Week 1 Slides Instructor Copy HR Analytics PDF

HR Analytics BH3602/BH3606 @ Dr Naina Gupta Course Introduction and Overview @ Dr Naina Gupta Your instructor  Teaching  Research  Work Experience  Interests @ Dr Naina Gupta Your peers Name, One Interests (outside of your love for HR, of course ), One Internship (brief des...

HR Analytics BH3602/BH3606 @ Dr Naina Gupta Course Introduction and Overview @ Dr Naina Gupta Your instructor  Teaching  Research  Work Experience  Interests @ Dr Naina Gupta Your peers Name, One Interests (outside of your love for HR, of course ), One Internship (brief description of a preferably HR internship) @ Dr Naina Gupta Course Outline @ Dr Naina Gupta  Overarching Theme Technology and Human Resources @ Dr Naina Gupta Course Aims  Application of technology in HRM  Better delivery of HR programs/processes  Rapid access to HR data from all segments of employee life cycle  Better decisions for HR, partners and organization @ Dr Naina Gupta Learning Outcomes  Explain the benefits of application of technology in HRM  Explain the positive use of workforce analytics in different stages of employee life cycle  Generate descriptive and prescriptive HR analytics  Collaborate with other students in team environment  Communicate effectively with an audience for a business presentation  Engage in meaningful knowledge sharing and exchange perspectives with others @ Dr Naina Gupta Course Content  History of technology in HR  Data Analytic Process  Types of Analytics  Analytics for different stages of the employee life cycle  Role of AI in HR @ Dr Naina Gupta Before we move on, a brief survey  The focus is on how to make better decisions, not become a guru in analytics  We use basic Excel and statistics  If you wish to explore statistics, this is not the course for you. Do take the Research Methods course. @ Dr Naina Gupta Schedule (course outline on NTULearn)  Week 1-5  Technology in HR – Week 1 13th Jan  Nuts and Bolts – Week 2 & 3 (Week 3 HBL) 20th /27th Jan  Data analytics process – Week 4 & 5  Week 6-11  Analytics in Workforce Planning, Talent acquisition, engagement, development, and retention  Week 12-13  AI in HR  Group presentations @ Dr Naina Gupta Week 3 – Home based learning Asynchronous Class reading and individual work uploaded on Monday morning @ Dr Naina Gupta Assessments & rubrics Participation (15%) A1 Individual Report (20%) A2 Group Project A2,A3,A4 Report (25%) Presentation (10%) Quizzes – 3 (30%) @ Dr Naina Gupta Assessments and Rubrics @ Dr Naina Gupta Participation  Attitude (30%): Interest in class/group discussion, active listening to peers and instructor  Good Preparation (30%): Draws on course and reading content  Contributes (40%): Moves the conversation to new insights. @ Dr Naina Gupta Individual Report  Learning Objective: To explain the positive use of analytics for decision making and to generate HR analytics to solve real life people issues.  Instructions  Select one HR process based on case information & data provided  Analyse data using descriptive and prescriptive analytics to arrive at insights that could help address problems with or improve on the HR process.  Based on insights, suggest solutions and a plan to implement them.  Write a report (slide deck)  Data will be provided to you after Week 4.  Slide Deck Report is due after recess in Week 8. @ Dr Naina Gupta Assessment criteria (A2) 1. Define the problem 2. Devise strategies to solve the problem (possible causes using analytics) 3. Assess implementation feasibility (solution implementation, stakeholder, risks of solution, how will implementation be monitored) 4. Evaluate outcomes (results versus R1, future work?) The more contextualized to the company, the better you will do. Use of GenAI does not lead to good contextualization. @ Dr Naina Gupta Group Report  Learning Objective: To be able to identify problems and issues, generate possible solutions (after analytics), select appropriate solutions, examine implementation feasibility and evaluate outcome in the process of problem solving and making sound business decision.  Instructions: Your HR consulting team has been asked by an organization to review one of its HR processes and recommend appropriate improvements which will benefit all stakeholders concerned.  