S.A.

ENGINEERING COLLEGE, CHENNAI-77

(An Autonomous Institution, Affiliated to Anna University)
DEPARTMENT OF MBA
QUESTION BANK
Academic Year : 2024-2025 (ODD)
Year/ Sem/ Sec : II / III/ A & B Sec
Subject Code : MB4314
Subject Name : HR ANALYTICS

UNIT I INTRODUCTION TO HUMAN RESOURCE ANALYTICS

Understanding HR indicators, metrics and data, HR Analytics Process, Frameworks for HR
Analytics: LAMP Framework, HCM 21 Framework. Application of analytical techniques to
evaluate human capital impact on business.
.
PART- A
S.NO QUESTIONS BT Level COMPETENCE
1 Define HR Analytics. BTL-1 Remembering
ANS HR analytics (also known as people analytics) is the collection and
application of talent data to improve critical talent and business outcomes.
HR analytics leaders enable HR leaders to develop data-driven insights to
inform talent decisions, improve workforce processes and promote positive
employee experience.

2 List the various Metrics for HR Analytics. BTL-1 Remembering

ANS HR metrics are data points that allow you to track key human resource and
recruitment activities like Employee Performance, retention, compensation,
engagement, cost-per-hire,Time to Hire, and more.

3 List the various stages of HR Analytic Process BTL-1 Remembering

ANS The process of collecting, verifying and analyzing HR data to achieve
organizational goals is called HR analytics. It involves applying analytical
methods to HR or people management processes to improve such
parameters as employee productivity, profit per employee and employee
retention and experience.

4 Classify the different types of HR Framework. BTL-1 Remembering

ANS  The People Value Chain Model
 The ASTD Competency Model
 The Advanced HR Value Chain
 The Dave Ulrich Model
 The Harvard Model

5 Discuss the concept of LAMP Framework. BTL-1 Remembering

ANS Logic, Analytics, Measures, and Process are referred to as
LAMP. This framework offers an organized method for
gathering, evaluating, and leveraging employee performance
data to inform organizational effectiveness and drive strategic
change.

6 State the application of Analytical Techniques. BTL-1 Remembering

ANS Analytical technique is a method used to determine a chemical or
physical property of a chemical substance, chemical element, or mixture.

7 Define Human Capital. BTL-1 Remembering

ANS Human capital can be broadly defined as the stock of knowledge, skills
and other personal characteristics embodied in people that helps them
to be productive.
 8 State the Datas needed to evaluate Human capital. BTL-1 Remembering
ANS Effective measurement of human capital involves both quantitative and
qualitative approaches. Quantitative metrics such as productivity levels,
revenue per employee, and turnover rates provide tangible indicators of
performance.

9 Define Data Metrics. BTL-1 Remembering

ANS Metrics: pieces of collected data that help measure against a stated goal.
Metrics and data are similar, but with an important distinction: while data
are random pieces of information (and therefore difficult to use on their
own), metrics are data that are measured against a stated goal.

10 List the application of Analytical Techniques. BTL-1 Remembering

ANS Common techniques include titrimetry, gravimetry, potentiometry,
spectroscopy, chromatography, and solvent extraction.

PART- B
S.NO QUESTIONS BT Level COMPETENCE
1 List the different HR Indicators & Metrics in detail. (13) BTL 1 Remembering

2 Explain in detail about the HR Analytics Process (13) BTL 2 Understanding

3 Discuss the Application of Analytical techniques. (13) BTL 3 Applying

4 Elaborate LAMP Framework (6) BTL 4 Analyzing

5 Describe the steps in HCM 21 Framework (13) BTL 5 Evaluating

PART - C
S.NO QUESTIONS BT Level COMPETENCE
1 A lot of these HR analytics case studies have focused on leveraging (15) BTL 4
internal data. In the same report, we can find an analysis in which Analyzing
external data plays a big role.

Cisco has used demographic data to identify where they can best open
up new offices. By combining various data, including current usage
rates of office space, cost and availability of key talent, and
availability of graduates from universities allowed them to expand in
areas where there were fewer larger players competing for the same
talent.

