PowerPoint Presentation

on
Green HRM & HR analytics
(Group : 8)

Submitted to :- Submitted by :-
Prof. Puja khatri Tushar Arora
Vaibhav Sawhney
Vikash
Vishal
Vyomesh Koul
Yash
MBA (FA) 1st yr
Presented By : Vishal
Green Human Resource
Management
 Origin of Green HRM
 Green Human Resource Management” seems to be a novel
concept to majority of academics and professionals in HRM

 it was perhaps originated in 1996 from the contribution by

Wehrmeyer (1996) who edited a book titled Greening People:
“Human Resources and Environmental Management”

 “Green” as the colour of grass or leaves or leafy or verdant.

Also the same treats “a green” as an area of land covered with
grass, plants, and trees

 “Green defines as a noun” as environmentalist, conservationist,

preservationist, nature-lover, or eco-activist.
 Why is green
 Green HR is when the field of HR focuses on expanding its
role to support the organisation in the pursuit of sustainability.

 In green HR, HRM policies are used to stimulate and support

the sustainable use of resources and preserve the natural
environment.

 Green HR focuses on the development, implementation and

maintenance of all activities aimed at making staff members
supportive and committed to sustainable goals.

 Initiatives encompass HR processes of staffing, performance

management and appraisal, training and development, and
employment relations aligned with the organisation’s
sustainability goal
What is Green HRM
 Green HRM is referred to all the activities
involved in development, implementation
and ongoing Maintenance of a system that
aims at making employees of an
organization Green

 it refers to the policies, practices and

systems that make employees of the
organization Green and sustainable use
of resources for the benefit of the
individual, society, natural environment,
and the business
 Importance of Green HRM
 Increase employees’ efficiency and effectiveness

There are a number of ways you can support employee development:

individual coaching, workshops, courses, seminars, shadowing or
mentoring, or even just increasing their responsibilities. Offering these
opportunities will give employees additional skills that allow them
to improve their efficiency and productivity.

 Reduce cost and better employee engagement

Boosting Engagement While Cutting Costs. Culture Transformation

Understand the culture you have, define the one you want and make your
organizational identity a competitive advantage. Employee Experience
Analyze and improve the experiences across your employee life cycle, so
your people and organization can thrive
 Increase employee motivation

The awareness in the organization related with

the employee empowerment invoked with the concept of the
green human resource management (GHRM) within the
organization. ... The contribution from this research can be
concluded that empowered employees are more motivated to
perform environmental tasks which pay to be green

 Easy to recruit new employees / Can attract suitable

qualified candidate pool

Green HR as environment-friendly HR initiatives leading to better

efficiencies, less cost, and heightened employee engagement
levels.
The practice of green HR should be translated into
the HR processes, such as recruitment, training, compensation,
etc
 Reduce labour turnover and absenteeism

The cooperation of workers is essential for the good health of any

organisation.
Sometimes labour turnover and absenteeism become a major
problem for the management. The exit of workers or
their absence from work disrupts production schedules

 Better health and safety management system within the

organization

Health & Safety Management System - the proven method of

reducing risk, improving productivity. Get in touch if you have any
questions about Health and Safety management systems. 
Managing health and safety doesn’t have to be complicated,
costly or time-consuming.
 How to Implement Green HRM
1.recruit and select people committed to the environment;

2.train and evaluate employees’ performance based on

environmental criteria;

3.implement ways of rewarding individual and collective

environmental performance is remunerated and non-remunerated
ways;

4.stimulate continuous education in environmental management;

5.treat environmental aspects as values of corporate culture; and

6.promote interaction between teams to deal with environmental

problems and strive for continuous improvement of environmental
management activities.
 Meanings of Green in the
Context of HRM

