SUBJECT NAME HR Analytics

SUBJECT CODE
Credits 3
HR Analytics is the science of data-driven decision-making to support core
HR areas such as staffing, training, and human capital management. It uses
sophisticated computational and statistical methods to process massive
amounts of data for the identification of meaningful patterns, and insights to
aid HR decision makers in organizations. The development of HR Analytics
SUMMARY/
over the last few years has enabled applications such as HR Performance,
OVERVIEW
Operations (HR reporting and analysis in headcount, attrition, diversity and
headcount movement), Compensation, Recruiting, Learning Management,
Leave & Absence and so on.
Commercial implementations of HR Analytics tools are available in software
packages such as R, SAS, SPSS, etc.
The course introduces students to the fundamental logic, metrics, analysis, and
interpretation that are central to HR analytics. While the emphasis is on
applied methodology rather than statistical issues, rigorous methodology as it
pertains to HR metrics will be covered. The ROI (Rate of Investment) of
human capital, Strategic human resource management, Balanced score card
(BSC) methodologies, survey development, workforce forecasting, and
calculating absenteeism and turnover costs will be discussed. By the
conclusion of the course, students should be capable of integrating, analyzing
AIMS and interpreting data to make more information decisions about managing
human resources.
tools in the areas of:
• Unraveling meaningful patterns from data
• Identifying potential high performers
• Improving predictability and forecasting
• Decreasing work force costs by improving operational efficiency
• Aligning with corporate strategy and objectives
• Identifying risks

CORE LEARNING OUTCOMES

ASSESSMENT
CRITERIA
LEARNING OUTCOMES To achieve the learning
SL. NO
On completion of this unit you should be able to: outcome you must
demonstrate the ability
to:
Challenges of HR Demonstrate planning
• Overview of HR and analytical skills
1 • Concept of human capital through class
• Challenges in HR domain participation, projects,
tests and exams.
 HRM in Changing Context Demonstrate planning
and analytical skills
2 • Transition from transaction orientation to analytics through class
orientation participation, projects,
tests and exams.

Introduction to HR Analytics Demonstrate planning

• Introduction to data-based decision making and analytical skills
• Data Models and Data Management through class
• Data Preprocessing – data cleaning, data transformation, participation, projects,
etc. tests and exams.
3 • Introduction to Analytics using software packages like
SPSS (ch 5-9 will be covered from Discovering through
SPSS by Andy field, through the course)
• The Views of Management Practitioners about Data
Driven Human Capital Management
• Introduction to data matrices (important matrices will be
provided)
• Introduction to Excel (question from ch 2-3 of Business
Analytics: Data Analysis and Decision making by
Albright & Winston will be covered through the course)

People Capability Maturity Model(PCMM)

• Basic model and levels of maturity
• Assessing the maturity in HR processes of the
organization
• CARE Approach
HR audit and Benchmarking
• The audit process
• Recruitment and selection process audit
• Employee administration process audit
• Computer based data management system audit
• Statutory compliance audit
• HR audit measures
• Human Resource auditing as a tool of Human
4 Resource Valuation Demonstrate planning
Competency Mapping and analytical skills
• Meaning and types of competencies through class
• Steps in competency mapping participation, projects,
• Methods and techniques tests and exams.
• Introduction to Assessment Centre
• Person-position fit criteria
• Decision making for selection and succession
planning
 Basics of competency based Interview
• Basic prerequisites
• Profiling of interviewers
• Competency based behavioral questions
• Current practices
Competency based interview Models
• STAR
• PAR
• CARL
LAMP Framework
• What is LAMP?
• Relation with Human capital Bridge framework
• Hierarchical analysis of employee data for business
decisions
HCM21 Framework
• Scan
• Plan
• Produce
• Predict
Talent Analytics Maturity Model
• Reactive analytics
• Proactive analytics
• Strategic analytics
• Predictive analytics

Descriptive Analytics
• Data Visualization & its Business Applications
• Univariate, Bivariate and Multivariate Data Profiling Demonstrate planning
• Descriptive Decision Models and analytical skills
5 • Outlier Analysis, through class
• Central tendency; participation, projects,
• percentiles tests and exams.
• Measures of variability,
Scatterplots
Predictive Analytics
• Correlation
• Sample & Sampling Distribution Demonstrate planning
• Confidence intervals and analytical skills
• Hypothesis testing of sample mean through class
6 • T-distribution participation, projects,
• Regression and Logistic Regression tests and exams
• Multivariate Regression
• Forecasting
Simulation and Risk Analysis
 Recruitment planning
• Hiring estimates
• Sources and channels
• Time and cost effectiveness
• Recruitment outsourcing