In addition, when selecting a new office, Cisco made use of this same
data to find locations where employees with relevant qualifications
were available and abundant.

Case Question :

Perform a HR Scorecard for this Case.

 UNIT II STATISTICS FOR HRM
Statistical analysis for HR, Toolkits, Compensation KPIs, Power interest stakeholder matrix,
Data models, Creating dash boards, analyzing and reporting.

PART- A
S.NO QUESTIONS BT Level COMPETENCE

1 State the objective of Statistical Analysis. BTL-1 Remembering

ANS
The goal of statistical analysis is to identify trends. A retail business, for
example, might use statistical analysis to find patterns in unstructured and
semi-structured customer data that can be used to create a more positive
customer experience and increase sales.

2 Classify the Data models in HR Analytics?

BTL-2 Understanding
ANS
 Descriptive analytics: Analyzes historical data to understand
what has happened in the workforce over a specific period.
 Diagnostic analytics: Examines data to understand the causes of
past events and behaviors within the HR domain.
 Predictive analytics: Uses statistical models and forecasts to
predict future HR events and employee behaviors based on
current and historical data.
 Prescriptive analytics: Provides recommendations on how to
handle future situations and challenges in HR by analyzing
potential outcomes and scenarios.

3 How to create Dashboards?

BTL-3 Applying
ANS Clearly communicate your key goals and metrics. Whether you’re just
getting started or have a dashboard in need of a rethink, our dashboard
design checklist will help you achieve the results you’re looking for.

4 What are the different types of Toolkits in HR Analytics?

BTL-1 Remembering
ANS HR Analytics Tools · 1. R · 2. Python · 3. Excel · 4. Power BI · 5.
Tableau · 6. Visier · 7. Qlik · 8. SPSS.

5 Define Stakeholder Matrix.

BTL-2 Understanding
ANS Stakeholder analysis is the process of collecting information about any
person that will be impacted by (or can impact) your project.
6 Define a Dashboard.
BTL-3 Applying
ANS A dashboard is an information management tool that receives data from a
linked database to provide data visualizations. It typically offers high-level
information in one view that end users can use to answer a single question.
7 State the Analyzing process in HR Analytics.
BTL-1 Remembering
ANS The process of collecting, verifying and analyzing HR data to achieve
organizational goals is called HR analytics. It involves applying analytical
methods to HR or people management processes to improve such
parameters as employee productivity, profit per employee and employee
retention and experience.

8 State the Reporting Process in HR Analytics.

BTL-2 Understanding
ANS HR analytics and reporting is the process that brings all of these things
together. From collecting, observing, analyzing, and presenting your
 HR findings.

9 Define a Data Model.

BTL-3 Applying
ANS A data model explicitly determines the structure of data; conversely,
structured data is data organized according to an explicit data model or
data structure.
10 State the components of KPI meant for HR Analytics. BTL-1 Remembering
ANS Key performance indicators (KPIs) are quantifiable measures that gauge
a company's performance against a set of targets, objectives, or industry
peers.

PART- B
S.NO QUESTIONS BT Level COMPETENCE
1 Discuss the Data Models for HR Analytics.
(13) BTL-1 Remembering
2 Explain the C o m p e n s a t i o n K P I ’ s i n d e t a i l .
(13) BTL-2 Understanding

3 Discuss the Power Interest Stakeholder Matrix. BTL-3 Understanding

(13)
4 Describe the Toolkits meant for HR Analysis.
(6) BTL-4
Analyzing
5 Explain about creation of Dashboards & its Analyzation. (7) BTL-3 Remembering

PART – C
S.NO QUESTIONS BT Level COMPETENCE
1 Nielsen created a similar predictive model back in 2015. The first (15) BTL 4 Analyzing
predictive model only included 20 variables, including age, gender,
tenure, and manager rating. Over time, more variables were added.

This exercise provided multiple insights, including that the first

year mattered the most. First-year employees where checked
whether they’ve had their critical contact points. For example, the
first check-in with their manager had to happen within a certain
time span after hiring, otherwise, it would trigger a notification.
This was a proven, important condition for first-year retention.