Conservationist Preservationist

Green HRM

Non - Polluter Maker

Conservationist
 Conservationist becomes very careful
in the way of using the natural
environment in order to let it last as
long as possible. In other words, he or
she does using the natural environment
at the minimum level so that future
generations will be able to utilize it
Preservationist
 Preservationist does keeping the
natural environment in its original form
and protecting it from harm, loss, or
negative change
Non - Polluter
 Preventing from (or minimizing)
contaminating the water, air,
atmosphere, etc. through unpleasant
and poisonous substances and
wastes

 In other words he or she becomes a

guardian against behaviors and
outcomes that will ultimately endanger
the planet/earth where humans and
non-humans are living
Maker
 Maker does creating gardens and looking-
like natural places. In other words he or
she intentionally builds parks and places
which have plants, trees, and grass

• When an employee performs above 04 roles, he /

she becomes as “Green Employee”
• Hence, a Green employee is a nature-lover or an
eco-activist
General Reasons for Greening
 To avoid or minimize natural disasters such as
Acid rains, red rains, Tsunamis, flooding,
hurricanes, droughts etc

 To ensure appropriate balance of relationships

among plants, animals, people, and their
environment

 To avoid or minimize global warming

 To ensure survival of humans and business
organizations for a prolonged period of time

 To avoid or minimize harms to animals and

other natural creatures

 To avoid or minimize health diseases owing

to pollution
Presented By : Tushar Arora

Green Human Resource

Requirements
Green Human Resource Requirements
 In order to achieve organizational environmental goals or
Greening, Green human resource requirements need to be
identified

 There are four categories of Green human resource

requirements

Green HRM
Requirements

Green Green Green Green

Competencies Attitude Behaviors Results
  Green Competencies
 knowledge and skills in respect of Greening. Without
this knowledge and skills (competencies) it is not
possible for the employee to become a Green
employee

 Green competencies is defined as the green

knowledge,green
skills, green abilities, green awareness and other
environmental characteristics, such as green attitude
and green behaviour, that are required in green jobs to
achieve financial and environmental performance
 Green Attitude
 T he employee needs to have a right
attitude of Greening. Right attitude means
appropriate beliefs (cognitive), feelings
(affective) and intention to behave
(behavioral) with regard to Greening

 Attitudes are based on the evaluative

feelings of what is favorable or unfavorable,
with regard to particular. objects, things,
actions, as well as an individual's life
experience. 
 There are 03 parts in Green Attitude
 Cognitive:
I believe in Greening. It is very important for
survival and sustainability of myself, my organization,
my society, my country, and the earth
 Affective:
I feel positively about the need of Greening. I like to
working in Greening. I feel happy when I think and talk
about Greening
 Behavioral:
I intend to be a serious contributor to Greening. I will
be in Greening. I hope to live with Greening. I am going to
be a serious Green employee
  Green Behavior
There are three parts in Green Behavior
 Green organizational citizenship behavior

 Green interpersonal citizenship behavior

 Green official behavior

1. Green Organizational Citizenship
Behavior
 Green organizational citizenship behavior that is
defined as the extent to which the employee engages
in positive actions aimed at helping the organization
as a whole to achieve Greening
Examples of such actions:
 Use natural water rather than refrigerated water for
drinking (this will reduce electricity
consumption).
 Use both sides of the paper when writing or printing or
photo-copying (this will reduce electricity and save
trees).
 Put plants in the working cubicles to absorb pollution.
 Come to work by walking or bus/train (this will
reduce fuel consumption and air pollution)

 Shut down computer when not working instead of

hibernating it (this will reduce electricity and air
pollution).

 Use natural light when working (this will reduce

electricity).

 Work with a minimum number of bulbs which are

on.

 Re-use many items at the office such as jugs, cans,

bottles, bags, etc rather than throwing them away.
2. Green interpersonal citizenship
behavior
 Green interpersonal citizenship behavior that is
defined as the extent to which the employee engages
in positive actions aimed at helping specific co-
employees to do their Green work
Examples of such actions:
 Stimulate others to become Green.