Recruitment Metrics
• Fill-up ratio, Time to hire, Cost per hire
• Early turnover, Termination during probation
• Channel efficiency mix in terms of Direct hires,
Employee referral hires, Agency hires & Lateral hires
• Offer reject and renege, Fulfilment ratio, Quality of
hire
• Recruitment to HR cost
Diversity Metrics
• Workforce diversity index
• Gender mix Demonstrate planning
• Differently abled index and analytical skills
• Implementation challenges through class
Talent Retention Metrics participation, projects,
• Retention index tests and exams
• Voluntary and involuntary turnover
• Turnover by department, grades, performance, and
7 service tenure
• Internal hired index
Training & Development plans
• Training need identification
• Make or Buy model
• Training effectiveness evaluation
Training & Development Metrics
• Percentage of employee trained
• Internally and externally trained
• Training hours and cost per employee, ROI
calculation
Career progression metrics
• Promotion index
• Rotation index
• Career path index
• Level wise succession readiness index
Workforce Deployment Metrics
• Employees per manager
• Employee service profiling
• Workforce age profiling
• Workforce service profiling
 • Churn over index
• Separation clearance time
HR cost Benefit Metrics
• Revenue per employee
• Operating cost per employee
• PBT per employee
• HR cost per employee
• HR to operating cost
• Compensation to HR cost
• HR budget variance
• HR ROI
HR metrics Dashboard
• Process of development
• Essential criteria
• Identifying the metrics
• Leading and lagging indicators
• Selection of appropriate metrics
• Sources of data
• Types of design: post only , both pre and post
measures, Time series
• Measures with a comparison group, measures with a
comparison standard
KPI Dashboard
• Criteria of creating KPI Dashboard
8 • Characteristics of the metrics Demonstrate planning
• Creating a sales KPI Dashboard and analytical skills
• Creating a sales KPI Dashboard through 9 box grid through class
HR KPI Scorecard participation, projects,
• Calculating HR KPI tests and exams
• Scorecard based on recruitment, training and
development
• Calculating HR KPI
• Scorecard based on employee retention, and turnover
HR Alignment with strategy and stakeholders
• Corporate strategy versus HR strategy
• Identifying HR stakeholders
• Meeting expectations of HR stakeholders
• Corporate branding through HR
Designing HR Balanced Scorecard
• Strategic perspective
• Customer perspective
• Operation perspective
• Financial perspective
 Implementing HR balanced scorecard
• Case study: Verizon communications:
• Implementing human resources balanced scorecard
Employee Gamification as a Recruitment Technique
• What is gamification
• Why companies use gamification
• How gamification can help in recruitment and
selection
Employee Gamification as an Employee Engagement
Technique
• What is Employee Engagement
• Employee Engagement survey
• Use of gamification in Employee Engagement

Developing a HR Analytics Unit

• Go to market model
• Development model
9 • Structure, team, sponsor/champion
• Analytics culture Demonstrate planning
• Working with consultant/coaches and analytical skills
Analytics for Decision making through class
• Regional and country level differences in turnover participation, projects,
data tests and exams
• Predicting individual and turn overs
• Turnover costs for business implications
• Selection decisions from previous performance data
• Predictive modelling of individual and team
performance
• Identifying flight-risk candidates
• Process of report generation

The teaching methods will consist of formal lectures, case study

analysis, practical workshops and discussion groups. As is
APPROACH TO appropriate at Masters’ level, students will also be expected to
read beyond texts assigned, and to identify on their own further
LEARNING
sources of information for complementing their studies. Students
are encouraged to use data analysis tools such as Microsoft Excel,
SPSS and R to develop their competency in the subject.
Demonstrate analytical skills through project, presentations, tests
ASSESSMENT STRATEGY
and exams.
 DESCRIPTION OF WEIGH
ASSESSMEN DURATION AND MARKS
NO ASSESSMENT T
T METHOD OF EXAMINATION)
METHOD %
1 DSA Written examination 20 2 hours and 50 Marks
2 AT Class attendance 5 Throughout the course
Case study/ Assignments,
Presentation on various
CS / PR / OR /
3 topics, Viva- voce/ Quiz, 25 Throughout the course
CP
Participation in class
activities
Semester End Written
4 50 3 hours and 100 marks
Examination Examination

Outline Teaching Schedule

Unit Number Sessions
1 3
2 3
3 3
4 3
5 3
6 3
7 3
8 3
9 3
Total 27

Recommended Resources
Reference Textbook :

1. The New HR Analytics Predicting the Economic Value of your Company’s Human Capital
Invesments: Dr. Jac Fitzenz (2010). Amacom
2. HR Analytics Handbook Paperback: Laurie Bassi, Rob Carpenter, Dan McMurrer (2012)
McBassi & Company (2012).
3. The ROI of Human Capital : Measuring the Economic Value of Employee Performance
Hardcover: Dr. Jac Fitz-enz (2009).Amacom
4. The HR Scorecard: Linking People, Strategy and Performance: Brian E Becker, David Ulrich,
Mark A Huselid (2010). Harvard Business Review

Other References :

HRMWA for Various HR Domains:

http://www.shrm.org/templatestools/samples/metrics/pages/default.aspx
Competing on Analytics, Davenport and Harris, Harvard Business School Press, 2007
People Analytics at Google: Using Data to Drive HR Strategy and Action:
http://www.youtube.com/watch?v=l6ISTjupi5g;
Google's Approach to HR: http://www.youtube.com/watch?v=XGw9iARGirQ;
Workforce Analytics: An Increasingly Critical Role in Organizational Success:
http://www.youtube.com/watch?v=KT0O0yY-sAo
The Power of Predictive Analytics in Staffing (http://hiring.monster.com/hr/hr-best-
practices/recruiting-hiring-advice/strategic-workforce-planning/staffing-predictive-analytics.aspx)
Applications of HR analytics
http://www.oracle.com/us/products/057353.pdf
Defining Big Data (BD), the importance of BD for business
(http://www-01.ibm.com/software/in/data/bigdata/;
https://www14.software.ibm.com/webapp/iwm/web/signup.do?source=sw-