attributes that are comparable to the top-performing
employees in the organization.
o Avoid habitual bias and ensure equal opportunity for all candidates; with a data-
driven approach to recruiting, the viewpoint and opinion of one person can no longer
impact the consideration of applicants.
o Provide metrics on how long it takes to hire for specific roles within the organization,
enabling departments to be more prepared and informed when the need to hire arises.]
o Provide historical data pertaining to periods of over-hiring and under-hiring, enabling
organizations to develop better long-term hiring plans.
3. Revenue per employee: 
Obtained by dividing a company’s revenue by the total number of employees in the company.
This indicates the average revenue each employee generates. It is a measure of how efficient
an organization is at enabling revenue generation through employees.
Observation during Analysis in ASIL:

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 Revenue generated by the company is the confidential part which they didn’t disclosed, they
didn’t even share salary per employee as they say that it varies with designation and number
of experience of the person.
Strategy for HR Department:
Human Resources professionals can glean valuable information by tracking revenue per
employee metric.
Getting a broad picture of how well your team is operating: You don’t learn about how
your individual employees are performing, but you gain insight into how your team is doing
overall and how productively you’re utilizing your employees. As a result, you can implement
various HR initiatives to optimize employee productivity, such as managing burnout and
monitoring stress levels and workloads.
Identifying opportunities for improvement: Especially when you make comparisons with
the industry data, you can identify where you’re lacking. You can also peek over at your
competitors to see what HR practices they are implementing to motivate their employees. As
a simple example, some sales teams have an incentive-based structure for every X amount of
sales, whereas other teams have fixed pay. You can see which is the best remuneration
structure to motivate employees, and thus result in a greater revenue per employee.
Knowing how many employees you need: This also gives HR a seat at the decision-making
table, as financial targets are directly tied to HR initiatives at the start of the year.
Beyond seeing employees as an expense: Most annual reports list employees as an expense
on their financial statements. However, revenue per employee provides a different story of
how to view human capital, the investments made in employees, and the returns. Indeed, the
mix of different types of employees at various levels and skill sets is what results in the output
of revenue and thus deserves to be measured more precisely.
While revenue per employee is an important metric, make sure to use it together with other
metrics and make comparisons to get a more accurate understanding of your organization’s
efficiency and performance.

4. Offer acceptance rate: The number of accepted formal job offers (not verbal) divided by the
total number of job offers given in a certain period. A higher rate (above 85%) shows a good
ratio. If it is lower, this data can be used to redefine the company’s talent acquisition strategy.
Observation during Analysis in ASIL:
The offer acceptance rate of ASIL is higher in ratio which shows good company progress.
Strategy for HR Department:
To improve your offer acceptance rate more, ask candidates why they rejected your job offers
through a candidate experience survey. Their feedback will help you reshape your job offers
and improve your OAR. Here are a few ways to address common issues:

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  Ensure your job offers are competitive. Research benefits and salaries through sites
like Glass door and PayScale.com to ensure your offers are on par with industry
standards.
 Communicate with candidates effectively. Your OAR could be low because you
aren’t attracting the most relevant candidates. Ask candidates about their salary
expectations and motivation in applying for the job early on over a screening call.
 Discuss any issues during the interview. Candidates may face various issues that
prevent them from accepting a job (e.g. long commute, inflexible hours.) Address
those issues during the interview, by communicating any policies on flexible hours,
remote work or relocation opportunities.
 Be clear and consistent about the job. For example, if you mention the job is at the
company’s headquarters in the job ad, the final offer shouldn’t be for a position at a
company branch.
 Mind your candidate experience. Positive candidate experience is the first step
towards persuading the best candidates to accept your job offer. It shows you are a
respectful employer that values employees.
 Introduce your team to candidates. Potential coworkers matter when considering a job
offer, as everyone wants to work with people who will make them feel challenged
and comfortable. Talk about your team or take your finalist to meet your team
members in person.