 Answer questions asked by others about Green

positively

 Teach others about how to become Green

3. Green official
behavior
 Green official behavior is extent to which the
employee engages in official duties assigned by the
superior with regard to Greening

 This engagement is not a voluntary one and it is an

official requirement to be met by the employee.

 Such duties may include specific procedures to be

followed by the employee to reduce wastage and
remove wastes
 Green Results
 Green results are outcomes or outputs which are
environmentally friendly. Green results are defined as
the extent to which the employee has produced Green
outcomes. Green results have the following two
dimensions:

 Green innovations: new environmental initiatives, new

solutions for waste reduction, pollution reduction, etc.

 Green outcomes: number of hours of working with

natural light or minimum number of electricity bulbs,
amount of reduction of electricity consumption,
amount of reduction of existing level of inputs
wastage, and degree of achievement of specific
environmental performance targets
ADVANTAGES OF GHRM
Companies need to carry out an environmental audit
that can focus on recycling and help society and its
people. It will help the workers and members of
organizations to understand the use of natural
resources and promote eco-friendly goods. Some
benefits of Green HRM are as follows-

1.It can support organizations to minimize expenses

without losing talent.

2.It decreases a company's total costs as it becomes

more effective concerning the use of electricity, water,
and manufactured goods.
3.It helps to achieve greater 
employee job satisfaction and dedication, which
leads to increased productivity.

4.Develop a culture of concern for the holistic 

wellbeing of fellow employees.

5.Small companies can also reduce their electricity

costs by using technologies that are energy-efficient
and less costly.

6.It can be used to create good public relations if an

organization adds a green initiative to its workplace.
 Case Study
 Company name: ITC limited.
 ITC is one of India's foremost private sector companies
with a strong commitment to the triple bottom line.
 It has been a frontrunner in adopting eco - responsible
processes, much ahead of legislation.
 a market capitalization of over US $ 22 billion and a
turnover of over US $ 5 billion with a diversified
presence in cigarettes, hotels, paper boards and specialty
papers, packaging, agribusiness, packaged foods and a
whole range of other services.
 Presented By : Vaibhav Sawhney

DISADVANTAGES OF GHRM
1. Initial costs
Perhaps the greatest disadvantage of going green is
that it often requires a high initial cost.
2. Increased capital outlays
Some green conversions require an initial cash outlay
that decreases the firm’s bottom-line performance
while the investment is paying for itself. This can
decrease the earnings or annual profits of a firm.
3. Uneven competition
In the business world, going green can be an attractive
goal to gain goodwill and consumer support, but
unless green improvements are economically viable, it
can put a business at a competitive disadvantage.
4. Marginal impact
While going green is focused on reducing harm to the
environment, the impact that any specific individual
can have on the environment by going green is often
negligible.

5. Employee apathy and reluctance

Many employees feel that it is not their responsibility to
protect the environment while they are at work.

6. Inadequate savings
The aim of going green in many cases, such as
building an energy-efficient home or purchasing a
hybrid vehicle is to reduce environmental impact while
saving money in the long term.
How to make HRM Functions
Green
 Making a HRM function Green involves inclusion
of policies, procedures, and practices which
ensure right employee Green inputs and right
employee Green performance of job
Job Analysis
 To include environmental dimension as a duty in
Job Description

 To include Green competencies as a special

component in Job Specification
Recruitment
 To include environmental criteria in the recruitment
messages

 To communicate the employer’s concern about

Greening through recruitment efforts

Selection
 To select applicants who are sufficiently aware of
Greening to fill job vacancies.

 To select applicants who have been engaging in

Greening as consumers under their private life
domain
Induction
 To make new employees familiar with Greening
efforts of the organization
 To develop induction programs showing Green
citizenship behavior of current employees.

