HR Analytics

Group 2:

ARYADEEP (23PGBA-04)
DIBYE SINGH (23PGBA-07)
HARJOT SINGH (23PGBA-10)
HIMADRI SHEKHAR (23PGBA-12)
KARUN GABA (23PGBA-35)
Under Guidance by- MANOJ MISHRA (23PGBA-17)
Prof. Nidhi Bisht ONKAR MOHAPATRA (23PGBA-22)
 HR Analytics HR Processes
1 Introduction 2 Trends
CONTENTS

Analytical Tools Case-1

3 4 Talent Management
@ ITES

Case-2 Conclusion
5 US Air Force 6
HR Analytics
• HR analytics is a data-driven method
of improving decisions that impact
HR functions.

• HR analytics depends on the quality of

the data collected from HR metrics,
such as: Time to hire. Time to fill.
Attrition rate.

• HR analytics is also known as People

Analytics.
Evolution of HR
Types of Analytics
 Case - 1

Talent Management at ITES

Company: Study conducted on an Indian branch of a US based SaaS company spread across 9 locations worldwide.

Study:
1. To prepare recruitment funnel for the company as a whole and also for fresher candidates and laterals.

2. To find out success profiles of employees by performing correlations between selection parameters and performance
scores and to ultimately devise recruitment strategies for the company.

Tools Used: Recruitment Funnel, Quantitative analysis.

 Talent Management Concern for Industry:

● On average, millennials will hold 15 to 20 jobs in their careers 🡪 To Retain talent.

● With technology evolution, companies adopting new/ effective tools 🡪 To remain

competitive.

Talent Management Concern at ITES:

• Struggling with inefficient recruitment processes and high employee turnover of 28%,
the company faced challenge of attracting right candidates to fill open positions and build
a talent pipeline.

• The Company faced issues due to absence of an applicant tracking system (ATS).
Company handed data in excel sheets. This created redundancy because of multiple
versions of data being available with multiple.

• Client services (CS) department (largest department) has maximum issues in hiring.
Methodology: 2 Parts

A. Recruitment Funnel

1. Preparation of recruitment funnel for the past year.

2. Data consisted of variables such as name, date of interview, source of hire, status of HR screening, scores in logical ability
tests and behavioral tests, status of interviews, status of final offer and whether candidate joined the company or not.

3. To make separate funnels for fresher and lateral profiles, prior experience of candidates was taken into consideration.

B. Data Analysis of existing employees:

4. Performance ratings and training scores of existing employees were collected.

5. Data analysis based on selection parameters such as qualification, prior experience and no. of days employed in the
organization to find out success profiles of employees.

6. Further, whether prior experience of laterally hired candidates had any impact on their performance scores was analyzed.

7. Analysis of source wise success rates of candidates was also done to find out effective sources from which company may
hire prospective candidates.
 A. Designing
Recruitment Funnel

Recruitment Funnel:
● Company received 3400 applications for various roles.
● Candidates were screened based on skills, past experience, job requirements.
● Analytical and behavior tests were conducted.
● 430 candidates were shortlisted for interviews and 196 were offered the role.
● 187 accepted the offer.
 A. Recruitment
Funnel

• Number of fresh candidates considered is high compared to laterals.

• Sourcing to screening/ interview percentage is very low for fresh candidates.

• The total number of fresh candidates hired is also very low as compared to laterals.
 1. Correlation of performance rating with selection parameters
B. Data Analysis Selection Parameters Performance rating correlation
Correlating performance data Prior Exp (Months) -0.09
with selection parameters Days Employed 0.46
Aptitude Score 0.35

Employment Tenure and Aptitude have significant positive correlation

2. Correlation of performance rating with selection parameters for freshers & laterals
Factors Freshers Laterals
Rating Rating
Training Scores 0.57 0.23
% Marks, Class 10th 0.12 -0.08
% Marks, Class 10th 0.20 -0.11
% Marks, Class 10th 0.16 -0.02
% Marks, Class 10th 0.12 0.23

• Hiring fresh candidates and train them provides better results.