5. Training expenses per employee: Obtained by dividing the total training expense by

the total number of employees who received training. The value of this expense can
be determined from measuring the training efficiency. Poor efficiency may lead you
to re-evaluate the training expense per employee.
Observation during Analysis in ASIL:
Training program conducted for employees is yearly and average percentage of expenses are
done per employees regarding training.
Strategy for HR Department:
Following are few considerations during strategy for training costing per employee:

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 6. Training efficiency: Obtained from the analysis of multiple data points, such as performance
improvement, test scores, and upward transition in employees’ roles in the organization after
training. Measuring training efficiency can be crucial to evaluate the usefulness of a training
program.
Observation during Analysis in ASIL:
Training conducted in organization based on requirement of training topic and rest trainings
are conducted yearly. This shows that there is so lack of training programs here which will be
not beneficial for employee growth and their understandings.
Strategy for HR Department:
1. Define and Communicate Company Goals and Performance Objectives: Your
employees cannot meet your performance expectations or company goals if they are not
clearly outlined, making this our first step toward effective performance management.
Sometimes employers are not as clear as they could be when outlining their goals or company
objectives, and often, employees do not come forward to ask follow-up questions when they
are confused or unclear about something. Preempt this pitfall by being as clear and
communicative as you can possibly be.
2. Utilize Performance Management Software: If you are not already using a performance
management software, it may be time to consider trying it out. If you do already use one and
it’s not saving you any time, your team complains about it, or it has low employee
engagement, it may be obsolete and in need of an upgrade. Performance management
software can really streamline your performance management strategies, making it imperative
that you either begin using one or at least begin looking to upgrade.
3. Offer Frequent Performance Feedback: While clearly communicating company and
individual goals is an essential step for any business, communication alone is not going to get
you all that far. Your managers will also need to check in with teams and employees
periodically not only to gauge progress but also to provide feedback.
Timely performance feedback is the best way to affirm your employees and their work while
also shaping their work effectively. If you have a performance software now, it should be able
to help you collect frequent feedback. If not, free tools like Google forms, survey monkey, or
even just a basic e-mail request will get you pretty far.
4. Use Peer Reviews: Another great way to foster effective performance management is to
utilize peer reviews, also known as 360-degree reviews. Again, this is a feature that can be
found on most performance management software programs. Peer reviews are useful because
they allow coworkers to praise other coworkers and highlight positive aspects of their
performance, as well as point out where improvements can be made.
This exercise helps employees to work together, build better communication, and assess
where they can improve themselves while watching their colleagues. There does need to be
some manager or HR oversight into this process, and all peer reviews should be read to ensure
that no claims, concerns, praises, or other comments go unnoticed or unaddressed.

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 5. Preemptive Management and Recognition: One way to guarantee results in the
workplace is to implement rewards and practice preemptive management. This simply means
that your employees always know what is expected of them so there is never any guesswork
or need for consequences in the workplace.
This starts everyone on the same footing, making a fair playing field where expectations are
set and goals are known. Rewards, or incentives, are also an effective way to show employees
that you care, that you see their efforts and are pleased with their performance, and that you
want them to keep up the good work.
6. Set Regular Meetings to Discuss Outcomes and Results: Also known as progress reports
or progress meetings, setting aside time to meet with your team and seeing how things are
going with your set goals and objectives are important for meeting those goals and objectives.
These meetings can be held weekly, monthly, or as often as you see fit. Ensure that your team
knows that attendance is mandatory. This makes the progress feedback more accurate and
allows you to make plans for moving forward.
When holding these meetings, be sure to have a clear idea of what you want to cover. Some
objectives should include:
 Following Up on Peer Reviews
 Discussing Praises and Areas that Need Work with the Team
 Recognizing Those Team Members Actively Meeting their Goals and Objectives
with Rewards or Incentives
 Discussing Plans for The Next Phase of Projects
 Discussing Company Data: Revenue, Customer Involvement, Marketing and
Campaign Success, Etc.

7. Absenteeism: Absenteeism is a productivity metric, which is measured by dividing the

number of days missed by the total number of scheduled workdays. Absenteeism can offer
insights into overall employee health and can also serve as an indicator of employee
happiness.
Observation during Analysis in ASIL:
In ASIL the average rate of Absenteeism is 23% which is somehow not on higher side which
shows that the organization has a strong power to engage the employees that their rate of
getting absent is very low but this rate can also be more less by improving the efforts of HR.
Some consequences of absenteeism of employers include:
 Reduced productivity levels.
 High administration costs.
 Increased labor costs if you hire replacement temporary workers.
 Under-staffing which could lead to poor customer service.

