Role of Human Resource

Management in Work Life

Balance and HR Analytics
 After this session, participants
should be able to :

1. Examine the role of HRM during for work life balance

2. Recognize the importance of analytics in HRM function
3. Identify the important analytical ratios
4. Appreciating the HR analytics through case examples
5. Recognizing the factors affecting the future success of hrm
function
 A Model of the Work-Family Interface
Work domain stressors Work social support Coping behaviours and
Role conflict (formal/formal) Work social support
Role overload
Role ambiguity Individual well being
Hours worked (Job satisfaction, life
Schedule inflexibility Work-family Satisfaction, family
conflict Satisfaction)
Organisational
Well-being
Family-work (organizational
conflict Commitment,
Family domain stressors Absenteeism,
Age and number of children Turnover)
Family conflict
Spouse employment status
Time devoted to household Family/Spouse Coping behaviors and
Spouse support Social support Family/spouse social
Ref.: Aryee, 2005 support
Increasing Importance of these Topics
• Post-pandemic, most employees want to work from home
three days a week, a new McKinsey & Company report
shows.
• More than 25% said that they would consider switching
employers if their organization returns to fully on-site work.
• Mental health is a top priority.
• The world is facing a ‘double-disruption’ scenario, with
automation and COVID-19, according to the World
Economic Forum.
• Work-life balance, flexibility and mental health are front-of-
mind for employees as they look to their employers for
certainty about the future, according to a new report.
https://www.weforum.org/agenda/2021/05/
employers-pandemic-covid-19-mental-health
 Work Family Interface: Two
Perspectives

• Scarcity Hypothesis: Role Conflict Process

• Expansion Hypothesis: Role Expansion Process

 Work-Family Practice

We use the term “work-family practice” broadly

to include formal practices (e.g., an onsite
childcare program) as well as informal practices
(e.g., idiosyncratic flexible scheduling arranged
with a supervisor), and organizational cultural
norms (e.g., expectations to perform work while
at home through communicative technology).
 Family Friendly Policies
• Parental leave (e.g. emergency childcare, leave
for vacations, average hours worked per week)

• Flexible work arrangements (e.g. flexitime, job

sharing, telecommuting)

• Employer supported children policies (e.g. on

site and off site child care, childcare voucher)
 Impact of Work Life Balance Related
Policies
• Greater life and job-satisfaction for employee
• Decreased employee turnover
• Increased loyalty
• Decrease intention to quit
• Increased career opportunities for woman employees
• Increased job performance
• Increased organizational citizenship behavior

➢ Perceived organisational support theory

➢ Organizational attribution theory
➢ Job demand resource theory
Chaudhuri, S., Arora, R., & Roy, P. (2020). Work–Life balance policies and organisational
outcomes–a review of literature from the Indian context. Industrial and Commercial Training.
 HR Analytics
• The data is considered as raw and unorganized information and
measures are measurements taken for a specific reason.
• HR data includes employee data such as employee attendance,
employee performance, employee compensation and employee
engagement-related data.
• HR metrics are key performance indicators (KPI) as these are metrics
that indicate the gradient of HR practices outcome.

“HR Analytics is an evidence-based approach for making better decisions

on the people side of the business; it consists of an array of tools and
technologies, ranging from simple reporting of HR metrics up to
predictive modeling.”
Bassi, B.L. (2011), “Raging debates in HR analytics”,
People and Strategy, Vol. 34 No. 2, pp. 14-18.
Pillai, R., & Sivathanu, B. (2021). Measure what matters: descriptive and predictive metrics of HRM-pathway
toward organizational performance. International Journal of Productivity and Performance Management.
Pillai, R., & Sivathanu, B. (2021). Measure what matters: descriptive
and predictive metrics of HRM-pathway toward organizational
performance. International Journal of Productivity and Performance
Management.
 HR Analytics: Few Case Examples
ROI and Strategic Impact of Technical Trainee Acceleration Program in
Maersk Drilling, Offshore Drilling Company
Challenges
Filling lead specialist positions due to industry talent shortage and growth.
Experimentation
a strategic initiative to develop technical talent for the senior specialist target
positions.
Where Business analytics was used
To identify that the company graduate program for Specialist Trainees showed
desirable results on key outcomes compared with their peer-group.
In addition to showing simple training ROI, the findings fed into a strategic
talent discussion (build/buy/borrow).
What company decided
To double the graduate program intake to sustain its growth plans. Again,
simple statistics were used to support the story.
In this case, it was also the co-creation of the story — backed by data and
analytics — and that analytics was treated like a change management process
that paved the way for the results to have a positive business impact
Rasmussen, T., & Ulrich, D. (2015). Learning from practice, Organizational Dynamics, 44(3), 236-242.
 HR Analytics: Case Examples Cont…
Relating engagement with store income

The authors of Competing on Talent Analytics, describe that some organizations “can
precisely identify the value of a 0.1% increase in engagement among employees in a
particular store.” They take the example of Best Buy, where a 0.1% increase in engagement
results in over $ 100,000 in annual operating income per store.
Turnover at Experian

By building a predictive model that included 200 attributes, including team size and
structure, supervisor performance, and length of commute, they were able to predict flight
risk. An example risk factor was teams of more than 10 to 12 people. The analytics team
also identified flight risk triggers: when someone moved further away from the office, this
would increase immediate flight risk.

The model was rolled out in multiple regions – with slight differences to the predictive
algorithm. These insights, combined with good management practices, reportedly resulted
in a drop in attrition of 2-3% over the past 18 months with an estimated saving of
$8,000,000 to $10,000,000.
https://www.aihr.com/blog/hr-analytics-case-studies/
 HR Analytics for Management
Decision-making
Information Process
What is the setting in which
Context
we work?
What choices do we need
to make?

Who are the stakeholders we What can we discover and

Stakeholders
serve? test?

What data can we collect

What differentiates us in the and analyze?
Strategies marketplace? (strategy, finance, Which actions do we now
operations, organization) recommend
 Disruptions and Future of Work
The disruptions are coming from three broad sets of trends:

First, COVID-19 accelerated a shift to remote work and virtual

meetings. Even after the pandemic, most companies are
planning to continue some form of work from home.

The second big group of trends relates to e-commerce and

other digital transactions, from restaurant delivery to
telemedicine.

Third, there is automation and AI, with companies using

technology to adapt to the new realities and planning to
implement more technologies in the future.
 Three Skill Sets of Future

• Lifelong learning aspiration, growth mindset,

comfort with change

• Creativity, critical thinking, social intelligence

• Skills in software design and big data analytics.

 Success in Future at Work
• How can you reconfigure the workforce and the
workplace to increase agility, raise productivity, and
empower workers while maintaining the culture?
• Are you positioned to leverage technologies and take
advantage of the long-term trends accelerated by them?
• What are we doing to close the skill gaps?
• Are you clearly and transparently communicating your
plans and supporting workers in making transitions?
• Are you supporting their lifelong learning?
• And finally, are you leveraging ecosystem partners to
increase the effectiveness of those efforts?
The workforce of the future
Podcast Sean Brown, Susan Lund, and Sven Smi, McKinsey Global Institute (MGI)