Training

 To impart right knowledge and skills about Greening

(the four Green roles) to each employee through a
training program exclusively designed for Greening
 To do training needs analyses to identify Green
training needs of employees
Performance Evaluation
 To evaluate employee's job performance
according to Green- related criteria

 To include a separate component for progress on

Greening in the performance feedback interview

Rewards Management
 To give financial incentives to employees for
their good Green performance of job

 To give non-financial rewards such as praises

and recognitions to employees for their Greening
Discipline Management
 To formulate and publish rules of conduct relating
to Greening

 To develop a progressive disciplinary system to

punish employees who violate the rules of Green
conduct
Crucial Green HRM Practices That
You Need To Know
1. Employment Security
Life is unpredictable, and a job is a reliable thing that most people
are concerned about nowadays. In reality, having an employer that
helps the worker to be there for themselves and their families is the
number one reason why employees come to work. Employment
security allows employees to go home to care for themselves and
their families after work.

Companies can benefit from employment security because it helps

them retain their employees. For example, when workers get laid
off, usually it is the company that pays the price. Organizations are
the ones who have engaged in the recruitment, training, and growth
of these workers.
2. Selective Hiring
Selective hiring helps a company to bring more value-adding
workers to the company. You can't just hire anybody if you
want individuals who are fit for the position. Organizations do
their best to recruit outstanding individuals because they
bring more success to the company. Therefore, hiring the
right people is a secret to maintaining a strategic advantage.

We can use several different recruiting methods to find the

best candidates in today's global world. To see how well they
are performing, more and more businesses actively keep
track of their recruiting data sources. IQ tests, personality
reviews, structured interviews, task tests, and performance
reviews are widely used selection methods.
3. Teamwork

Teamwork is essential in achieving goals. When it comes to

success, high-performance teams are critical for any
organization. Teams bring benefits because they are formed up
of individuals who think differently but work towards a common
objective. Then these ideas are analyzed, resulting in the
selection of the best ones.

The best teams which are mentally healthy can think differently. It
ensures that team members will develop ideas that are different
while getting comfortable bringing them up. Like another team or
a department, a team usually is a small unit of the organization.
Such larger organizations need to work together as well.
Teamwork helps to create a productive and successful
organization.
4. Open Communication

Open communication is about strategies, finance,

and events that promote a culture in which individuals
believe they are recognized. It genuinely involves
workers in the organization. It prevents negative
conversations between the employees.

If you want your employees to share their ideas, they

need to have a clear understanding of what's
happening in the company. Being aware of the
company is something that workers feel is an integral
part of the company. Open communication creates an
opportunity to contribute to and influence decisions
that impact their work lives.
5. Training and Learning

Organizations are investing significantly in training for

their workers. After hiring the best candidates, you
need to make sure that they stay in the organization.

Learning has now become a way of being creative,

growing faster, and maintaining a strategic advantage.
Employers are focusing on skill-specific types of
training. Nowadays, on-demand courses have
increased enormously all over the world. All thanks to
the internet as everybody is connected and can learn
anything, from anywhere and anytime.
 Conclusion
As a process, Green HRM helps in achieving
greater productivity with minimal expenditure.
It helps eliminate ecological waste and makes
the best use of refurbished HR goods,
equipment and techniques. It aims to increase
workers' engagement in a work environment
that allows the company to function in an
environmentally friendly manner
Presented By : Vikash
 Meaning
Human Resource analytics (HR Analytics) is defined
as the area in the field of analytics that deals with
people analysis and applying analytical process to the
human capital within the organization to improve
employee performance and improving employee
retention.

HR analytics doesn’t collect data about how your

employees are performing at work, instead, its sole
aim is to provide better insight into each of the human
resource processes, gathering related data and then
using this data to make informed decisions on how to
improve these processes.
For example, using HR analytics you can answer the
following questions about the organization’s HR
system:

•How high is your employee turnover rate?

•Do you know which of your employees will leave your
organization within a year?
•What percentage of employee turnover is regretted
loss?