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  Poor morale among colleagues. This will be particularly prevalent if employees
constantly have to fill in for absent staff and if they don’t see any retributions for
absence.
Strategy for HR Department:
One of the strategies to reduce absenteeism is absence management, which provides two
immediate and clear benefits:
 Reduce operational costs
 Improve employee welfare
Human resources can improve policies and programs with absence of data collected in the HR
software. The absence data forms a baseline and lets the organization find ways to reduce
costs. HR may also discover absenteeism trends by tracking absences to further improve
absence management programs and policies.
Absence management introduces many solutions such as:
 Return-to-work support
 Assessment services
 Coordination and management
8. Human capital risk: This may include employee-related risks, such as the absence of a
specific skill to fill a new type of job, the lack of qualified employees to fill leadership
positions, the potential of an employee to leave the job based on several factors, such as
relationship with managers, compensation, and absence of a clear succession plan. HR
analytics can be used to measure all these metrics.
Observation during Analysis in ASIL:
During our research, we asked few questions from the organization representative and
concluded that there is some what lack of qualified people in their organization and some how
biasness is also observed towards less skilled person which is not a good point for the
company, it can make company to suffer due to lack of skilled and qualified persons as they
only focus on their employees having great number of experience. So they should focus on
hiring skilled persons for betterment. There Human Capital Risk status is Average,
Strategy for HR Department:
These five methods can help you manage and mitigate some of the risks associated with
human capital:
1. Plan Ahead for Risks: The first thing you should do is identify the risks associated with
your human capital on both sides of the border. Keep in mind that risks extend beyond hiring
and dismissing employees. Many accidents and injuries take place in the workplace, which
pose risks to you in terms of talent loss and legal costs.
2. Foster a Positive Workplace Culture: Many of the human capital risks for North
American businesses involve employee behavior. A disengaged employee is a flight risk, but
they might also engage in unethical behavior. Employees who are under pressure to perform

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 may not act ethically either. Still other employees may abuse positions of power. You can
avoid many of these problems by building a positive work culture in your organization.
Determine your values and communicate them to employees. Then walk the walk. If you say
you value employee feedback, be sure to collect it and act on it.
3. Change How You Conceptualize Risk: While the traditional HR approach to managing
human capital risk is solid, you might want to take cues from some of the other divisions in
your organization. One way to see risk is not as a risk, but as an opportunity to optimize
uncertainty. You don’t know which employees will be star performers and which ones won’t
quite fit the bill when they start. Take steps to manage this uncertainty. In doing so, you’ll
increase the chances you’ll find more star performers.
4. Use Data to Inform Strategies: You collect workforce data; put it to good use. Don’t just
collect it. Instead, organize and analyze it. By doing so, you can discover the insight you need
to make better decisions. Determining where your risks are can provide you with the
knowledge you need to develop a better risk management strategy.
5. Work with the Experts: Human capital risk management across borders comes with many
challenges. You may not be familiar with the local labor market, for example, or you might
not be familiar with regulations around the hiring process. Working with experts on either
side of the US-Canada border can help you manage your risks more effectively. It’s
particularly helpful when you’re navigating the legal waters around your HR operations.
These tips can help you reduce and mitigate various human capital risks in your operations.
By doing so, you’ll set up your company to grow its human capital and succeed in almost any
market you enter.

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Conclusion:
It is concluded that this organization is one of best but still contains few flaws which could be
improve and will play essential part in its betterment.
HR analytics is the application of research designs and advance statistical tools for evaluating HR data
to find out solutions or to make sustainable decisions relating to HR issues aligning with business
strategy. Simply it is about researching in HR issues. Big data is highly useful in HR analytics to
make accurate conclusions. However, in this paper the author critically argues, emphasizing the fact
that data driven conclusions derive from HR analytics process might not be the best solutions for an
issue all the time. Those derived solutions/conclusions need to be adjusted considering the factors i.e.,
financial stability of the organization, current business environment factors, competitive
organizations’ behavior, business strategy, capabilities of employees/managers etc.
The use of data analytics in the field of human resource development is becoming increasingly
common. This rise in popularity is accompanied by skepticism about the ability of human resource
professionals to effectively utilize data analytics to reap organizational benefits. This article provides
a review of literature both supportive and critical of human resource analytics, argues for the
involvement of academia in implementing analytical practices, and uses a case study to illustrate how
quantitative tools may positively influence the management and development of human resources.

Employee engagement is a human resources (HR) concept that describes the level of enthusiasm and
dedication a worker feels toward their job. Engaged employees care about their work and about the
performance of the company, and feel that their efforts make a difference. This factor is lack in ASIL
Organization but can be improved by strategies explained above. Organization should focus on their
training programs as well and invest in creating interactive trainings for employees.

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 Appendix I
(Questionnaire filled by Accounts Manager Mr. Imran Ahmed Khan)

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 Appendix II
(Questionnaire filled by Assistant Manager Mr. Ahmer Ali Khan)
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