ROLE OF HR METRICS AND ANALYTICS IN

MANUFACTURING SECTOR

Submitted To: Dr. Mousumi Sengupta

Submitted By: Group 5

Greeshma Sharath - 21018

Moka Sai Vamsi Naidu - 21026
Alena Benedict- 21066
Anushree n Halyal - 21069
Priyadarshini N C - 21098
Kaushik Gupta - 21118
Pooja reghunadh - 21138
Introduction
• Big data analytics has made its way into HRM as a
result of the increased digitalization of HR procedures
and the data that has been generated as a result.
• HR Metrics are precise indicators that companies can
use to track their productivity, efficiency, and the
impact of business procedures and changes.
• When used strategically, HR metrics can transform
how HR operates, providing team insights and allowing
it to actively contribute to the organization’s goals.
 Secondary data analysis
In the manufacturing sector, staffing is one of the most critical and expensive processes that is costing
companies thousands of dollars as the industry runs on manpower.

Employee accident rate: Helps to identify potential Accidents

problems (Hours worked/10,000)

No. of absent days

Absence rates: Helps in identifying recurring employee No. of available workdays in each period
absenteeism
Employees who left *100

Employee turnover rates: Helps in improving strategies Emp. at the Begin + Emp. at the end
to reduce costs
Total number of remaining employees *100

Retention rates: Shows how effective the strategies that Total number of employees in the start
have been deployed have been
 Ashok Leyland

• Ashok Leyland is a Indian multinational automotive manufacturer, owned by

Hinduja Group.
• second most successful commercial vehicle manufacturer, third- most in the
manufacturing of buses and tenth most in manufacturing of trucks.
• They believe that growing together is what makes a company grow and stay
healthy
• The Company places a lot of emphasis on making the best hiring decisions
and supporting employee success inside the company.
• The future leaders are chosen from the best group after another five to seven
years based on their aptitude. This one is referred to as the "Business Leaders
Programme,"
Capgemini collaborated with the Ashok
Leyland
• Capgemini collaborated with the Ashok Leyland team to develop a
standardised information delivery platform that supported analytics for
all of Ashok Leyland's business lines, including Sales, Service, Parts,
and Power Solutions.
• Ashok Leyland was able to create a structured framework for
performance measurement for marketing and manufacturing using key
result areas (KRAs) and key performance indicators (KPIs).
• Some of the surveys done to understand the internal supply in the
company, where they considered the parameters like :
- Turnover rate
- Absenteeism
- Movement among jobs
- Productivity level of employees
- Inflow and outflows
• HR metrics used in the manpower planning in company :
 Current v/s Actual manpower – To track the manpower requirement
 Skill matrix – for tracking internal skill set
 Competency matrix – to check the skill gap between the competency at the desired role recruited
by company
 Recruitment effectiveness matrix – recruitment effectiveness matrix – to check the people who are
recruited from different type of source and which type of recruitment, like campus recruitment,
employee referral, unsolicited applications etc.
 Nestlé
Nestlé is an international food and beverage processing conglomerate
headquartered in Vevey, Vaud, Switzerland. It is the world's largest food
manufacturer, with over 500 plants spread across 85 countries and a
product line that includes everything from pet care to mineral water to
infant food. Nescafe and Perrier are two of its well-known trademarks
Human Resource Department of Nestlé
1. Shared Services: This department is responsible for maintaining all
employees' data records at Nestlé
2. Centre of expertise: This department oversees employee
recruitment and selection, as well as orientation and training
programmes for all employees in the organisation.
3. Business Partners: They make sure that all functional department
decisions are in line with the company's overall objectives and goals.

This Photo by Unknown Author is licensed under CC BY-NC

Best HR Practices at Nestlé
• Total reward Policy: They design their compensation policy with the market trend in mind, believing that it will
contribute to the overall performance culture of the organisation, focuses on providing employees with the best
possible reward policy, which includes fixed and variable pay, as well as other benefits and a work-life balance.
• Expiration Policy: Employees are delivered with consistent feedback on their performance and career goals
through a variety of processes and tools, which includes Performance Evaluation process (PE), the Progress and
Development Guide (PDG), and 360° assessments.
• Employee Relations: Nestlé promotes employee freedom and recognition of the right to collective bargaining as
a corporation that places a high value on culture and beliefs in trust and mutual respect among its employees.
• Performance Development Plan (PDP):They have discovered a strategy plan known as the performance
development plan. Used to look at two major aspects: "what" and "how,“ in which one measures the extent to
which an individual is successful and the other the behavioural traits.
Analytics Used by Nestlé
Minitab: This was one of the analytical tools used by the team to analyse the data and make correlations between
turnover rates and employee attributes.
Analytics for Measuring Gender pay gap and Equity: The company developed an analytical tool solution using the
programme R.
Toyota Kirloskar
Motors
• Toyota Kirloskar Motor Pvt. Ltd. (TKM) is a subsidiary
of Toyota Motor Corporation, a Japanese automobile
manufacturer with 52 manufacturing plants and
products sold in 170 countries.
• Toyota is one of the most well-known automakers in
the world, offering a wide range of passenger car
models.
Recruitment Metrics followed at Toyota Kirloskar
motors:
• Time to fill: The number of days it takes from the job
requisition being posted to when the offer is accepted.
• Time to hire: The no. of days it takes from the eventual
hire entered your pipeline and the moment they
accepted your job offer.
• Offer acceptance rate: The % of candidates who
accepted a formal job offer.
Evaluation and Feedback at
Toyota
• Toyota conducts an annual human resource evaluation and feedback to gain a thorough
knowledge of the workforce in terms of quantity, personnel competence, and operating
principles.
• Toyota Motor Corporation was able to identify the gaps between its current personnel and
projected requirements because of this.
• The first group of aspects is Gemba, Kaizen, and Quality, with a scale of 0 to 10, and the
second group is performance and behaviour, with a range 0 to 5.
Compensation Provided to Employees
• Toyota Motor Corporation ensures competitive wages by engaging in an external wage study
each year. Then, whether at work or on the assembly line, pay for all worked hours. Other
factors include:
a. An automated payroll system is in place.
b. Toyota made payroll payments bimonthly.
c. It has clearly defined employee benefit policies.
d. Prompt resolution of employee complaints
 Proctor & Gamble
• P&G was founded over 180 years ago as a simple soap and candle company.
Today, we're the world's largest consumer goods company and home to iconic,
trusted brands that make life a little bit easier in small but meaningful ways.

