Submitted by: Shubham kumar

Course: PGDM
Section: A
ASSIGNMENT
HR Metrics: Tools & Techniques in Business
1. Distinguish between HR analytics, People Analytics,
and Workforce analytics.
HR analytics, People Analytics, and Workforce analytics are all related to
analyzing and understanding data related to human resources within an
organization, but there are some differences in their focus and scope:
1. HR analytics: HR analytics is a subset of business analytics that
focuses on using data to optimize HR processes and strategies. It typically
involves analyzing data related to HR activities such as recruitment,
employee engagement, retention, performance, and training. The goal of
HR analytics is to improve the efficiency and effectiveness of HR processes
and decisions.
2. People Analytics: People analytics is a broader term that
encompasses the analysis of data related to all aspects of the employee
lifecycle, from recruitment to retirement. It includes HR analytics but also
goes beyond it to look at data related to employee productivity,
collaboration, satisfaction, and well-being. The goal of people analytics is to
provide insights that can help organizations create a better employee
experience and improve business outcomes.
3. Workforce Analytics: Workforce analytics is a specific type of people
analytics that focuses on analyzing data related to the workforce itself. This
includes data related to workforce demographics, skills, performance,
productivity, and engagement. The goal of workforce analytics is to help
organizations make data-driven decisions about how to manage and
optimize their workforce to achieve their business objectives.
In summary, HR analytics is a subset of people analytics, which is a broader
field that includes workforce analytics as one of its subfields.

2.For Job analysis, how can you collect data through

Primary and Secondary sources from incumbents and
their managers?
Job analysis is the process of gathering and analyzing information about the
duties, responsibilities, and requirements of a job. There are two main
sources of data for job analysis: primary sources and secondary sources.

Primary sources of data are those obtained directly from the job incumbents
and their managers. Here are some ways to collect primary data for job
analysis:

Observation: An analyst can observe the job incumbents as they perform

their duties to gain an understanding of the tasks and activities involved in

the job.

Interviews: Structured or unstructured interviews can be conducted with the

job incumbents and their managers to gather information about the job, its
requirements, and the knowledge, skills, and abilities needed to perform the
job successfully.
Questionnaires and surveys: A questionnaire or survey can be developed and
administered to the job incumbents and their managers to collect information
about the job and the skills, knowledge, and abilities needed to perform it.

Secondary sources of data are those obtained from existing documents and
records such as job descriptions, performance evaluations, and
organizational charts. Here are some ways to collect secondary data for job
analysis:

Job descriptions: Existing job descriptions can provide valuable information

about the duties and responsibilities of the job, as well as the required
qualifications.

Performance evaluations: Performance evaluations can provide insights into

the skills, knowledge, and abilities required to perform the job successfully.

Organizational charts: Organizational charts can provide information about

the hierarchy of the organization and the relationships between different
jobs.

By combining data from primary and secondary sources, analysts can gain a
comprehensive understanding of the job and its requirements, which can be
used to develop effective HR processes and strategies such as recruitment,
selection, training, and performance management.
3.What are the various types of reliability and
validity that managers need to test for the data
collected for recruitment and selection?
Managers need to ensure that the data collected for recruitment and selection
is reliable and valid. Reliability refers to the consistency and stability of the
measurement, while validity refers to the accuracy and appropriateness of
the measurement. Here are some types of reliability and validity that
managers need to test for:

Test-retest reliability: This refers to the consistency of a measurement over

time. It involves administering the same test to the same group of candidates
on two different occasions and comparing the results. Managers need to
ensure that the test results are consistent over time.

Internal consistency reliability: This refers to the consistency of a

measurement across different items in a test. It involves analyzing the
correlation between different items in a test to ensure that they are
measuring the same construct.

Inter-rater reliability: This refers to the consistency of a measurement across

different raters or evaluators. It involves comparing the ratings of different
evaluators to ensure that they are consistent and reliable.

Content validity: This refers to the extent to which a test measures the
relevant content or knowledge of the job. Managers need to ensure that the
 test is assessing the required knowledge, skills, and abilities needed for the
job.
Criterion-related validity: This refers to the extent to which a test is
predictive of job performance. Managers need to ensure that the test scores
are related to the job performance of the candidates.

Construct validity: This refers to the extent to which a test measures the
underlying construct or trait it is intended to measure. Managers need to
ensure that the test is measuring the relevant constructs or traits for the job.

By testing for these different types of reliability and validity, managers can
ensure that the data collected for recruitment and selection is reliable, valid,
and appropriate for making informed decisions about hiring candidates.

4.Define job evaluation. What are the various

methods of job evaluation? Describe the steps
involved in point method of job evaluation.

Job evaluation is a systematic process of determining the relative worth or value

of different jobs within an organization. It involves analyzing and assessing
various factors such as job responsibilities, skills, and qualifications to establish
the relative worth of jobs and to create a job hierarchy.

There are several methods of job evaluation, including:

 Ranking Method: In this method, jobs are ranked in order of their
importance or value, based on a subjective assessment by the job evaluators.

Classification Method: This method involves grouping jobs into

predetermined categories or grades based on their relative value or worth.

Point Method: This method involves assigning points to different factors of

a job such as skill, effort, responsibility, and working conditions. The total points
are then used to determine the relative worth of the job.