Most human resource professionals will be easily able

to answer the first question for their organization.
However, answering the other two questions will be
tricky, especially if you don’t have a detailed data for it.
Top 5 types of HR Analytics
1. Employee Churn: 

Huge investments are involved when it comes to

human resources and this holds true for any business
or organization. Employee churn analytics is the
process of assessing your workforce turnover rate.

Employee churn analytics helps predicts the future

and reduces employee churn. Historical employee
churn is the data collected from the past and specifies
the employee churn rate since the start of
employment. Predictive and historical churn data both
are important for employee churn analytics
2. Capability: 
Undoubtedly, the success of any business to
an extent depends on the level of expertise of
the employees and their skills. Capability
analytics refers to the talent management
process that helps you identify the core
competencies of your workforce.

Once you know what those capabilities are,

you can set them as a benchmark and
compare them to the capabilities of your
workforce and measure any gaps.
3. Organizational Culture: 
Culture is not only notorious to pinpoint but also,
tough to change. It is often the collective
unspoken rules, systems, and patterns of human
behaviour that make up for the culture of your
organization or business.
Organizational culture analytics is a process of
assessing and understanding better the culture at
your workplace. When you know what is the
culture of your organization, you can then
evaluate and keep a track of the changes you
might observe. Tracking culture changes helps to
understand the early signs if the culture is getting
toxic.
4. Capacity: 
It’s true, capacity affects revenue. The aim of
capacity analytics is to establish how
operationally efficient is your workforce. For
example, in an organization that specializes in
designing clothes, people are spending too
many times on meetings and discussions than
spending that time in more profitable work, or
are individuals way too casual about their
tasks?
This behavioral analysis is capacity analytics
that determines how much capacity they as
individuals have to grow.
5. Leadership: 
Poor leadership is as good as no leadership at all.
Poor leadership costs money, time and employee
churn. Employee retention for such an organization
becomes extremely difficult and prevents a business
to perform at its full potential.

Leadership analytics analyzes and unpacks various

aspects of leadership performance at a workplace to
uncover the good, bad and the ugly! Data can be
collected through qualitative research and quantitative
research by using a mix of both methods like surveys
, polls, focus groups or ethnographic research.
HR Analytics Software
HR Analytics software is essential to keep track of
your workforce. It helps in collating and
maintaining data across various office locations,
departments, roles, etc. Here are some key
advantages of using HR Analytics software:

•Ease of use: These tools or platforms are very

user-friendly and don’t require lengthy training
sessions or certifications. You can use demo
videos or help videos if you run into any issues.
•Data analytics: Data is centrally collated and
displayed on dashboards. You can look at
historical and current data across several
parameters such as tenure, roles, reporting,
etc. This helps managers in making informed
decisions.

•New features: These tools or software are

frequently updated with new features in terms
of usability, security, reporting, etc. You can
customize your platform to reflect your brand
colors, needs, and requirements.
 HR Analytics Dashboard
The HR Metrics dashboard is an important part of Human
Resource planning and strategy. It is a tool that forms the
basis of informed decision making within the organization,
specifically for the Human Resources department and other
stakeholders. Before we dig any deeper let’s cover the
basics first. Here are the top 3 functions of an HR
dashboard:

1. To monitor human capital: Regular reporting enables

HR to keep a track of the activities that are going on in the
organization and amongst the employees by tracking the
key workforce metrics. New trends can be anticipated and
emerging problems can be addressed before they
negatively impact the business.
2. Help HR perform better: 
An HR metric dashboard helps managers
perform better at their workplace. The report
can inform managers about any significant
changes or development within the teams. For
example, consider that the accounting
department struggles with high employee
turnover, managers will be more likely to put
emphasis on employee retention and keep in
mind the risks time taken to replace an
employee if he/she quits.
3. Tackle problem areas: 
The metrics dashboard also offers a
great way to tackle problem areas with
greater transparency. In an organization
HR will pay greater attention if the
system is transparent and known to all,
the HR metrics dashboard helps regulate
this transparency since the reputation of
the HR will be on line.
At Question Pro we understand the
importance of reporting and Tracking.  We
offer our customers and clients the next
generation workforce analytics.