Although getting promoted pushed people to stay, lateral moves

were also a strong motivator for people to stay.

A significant outcome was that the people with the highest flight
risk in the next six months were approached and the company was
able to move 40% to a new role. Making these lateral moves
increased an associate’s chance of staying with the company by
48%.

Case Question :

Perform a Attrition Analytics for this Case.

UNIT III BEST PRACTICES IN HR ANALYTICS
 Staffing, supply and demand forecasting, Total compensation analyses, Performance
Analytics, Attrition Analytics, Learning and Development Analytics, Diversity Analytics,
Employee engagement analytics - Employee satisfaction analytics.

PART- A
S.NO QUESTIONS BT Level COMPETENCE
1 What is Staffing? BTL 1 Remembering
ANS In management, the meaning of staffing is an operation of recruiting the
employees by evaluating their skills, knowledge and then offering them
specific job roles accordingly.
2 State the Supply Forecasting. BTL 2 Understanding
ANS Supply forecasting looks at data about your suppliers – whether they
provide completed products or parts that are assembled further down the
supply chain – and uses it to project how much product they will have
available and when.

3 State the Demand Forecasting. BTL 3 Applying

ANS Demand forecasting is the prediction of the quantity of goods and
services that will be demanded by consumers at a future point in time.
More specifically, the methods of demand forecasting entail using
predictive analytics to estimate customer demand in consideration of key
economic conditions.
4 Explain Total Compensation Analysis. BTL 1 Remembering
ANS Compensation analysis is a critical tool for ensuring fair and competitive
pay practices within an organization. It involves evaluating and
comparing the salaries and benefits offered by the company to its
employees, as well as benchmarking against industry standards to attract
and retain top talent

5 Explain Performance Analytics. BTL 2 Understanding

ANS Performance analytics refers to the practice of analyzing key performance
indicators (KPIs) in an organization to develop strategies to help reach
organizational goals. The aim is to ensure continuous improvement across
all organizational functions and outputs.

6 Define Attrition. BTL 3 Applying

ANS A reduction in the number of employees in a company made by not
replacing those who leave, rather than forcing people to leave their jobs.

7 Explain Attrition Analytics. BTL 1 Remembering

ANS Employee attrition analytics allows organizations to identify potential risk
areas or areas for improvement, such as high turnover rates in specific
departments or job roles.
8 Explain Diversity Analytics. BTL 2 Understanding
ANS Applying Statistical methods to test for fairness in the hiring process,
promotions, performance reviews and salary bands.

9 Explain Employment engagement Analytics BTL 3 Applying

ANS Employee engagement analytics is a multifaceted approach that
encompasses a spectrum of metrics to assess the degree of commitment,
enthusiasm, and satisfaction employees exhibit toward their work and the
organization.

10 Explain Employee satisfaction Analytics. BTL 1 Remembering

ANS Employee satisfaction is a subjective measure of how content an
employee is with their job and employer

PART- B
S.NO QUESTIONS BT Level COMPETENCE
 Describe the Performance Analytics in detail (13)
1 BTL 1 Remembering

2 Explain the Learning & Development Analytics in detail. (13) BTL 2 Understanding

3 Elaborate in detail about Diversity Analytics. (13)

BTL 3 Applying
4 Explain about Employee engagement analytics in detail.

5 Describe about Employee satisfaction analytics in (13) BTL 4 Analyzing

detail.

PART - C
S.NO QUESTIONS BT COMPETENCE
Level
1 In a second people analytics case study, Clarks applied compensation (15) BTL 4 Analyzing
and benefits analysis to optimize rewards packages for employees.

According to the Report, “by asking which benefits employees might be

prepared to trade off, it built a much more granular view of what people
truly valued, and [we] adjusted the package accordingly.”

Satisfaction could be improved by up to 15 percentage points by giving

people a small amount of money to invest in their own development.
Employees also wanted to be able to sell their holiday days – which
actually saved the company money.