• Versant score (spoken & written language) should be increased for laterals.
 B. Data Analysis

3. Prior experience & performance ratings of laterals 4. Correlating performance data with hiring sources
Prior Exp Avg Performance rating Count of
(Years) Employees
0-2 3.63 73
2-4 3.39 69
4-6 3.50 59
6-8 3.33 41
8-10 3.51 22
>10 3.37 5
Grand Total 3.47 269
• 27% employees with 0-2 years of experience • Top 3 sources from which candidates are hired are consultants, (26%),
outperformed experienced employees. employee referrals (25%) and job portals (24%).

• Candidates hired through consultants were not as effective as other

• For Laterals, previous employer and number of
source.
years of experience has a significant impact.
• Termination rate from consultant is highest (40%). For other sources,
termination rate was moderate.
Results
Hire more fresh candidates.
Hiring fresh candidates and train them provides
better results.

Hire laterals with less experience

Employees with 0-2 years of prior experience are
more effective.

Hiring Source: Campus, Job Portals

Employees sourced from Campus, Job portals are
loyal. Target colleges for bulk hiring.

Implement Application Tracking

system(ATS)
Case 2:
US Air Force

How USAF uses HR analytics for

it’s various HRM functions
HR Analytics
architecture
Technology-Enabled
talent management
Recruitment
The USAF recruits 30,000 people each year meeting an array
of qualifications, such as health and physical fitness standards
and minimum aptitude scores.

Recruiting as a leads funnel

Assignment How to Best Use the Talent Marketplace
Challenge

Generate more information about

person-job fit than the old system
 Promotion Personnel Policy Simulation Tool (PPST)
Challenge ❏ Which officers will command combat forces?
❏ Which officers will be competitive for selection to the general officer ranks?

❏ USAF has divided the

Line of the Air Force
—a single
developmental
category (DevCat)
into six separate
DevCats.

❏ The purpose is to
allow officers in
different career fields
to pursue tailored
developmental
pathways while
remaining competitive PPST combines structured Models and smaller simulation modules, each representing
for promotion. mechanisms in the personnel system, to model the flow of individuals into the officer inventory
and out of the inventory. Some of the modules incorporate ML models trained to predict fine-
grained outcomes, such as promotion board decisions and individual separation decisions
•Optimize four training and early career Project AIR FORCE (PAF): Data Science Techniques to
outcomes.
Match Airmen to Promising Specialities
• Identifying more than 50 predictors in 7
Categories :
IST graduation First-term completion
-> Enlistment contract
-> Demographics
-> Cognitive aptitude
-> Career field preference
Reenlistment Promotion to E-5 in the 1st term
-> Education
-> Physical and medical fitness
• Model based assignment to specialties
to maximize the four outcomes.
•The analysis shows that prescriptive
assignments could increase the
probabilities of positive training and
career outcomes for the average airmen
by 2 to 7 percentage points RAND Built an ML Model That Automatically Finds Officers with Good Performance Indicators
Results
Lower attrition & Suitable Hiring

High employee morale

Strategic Assignments & Promotions

Not allowing past successes to lead to entrenched practices
that become barriers to further improvements.

USAF can continue integrating new data-centric technologies

into talent management.
 ● Organization functions in competitive world has become more
complicated and need for HR to rise up to these challenges has
never been more acute.

● Data driven decisions is a key initiative to make HR a strategic

function in any organization.

Conclusion ● Analytics acts as an enabler to take strategic decisions in HR

processes like, talent management.

● Evolution of new technologies has made HR analytics more

powerful and diversified to many functions.

● However, Analytics is not a ‘one-and-done’ process. It must be

improved continuously.
THANK YOU
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 Methodology
Presentations are communication tools

My greatest strength is my writing skills. I can also I’m naturally shy. From high school and into my early
work to tight deadlines under pressure. For example, I professional interactions, it prevented me from
was once asked to complete a project within 10 hr. speaking up.

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Presentations are communication tools that can
be used as demonstrations, lectures, speeches,
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presented before an audience.