Question Pro Workforce offers HR Dashboard

that is a one-stop solution to all your HR
issues. You can track:

•Employee activities
•Submit Feedback
•Managers can perform and submit reviews
•And much more
Predictive HR Analytics Trends
-2020
•AI and automation in hiring:
With the advent of Artificial Intelligence (AI) and automation
in HR, recruitment will go a sea of change. We see chat
and voice assistants doing the initial contact and vetting
with candidates. It will also be used to identify good
applications or resumes from fake ones.

•Virtual onboarding and training:

Induction programs and training will become more virtual
and interactive. This will be primarily due to massive strides
in AI and Natural Language Processing (NLP) and Machine
Learning (ML).

Presented By : Yash
•Performance management:
Performance reviews and management will get more
detailed and personal due to detailed analytics that HR
Analytics tools provide. This will help in not only
recruitment but also succession planning and career
pathing.

•Predictive reports:
Rich workforce analytics will help in identifying attrition
risks and pre-emptively taking measures to arrest that.
Not only that, it will help in identifying the strengths
and weaknesses of employees helping in designing
better and efficient teams.
 Benefits of HR Analytics
•Improve your hiring process

Talent acquisition is a key element of your HR process, it is

an all-year-round activity. Be it hiring for a new function, a
larger team, or a new role altogether, your TA team is
always busy. Finding the right candidate is always a task,
and when they do, one can only hope everything goes well
and they actually join the organization. How many
candidates actually join, how many drop-off at what stage?
What job boards work the best for you? How many
candidates do you need to reach out to close a position?
These are just some questions that you could look at
resolving through analytics. This data will help you see the
bigger picture and fill in whatever gaps that are causing
delays.
•Reduce attrition

Employee retention is becoming harder every

day, especially with the younger workforce not
afraid of switching jobs frequently. Conduct
exit interviews, gather data, look at the
reasons, patterns and find a way to arrest the
attrition rate. HR Analytics here will go a long
way in identifying what are the factors
contributing to attrition and what remedial
measures can be taken to avoid it in the
future.
•Improve employee experience

It is imperative for managers and HR reps to meet with

employees regularly to understand what factors are
affecting employee experiences in positive and
negative ways. This is a crucial step in improving
employee experience. Many organizations fail to
realize that employee experience starts at hiring. Your
first interaction with a candidate before hiring is
equally important to any other HR-related process.
Employee experience is the sum of experiences that
an employee feels throughout their journey. Every
step, every behavior, and every experience counts.
•Make your workforce productive

Productivity levels will always go up and down and

there are a host of factors affecting that. This ranges
from office infrastructure, work environment, managers
and team-mates, and job satisfaction among other
things. Gathering data on what’s affecting productivity
will certain arm you with data to take corrective
actions. Employee engagement is a key factor
affecting workforce productivity, look at improving
engagement. You can start off by implementing a few
employee engagement ideas and activities to boost
the rate.
•Improve your talent processes

Talent processes are not only about pre-hiring, hiring or

annual performance reviews, but they are also much more
than that. You need to consider training, recreational
activities, and counseling among others. While each
organization is unique, there are some processes that should
be standard, these can be regular one-on-ones, skip-level
meetings, etc. HR should always be monitoring their talent
processes, identify challenges and bottlenecks if any, and
then work on them. It’s ideal to meet with employees,
however, we understand this may not always be possible or
feasible.
•Gain employee trust

You have access to data that lets you see what’s

happening in the organization and how employees are
perceiving it. When you are armed with data, it lets
you fix what’s supposedly broken and improve future
processes. You can clearly see what’s working and
what’s not. When you bring about changes to
processes to make them better and introduce new
ones, your employees take notice. They know their
feedback is valued and the management team will act
on it. This is crucial to build and maintain employee
trust, a critical element to high employee engagement,
employee success, and employee retention
percentages.
The difference between HR Analytics, People
Analytics, and Workforce Analytics
HR analytics: HR analytics specifically deals with the
metrics of the HR function, such as time to hire,
training expense per employee, and time until
promotion. All these metrics are managed exclusively
by HR for HR.