• Procter & Gamble (P&G), a Fortune 500 consumer products business, has
received multiple honors for its talent, leadership development, and retention
initiatives.

• P&G is well-known for hiring high-performing workers and putting in place

rigorous systems to maintain and develop such people. Succession, career, and
workforce planning are critical components of the talent retention process.
 How Accenture has helped P&G in the area of Human resource platform -
Accenture has assisted P&G in digitizing these critical processes and providing P&G with
better insight into career planning choices for all Human Capital (HR) teams and workers
globally, assisting in the retention of high-performing individuals and making informed
Procter & workforce decisions.

Gamble Benefits -
collaborates with
Accenture • P&G would be able to regularly cascade leading practices across the business if it digitizes
its capital planning and talent management, with greater project prioritization visibility for
HR and workers alike.
•  Digital solutions would provide real-time access to HR data, organizational design, talent
pipeline, and workforce planning.
•  This would allow P&G to realize its goal of integrated and user-friendly HR personnel
management tools that drive real-time productivity and leadership development choices.
•  P&G's HR Solution & Strategies (HRSS) executives knew that they would need to turn
outside the company to develop and oversee the applications needed to achieve this
strategy. 
• Considering Accenture's degree of expertise in Human Capital Management
(HCM)application development, P&G chose Accenture to offer the technology, application
support, and SAP skills needed to design and deliver bespoke SAP-based talent
management services. 
 • Accenture developed the applications by leveraging its SAP
alliance and extensive SAP implementation experience,
integrating them with the core of the SAP Human Capital
Management (HCM) application.
• Accenture's team wrote and built the programme code that
enables connectivity between the new apps and SAP HCM.
• The applications serve as a platform for analytics capabilities,
Implementation allowing P&G to make better-informed succession planning.
• Accenture's SAP HCM Solution Industry for Development,
Process of including resources in Gurgaon and Hyderabad, India, was used
by the project team.  
Accenture in P&G - • Accenture was able to ramp up the required, experienced
  employees in an estimate of five business days, allowing the
team to complete the software development work in a timely
manner.
• More development and installation work were done at the
client's location in Cincinnati, Ohio.
 How is Accenture creating a difference in P&G with some Vital factors?
 

P&G rebranded this programme as Talent through Design Solutions, and it is now in
its third and final year of a multi-year transition. Throughout the change, Accenture
collaborated closely with P&G's senior leadership and HRSS team to establish the
data, procedures, and systems needed to support workforce planning & talent
management processes.
 
Accenture has created three important tools to deliver Talent by Design Solutions:
 
1) My Career—A straightforward user interface that allows employees to modify
their career data in one place: skills, performance reports, and career choices.
2) Career by Design—home HR's page for talent management and succession
planning using integrated employee, management, and HR-fed data. 
3) Workforce by Layout of headcount planning and real-time comparisons with
actual data.
 Learnings:
In the manufacturing industry, HR measurements serve as a barometer, revealing which sections of the organization
are working as expected and pointing out any potential problems.

Metrics give you an inside look at the manufacturing industry since they use data from inside sources. While this
information is valuable, it's important to remember that these metrics only give you a basic grasp of functional
domains.

HR analytics goes beyond the numbers to uncover critical data that manufacturing businesses may use to their
advantage.

In Manufacturing sector it’s important to track the source of hire that assists in allocating your hiring resources to the
most effective recruitment channels, as well as recognize and build best recruiting practices, as well as identify
bottlenecks and issues that must be addressed.

Beyond the quantity of new workers, hiring quality measures can be useful in the manufacturing sector. It's also a
good idea to track hiring manager progress by setting benchmarks for new hiring process so that they may exchange
best practices for onboarding and the ramp-up process.
Conclusion:

• The companies pertaining to the Manufacturing sector have become adaptive and have started to make use of
predictive analysis
• Predictive analysis has helped in every step of the Manufacturing process, starting from increasing the
sourcing and hiring efficiency, increasing the productivity of the workforce, also the forecasts of the
performances
• Manufacturing's continual evolution is fueled by technology. Manufacturers trying to break down old
obstacles and exploit new and emerging opportunities are turning to cloud technology
• Businesses should evaluate the cost per hire and look at recruiting process and other sources of recruiting
retention rates. As a result, using HR metrics will save money while also increasing the overall efficiency of
the firm
• In Manufacturing sector, businesses can build internal and external metrics and predict future outcomes by
applying analytics, allowing leaders to anticipate the impact of specific decisions in advance