Case Question :

Perform a Compensation Analysis for this Case.

UNIT IV MEASURING HR CONTRIBUTION

Developing HR Scorecard, Developing HR Analytics Unit: Analytics Culture, Analytics for
decision making, Analytics for Human Capital in the Value Chain- Balance Score card – ROI –
Predictive Analytics.

PART- A
S.NO QUESTIONS BT Level COMPETENCE
1 What do you mean by Analytics culture? BTL 1 Remembering
ANS Cultural analytics refers to the use of computational, visualization, and
big data methods for the exploration of contemporary and historical
cultures.

2 State the meaning of Predictive Analytics. BTL 2 Understanding

ANS Predictive analytics is the process of using data to forecast future
outcomes. The process uses data analysis, machine learning, artificial
intelligence, and statistical models to find patterns that might predict
future behavior.

3 How to develop HR Analytics unit? BTL 3 Applying

ANS Step 1: Centralize all Employee Data · Step 2: Create an HR Dashboard ·
Step 3: Build Analytical Capabilities · Step 4: Put HR analytics into
 Practise Step 5 :Drive Contineous Improvement

4 State the forms of Human Capital. BTL 1 Remembering

ANS There are various types of human capital, including technical skills, soft
skills, intellectual capital, institutional knowledge, and organizational
capital.

5 Define HR Scorecard. BTL 2 Understanding

ANS HR scorecard is a report that you conduct to calculate the success rate of
human resource employees and the overall department.
6 State Analytics for Decision making. BTL 2 Understanding
ANS Data-driven decision-making (DDDM) is defined as using facts, metrics,
and data to guide strategic business decisions that align with your goals

7 State the purpose of a Balanced Scorecard. BTL 1 Remembering

ANS The balanced scorecard is a management system aimed at translating an
organization's strategic goals into a set of organizational performance
objectives that, in turn, are measured, monitored and changed if necessary
to ensure that an organization's strategic goals are met.

8 Define ROI. BTL 2 Understanding

ANS Return on investment (ROI) is a ratio that measures the profitability of an
investment by comparing the gain or loss to its cost.
9 Define a Value-chain. BTL 2 Understanding
ANS A value chain is all the activities and processes within a company that
help add value to the final product.

10 State the steps involved in predictive Analytics. BTL 1 Remembering

ANS 1. Define the requirements · 2. Explore the data · 3. Develop the model ·
4. Deploy the model · 5.Validate the Results.

PART- B
S.NO QUESTIONS BT Level COMPETENCE
1 Describe about Developing HR Scorecard
(13) BTL 1 Remembering

2 Explain developing Analytics for Decision

(13) BTL 2 Understanding
Making.

3 Elaborate the Analytics for Human Capital in the Value Chain

(13) BTL 3 Applying
4 Analyze the concept of balanced Scorecard & ROI.
(13) BTL 3 Applying
5 Explain the Predictive Analytics in detail.
(13) BTL 5 Evaluating

PART – C
S.NO QUESTIONS BT Level COMPETENCE
1 Another great people analytics case study took place in a large (15) BTL 4 Analyzing
restaurant chain that was in a downward spiral. The management
team didn’t understand why. They had pieces of information but
struggled to implement effective policies.

A team of consultants was asked to investigate and provide

insight through data.

Because there was a lack of good data, the team decided to

measure it themselves using a survey. What was interesting in this
case study, was that they didn’t use a normal engagement survey.
 They instead first looked at the relevant business outcomes. The
three key outcomes they identified were:

 Customer count
 Customer satisfaction
 Employee retention

Business performance would increase if these three metrics would

go up.

The company then deployed a business-focused engagement

survey where they:

 Linked employee outcomes to their real business

outcomes
 Prioritize on the factors that had the largest impact on
business outcomes
 Show the business impact of improvements of these
factors
 Focus front-line managers on the factors that showed the
largest impact

Case Question :

Perform a Performance Analytics for this Case.