People analytics: People analytics, though

comfortably used as a synonym for HR analytics, is
technically applicable to “people” in general. It can
encompass any group of individuals even outside the
organization. For instance, the term “people analytics”
may be applied to analytics about the customers of an
organization and not necessarily only employees.
Workforce analytics: Workforce analytics is an all-
encompassing term referring specifically to employees of
an organization. It includes on-site employees, remote
employees, gig workers, freelancers, consultants, and any
other individuals working in various capacities in an
organization.

 In the HR context, some workforce analytics metrics and

HR analytics metrics may overlap, which is why the two
terms are often used as synonyms. The goal of the two
may also be the same.

 For instance, data on employee productivity and

performance informs both HR and workforce analytics, and
the goal is to improve retention rates and enhance the
employee experience
How Does HR Analytics Drive Business
Value?
HR has access to valuable employee data. How can this
data be used to enable change in the organization?

There is a great deal of discussion on replicating the

consumer experience in the employee experience.
Essentially, the data on consumer behavior and mindset
can help develop strategies to maximize sales by
capitalizing on those factors. Similarly, the data useful
for the HR function can be used to improve employee
performance, the employee experience, and in turn,
maximize business outcomes.
 Collins offers an example of how HR analytics can be
used to enhance business value. “HR analytics could
be used to measure investments in reskilling, which
will deliver the right competencies to support a new
revenue model, using data-driven insights to modify
the training offering as sales results emerge.”

 This is definitive granular data that can not only

impact the bottom line, it can also transform 
employee engagement in an organization.

 “As such,” Collins continues, “you might think about

the ‘ROI’ of HR analytics being that of increasing the
business value derived from using data for talent
decisions.”
 Presented By : Vyomesh koul

What Metrics Does

HR Analytics
Measure?
Here are some common metrics tracked by HR
analytics:
 1. Revenue per employee: Obtained by dividing a
company’s revenue by the total number of employees
in the company. This indicates the average revenue
each employee generates. It is a measure of how
efficient an organization is at enabling revenue
generation through employees.

 2. Offer acceptance rate: The number of accepted

formal job offers (not verbal) divided by the total
number of job offers given in a certain period. A higher
rate (above 85%) indicates a good ratio. If it is lower,
this data can be used to redefine the company’s talent
acquisition strategy.
3. Training expenses per employee: Obtained by
dividing the total training expense by the total number
of employees who received training. The value of this
expense can be determined from measuring the
training efficiency. Poor efficiency may lead you to re-
evaluate the training expense per employee.

 4. Training efficiency: Obtained from the analysis of

multiple data points, such as performance
improvement, test scores, and upward transition in
employees’ roles in the organization after training.
Measuring training efficiency can be crucial to evaluate
the effectiveness of a training program.
5. Voluntary turnover rate: Voluntary turnover occurs
when employees voluntarily choose to leave their jobs.
It is calculated by dividing the number of employees
who left voluntarily by the total number of employees
in the organization. This metric can lead to the
identification of gaps in the employee experience that
are leading to voluntary attrition.
 6. Involuntary turnover rate: When an employee is
terminated from their position, it is termed
“involuntary.” The rate is calculated by dividing the
number of employees who left involuntarily by the total
number of employees in the organization. This metric
can be tied back to the recruitment strategy and used
to develop a plan to improve the quality of hires to
avoid involuntary turnover.
7. Time to fill: The number of days between
advertising a job opening and hiring someone
to fill that position. By measuring the time to
fill, recruiters can alter their recruitment
strategy to identify areas where the most time
is being spent.