The steps involved in the point method of job evaluation are as follows:

Job analysis: The first step is to conduct a thorough job analysis to identify
the various factors that contribute to the value or worth of the job.

Factor determination: The next step is to identify and define the specific
factors that will be used to evaluate the job, such as skill, effort,
responsibility, and working conditions.

Factor rating: Each factor is then rated or evaluated on a scale, usually

ranging from 1 to 5 or 1 to 10, based on the degree to which it is present in
the job.

Point allocation: Points are then allocated to each factor based on the rating
or evaluation. The number of points allocated to each factor reflects its
relative importance to the job.
Total point calculation: The total points for each job are calculated by
adding up the points allocated to each factor.

Job classification: Jobs are then classified or ranked according to their total
point score, with higher scores indicating more valuable or complex jobs.

The point method of job evaluation is a systematic and objective approach to

assessing the value or worth of different jobs within an organization, based
on a thorough analysis of the various factors that contribute to their
relative importance.

5.At Shell, engagement was linked to superior

business performance, through improved safety
practices. A 1% increase in employee engagement
resulted in a 4% drop in ‘recordable case frequency, a
key industry safety standard. Safety performance was
in turn directly related to business performance. The
above case talks about the employee engagement
metrics, explain how analytics in succession planning
can help in improving employee engagement?
Succession planning is a process of identifying and developing employees
with the potential to fill key leadership positions within an organization.
Analytics in succession planning can help in improving employee
engagement in several ways:
Identifying high-potential employees: Succession planning analytics can
help identify employees who have the potential to take on leadership roles in
the future. By providing career development opportunities and training to
these employees, organizations can improve their engagement and
commitment to the company.

Ensuring fair and transparent processes: Succession planning analytics can

help ensure that the selection process for leadership positions is fair and
transparent. When employees feel that they have a fair chance to advance in
the organization based on their skills and performance, they are more likely
to be engaged and committed to the company.

Providing career development opportunities: Succession planning analytics

can help identify skills gaps and career development needs among
employees. By providing training and development opportunities,
organizations can help employees build the skills they need to succeed and
advance within the company. This can lead to increased engagement and
loyalty among employees.
Aligning employee goals with organizational goals: Succession planning
analytics can help align employee goals with the strategic goals of the
organization. When employees understand how their work contributes to the
success of the company, they are more likely to be engaged and motivated to
perform well.

In the case of Shell, analytics in succession planning could help identify

employees who have the potential to improve safety practices and reduce
recordable case frequency. By providing training and development
opportunities to these employees and aligning their goals with the company's
safety and business objectives, Shell could improve employee engagement
and commitment to safety practices, leading to improved safety performance
and business results.

6.People analytics also helped E.ON tackle employee

absence. Absenteeism in this German 43,000 +
people energy company has risen above the
benchmark. The analytics team formulated 55
hypotheses, tested 21 of them, and validated 11. One
of the examples written in the report was that selling
back untaken holidays did not increase absenteeism.
What did increase absence was a lack of a long
holiday somewhere during the year, or not taking a
day or two once in a while during the year. This
insight was communicated to managers to improve
holiday approval policies. Looking at the above case
study, define Workforce Scorecard. Organizations
that have successfully adopted the Workforce
Scorecard have passed three challenges of
development. Describe the three main challenges
citing examples from organizations.

Workforce Scorecard is a tool that organizations use to measure and monitor

their workforce performance against key strategic objectives. It is a
framework that helps organizations align their workforce strategy with their
overall business strategy, and it involves tracking and analyzing a set of key
performance indicators (KPIs) that are relevant to the organization's
workforce.

Organizations that have successfully adopted the Workforce Scorecard have

passed three challenges of development:

Aligning workforce strategy with business strategy: The first challenge is to

ensure that the organization's workforce strategy is aligned with its overall
business strategy. This involves identifying the key strategic objectives of
the organization and developing a workforce strategy that supports those
objectives. For example, if the organization's strategic objective is to
increase customer satisfaction, the workforce strategy may involve
improving employee engagement and training to enhance customer service
skills.

Defining relevant and meaningful metrics: The second challenge is to

identify and define the metrics that are relevant and meaningful to the
organization's workforce performance. These metrics should align with the
organization's strategic objectives and provide insights into the effectiveness
of the workforce strategy. For example, in the case of E.ON, the metric for
employee absence was identified as a key indicator of workforce
performance, and the analytics team formulated and tested hypotheses to
identify the factors that contribute to absenteeism.
Integrating data and analysis: The third challenge is to integrate data and
analysis into the organization's decision-making processes. This involves
collecting and analyzing workforce data on an ongoing basis and using the
insights gained to inform workforce decisions and actions. For example, in
the case of E.ON, the insights gained from the analytics team's analysis of
absenteeism were communicated to managers to improve holiday approval
policies and reduce absenteeism.

In summary, the Workforce Scorecard is a framework that helps

organizations align their workforce strategy with their overall business
strategy and track their workforce performance against key strategic
objectives. The three challenges of development that organizations must
pass to successfully adopt the Workforce Scorecard are aligning workforce
strategy with business strategy, defining relevant and meaningful metrics,
and integrating data and analysis into decision-making processes.