UNIT – V HR REGULATIONS AND REPORTING REQUIREMENTS

Policies, Procedures and guidelines, Key regulations and reporting requirements, connecting
missions or goals to HR Benchmarks and metrics, Reporting & Advising - the 4 rules of
reporting HR analytics - importance of data visualization.

PART- A
S.NO QUESTIONS BT Level COMPETENCE
1 State the key regulations in HR Analytics? BTL 2 Understanding
ANS Key regulations and laws for HR encompass a wide range of
legal requirements that govern various aspects of the employer-employee
relationship.
2 Define Benchmark. BTL 2 Understanding
ANS The term benchmarking as it relates to human resources refers to the need
to compare standards set by a department, unit, division, or college with
those of comparable institutions or stakeholders.

3 Define Metrics. BTL 3 Applying

ANS Metrics are measures of quantitative assessment commonly used for
assessing, comparing, and tracking performance or production.
4 How the Procedures are enabled in HR Analytics? BTL 4 Analyzing
ANS HR Analytics involves the application of data analytics and data science
 methodologies to HR processes and data. It enables organizations to
make data-driven decisions related to their workforce, leading to
improved efficiency, productivity, and employee satisfaction.
5 Define Reporting. BTL 5 Evaluating
ANS HR reporting is the process of preparing business reports that assess HR
data about processes such as onboarding, attendance, time off/leave, time
management, performance, employee learning, and more.

6 Define Data Visualization. BTL 6 Creating

ANS Data visualization is the representation of data through use of common
graphics, such as charts, plots, infographics and even animations.

7 What do you mean by Reporting requirements? BTL 1 Remembering

ANS Reporting requirements are information and data that companies must
supply to government agencies. All Companies of a certain size must
adhere to reporting requirements

8 What are the benefits of Data visualization? BTL 2 Understanding

ANS Data visualization software brings a number of business benefits,
including better information visibility, easier trend analysis and a data-
driven culture.

9 What is meant by Mission? BTL 3 Applying

ANS Mission is the core purpose of an organization or a company. It is a
summary of the aims and core values.
.
10 What are the 4 rules of reporting HR Analytics? BTL 4 Analyzing
ANS Encouraging a culture of data-based decision-making.
Focusing on at most 7 KPIs that relate to business goals.
Identifying the right mix of analytics tools.
Aligning data collection and use with industry regulations.

PART- B
S.N QUESTIONS BT COMPETENCE
O Level
1 Describe the Policies, Procedures & Guidelines
(13) BTL 1 Remembering
for HR Analytics.

2 Explain the Key regulations and Reporting requirements

in HR Analytics. (13) BTL 2 Understanding

3 Describe the 4 rules of reporting HR analytics in detail.

(13) BTL 3 Applying
4 Explain about connecting Missions or Goals to (13) BTL 4 Analyzing
HR Benchmarks and metrics.
5 Describe the importance of ‘Data visualization’ in detail.
(13) BTL 5 Evaluating

PART - C
S.NO QUESTIONS BT BTL COMPETENCE
1 (15) BTL 4 Analyzing
Bonus - HR analytics at a small company

That HR analytics can also reap benefits for smaller organizations,

is proven in this bonus case study. Intracorp, a real estate developer,
had less than one hundred employees. The disperse teams were,
however, siloed, causing communication problems that led to
mistakes, misunderstandings, and missed deadlines.

Intracorp wanted to train their teams and leaders within the flow of
their workday. They did this by selecting the highest priority
development areas. These areas were diagnosing and processes were
tracked, which created visibility in how team members and leaders
performed. This enabled them to measure a decreased cost of lost
productivity.

Using this measurement system, productivity improved by 10%. For

every $1 spent on training, $3.20 would be recovered in lost
productivity.

In addition, 60-minute live, virtual content sessions once a week

lead to an increase of information sharing and an increase of
retention by 128%. This was already visible in the coffee room after
the session: people would talk about it, share their learnings and aha
moments. 1-1 leadership coaching was even more effective in
increasing retention, and meeting inefficiencies were reduced by
50% within 30 days.

Case Question :

Perform a Analytics for Decision-making in this Case.