 8. Time to hire: The number of days between

approaching a candidate and the candidate’s
acceptance of the job offer. Just like time to fill,
data-driven analysis of time to hire can benefit
recruiters and help them improve the 
candidate experience to reduce this time.
9. Absenteeism: Absenteeism is a productivity metric,
which is measured by dividing the number of days
missed by the total number of scheduled workdays.
Absenteeism can offer insights into overall employee
health and can also serve as an indicator of employee
happiness.

 10. Human capital risk: This may include employee-

related risks, such as the absence of a specific skill to
fill a new type of job, the lack of qualified employees to
fill leadership positions, the potential of an employee
to leave the job based on several factors, such as
relationship with managers, compensation, and
absence of a clear succession plan. HR analytics can
be used to measure all these metrics.
Features of HR analytics
1. They answer the business questions the C-
suite asks. This may require that you invest in a
solution to address each question, leading to
investments in multiple analytics solutions for
granular data on each question. Alternatively, you
may choose a unified solution that can assess
multiple metrics to answer each business question.

2. They are easy to use by individuals who are not

data scientists. An accessible solution created for
laypersons is ideal when they want to assess any
one or more metrics without interrupting the
workflow of the data scientist.
3. They are cloud-based rather than on-premise. A
cloud-based solution also aids accessibility without
heavy IT integration. This grants HR the autonomy to
use the solution as and when needed.

 4. They are powered with statistical analysis and

machine learning technology. Big data platforms
require advanced data management systems powered
by machine learning and natural language processing.
This allows the technology to learn and reason
autonomously, revealing insights that data scientists
can then analyze.
5.They are based on predictive analytics. 
“[Predictive analytics is] the practice of extracting
information from existing data sets to determine
patterns and forecast future outcomes. Analysts use
statistical methods to forecast future alternatives – will
the current termination rate continue at the same pace
or might we expect a surge of exits as the job market
strengthens?” explains Collins.

6.They are powered with visualization technology. 

A visual representation of vast amounts of data can
allow for better understanding of trends and events.
The complex data processed through an analytics
engine requires advanced visualization software, as it
cannot be presented in simple charts and
presentations.
 HR analytics cycle
I. Create a collective mindset
Before the operational and mathematical aspect can kick in, HR
leaders must prepare their teams and organizations for a
workflow-driven by analytics.

While the discussion with the C-suite for the need for analytics is
one part of the change, the other is preparing your team to deal
with the amount of data that they will now be using to measure
the change.

 This is a crucial aspect of HR’s digital transformation as well

as company-wide digital transformation. Getting the team started
on small projects and asking them to create the reports that they
will discuss with business leaders is a good way to begin.
II. Bring in data scientists
The data scientist is expected to become an integral
part of HR teams. They are best suited to assess the
viability of an analytics solution. They can also ensure
the robustness of the statistical modelling and
predictions.

III. Start small

A great technique to convince stakeholders that HR
analytics can drive business value is to first implement
a small project successfully. Called “quick wins,” these
projects can deliver tangible results in a short amount
of time with high impact.

 
IV. Get clearance from the legal team
The sort of data collection that HR analytics uses is
governed heavily by compliance laws. Some legal
considerations to keep in mind when implementing an HR
analytics solution are:
1. Employee privacy and anonymity
2. Consent from employees about the amount and type
of data being collected
3. Establishing the goal of data collection and informing
employees accordingly
4. IT security when using third-party software to run
HR analytics

V. Choose an HR analytics solution

Any HR analytics solution that will be used at scale must
have certain components.
 Conclusion
HR analytics is an essential part of data management
and its implementation can yield positive returns for
any organization. But as the above has shown, the
management, analysis and interpretation of data isn’t
always straightforward and organizations need to
approach HR analytics one step at a time.

The key to successful HR analytics relies on the

understanding that the size of the measured data isn’t
the key to success, but rather, the impact the data can
have on decision-making in the organization. HR
analytics shouldn’t be seen as influential only in the
HR department, but rather as something, that has the
potential to create value throughout the organization