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UTS CRICOS 00099F

21887 People Analytics

Seminar 3: Data Cleaning & HR Metrics

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Data and Metrics • Use of HR metrics is limited, mostly driven by occasional or periodic reporting requests.

• Dashboards – an information management tool that visually tracks, analyses and displays key performance indicators (KPI), metrics and key data points to monitor HR outcomes.

• HR should work with data to measure performance in the organisation and make data-driven HR decisions

• Three categories of performance data and metrics

1. Employee/Organisation Interaction

2. HR operations (TQM – process improvement)

3. Process optimisation (methodologies, practices, approaches to improve accuracy and reliability of outcomes)

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Gartner’s Analytics Ascendency Model Laney, Douglas. 2012. Big Data Strategy Components: IT Essentials. Published October 15, 2012. Gartner.

https://search.lib.uts.edu.au/permalink/61UTS_INST/lrkek/alma991000951129705671

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Data Cleaning • Process of improving the quality of data by correcting

inaccurate records from a record set

• Manual data entry is subject to error.

• Need increases when data come from multiple sources and a standard schema is not used

• The goal of data cleaning is to provide a data set that is consistent enough to allow for accurate analysis.

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Creating HR Metrics

• Organisations that collect effectiveness data are more likely to be strategic partners

• HR measures (not a strategic contribution)

• Logic and analytics for making decisions about talent (a strategic contribution)

• Three different kinds of metrics in order to better understand and evaluate the impact of HR activities and to influence business

strategy and business performance; efficiency, effectiveness, and

impact.

Lawler, E., Levenson, A., & Boudreau, J. (2004). HR metrics and analytics: use and impact. Human Resource Planning, 27(4), 27–35. https://search.lib.uts.edu.au/permalink/61UTS_INST/1ibc883/gale_ofa126653499

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Creating HR Metrics

HRM – activities & processes

• Workforce planning • Recruitment & Selection • Remuneration & Benefits • Industrial Relations • Training • Internal Mobility • Talent Management • Coaching • Downsizing • Organisation Design

HRM – outcomes

• Employee engagement • Employee retention • Employee presence • Competency levels • Performance • Social climate • Employee involvement • Trust

Organisational objectives • Profit • Market value • Market share • Turnover • Productivity • Quality • Customer satisfaction But also: • Moral values • Fairness • Legitimacy

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Creating HR Metrics

HRM – activities & processes

• Workforce planning • Recruitment & Selection • Remuneration & Benefits • Industrial Relations • Training • Internal Mobility • Talent Management • Coaching • Downsizing • Organisation Design

HRM – outcomes

• Employee engagement • Employee retention • Employee presence • Competency levels • Performance • Social climate • Employee involvement • Trust

Organisational objectives • Profit • Market value • Market share • Turnover • Productivity • Quality • Customer satisfaction But also: • Moral values • Fairness • Legitimacy

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Creating HR Metrics

HRM – activities & processes

• Workforce planning • Recruitment & Selection • Remuneration & Benefits • Industrial Relations • Training • Internal Mobility • Talent Management • Coaching • Downsizing • Organisation Design

HRM – outcomes

• Employee engagement • Employee retention • Employee presence • Competency levels • Performance • Social climate • Employee involvement • Trust

Organisational objectives • Profit • Market value • Market share • Turnover • Productivity • Quality • Customer satisfaction But also: • Moral values • Fairness • Legitimacy

HR SCORECARD BUSINESS BALANCED

SCORECARD

WORKFORCE SCORECARD

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Metrics VS KPs

• Metric is a measurement of any business activity

• KPIs are metrics that are strategically aligned with the business

• KPIs have scores and targets (SMART)

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Critical Success Factors, KPIs & Targets

HR Contribution Critical Success Factors Key Performance Indicator Score Target

Retain employees We want to retain high potentials Attrition in the high potential group this year

22% <5%

Retain employees We need to let go of low performers/low potentials

Attrition in the low performers/potential group this year

4% 20%

Employability We have a diverse flexible group of employees we can deploy quickly

We are able to quickly assemble teams with the required skillsets

45 days 28 days

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Be cautious of simplicity!

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