Case based on real-life organization and data (employee data confidential so created)  Report (Slide Deck) in Week 12  Presentation in Week 13 @ Dr Naina Gupta Assessment criteria for report (A2) 1. Define the problem 2. Devise strategies to solve the problem (possible causes using analytics) 3. Assess implementation feasibility (solution implementation, stakeholder, risks of solution, how will implementation be monitored) 4. Evaluate outcomes (results versus R1, future work?) The more contextualized the better you will do. @ Dr Naina Gupta Assessment criteria for presentation (A3) 1. Design Factors (group members get the same) – Message 2. Behaviorial factors (individually differentiated) 1. Verbal: Speech (volume and pace), grammar, pronunciation 2. Non-verbal: displays confidence, appropriate facial expressions, rapport building @ Dr Naina Gupta Peer Assessment (A4)  Roles & Responsibility  Communication  Conflict resolution  Contribution  Relationship @ Dr Naina Gupta Readings  Course Reserves (PLEASE CHECK NTULEARN)  Evans, James R. (2014) Business analytics. Pearson New International Edition  Diez, Bussin, & Lee. (2019) Fundamentals of HR Analytics  E-book  Articles accessible through library (citations on NTULearn) @ Dr Naina Gupta Course policies  Student responsibility  Absenteeism: Valid reasons (medical reasons supported by certification, participation in NTU approved activities) and application of LOA.  No class attendance, but participation marked every week  Must inform instructor via email before class.  Academic Integrity  NTU Honor code – Truth, Trust and Justice  Generative AI @ Dr Naina Gupta Academic Integrity Use of Generative AI @ Dr Naina Gupta SHIFTING GEARS @ Dr Naina Gupta History of Technology in HR Kavanagh, Thite, & Johnson, Chapter 1 (Book is not assigned for the course) @ Dr Naina Gupta  Historical Evolution of HRM and increasing role of technology Pre WW2: ‘Personnel’ Post WW2: Specialist Social Issues Era Cost Effectiveness Technological function divisions in (1963 – 1980): Era(1908s to early Advancement Personnel Human Resource 1990s): Era(1990s to today - Department Department transformational HR Emergence of + pressure to reduce Strategic HRM HR costs Paper record on More record keeping More data for legislative Cost-effectiveness of Human resource planning health/safety/payroll overall but computer compliance and more technology available so using HR information , HR technology to store computer technology even SMEs could afford Metrics, 6 Sigma processes increasing employee used as cost effective; MIS computer-based HR records mostly in defense for HRM industry @ Dr Naina Gupta  Historical development From transactional/traditional To transformational HR activities or activities or caretaker strategic partner Routine book- keeping Add value to the consumption of the Regular activities like selection, compensation, company product or service: retail staff performance management training to improve customer service @ Dr Naina Gupta  Popular HRIS software SAP SuccessFactors is a complex cloud-based software for enterprises as well as small organizations. The software enables users to access their account to view recruiting data, project updates and more in a mobile way. BambooHR’s software is ideal for small and medium sized businesses. Its user-friendly platform enables organizations to migrate data from basic spreadsheets to an advanced HRIS that fits their specific needs, Workday’s HRIS is suitable for organizations of all sizes and industries. The platform itself delivers user and administrative tools across financials, HR, planning, talent, payroll, and analytics in one place @ Dr Naina Gupta Brief history of HR Metrics and Analytics  Pioneering work by Dr Jac Fitz-enz, Saratoga institute (1984)  “How to measure HRM” – overview of metrics and formulas used to calculate (table 6.1, p.154 of text)  Kaplan and Norton (1996)  Balanced Score Card refined thinking (handoutp.324  Huselid (1995)  Work on high performance work systems showed that systematic management of HR made a difference to organizational effectiveness  Becker, Huselid and Ulrich (2001)  Developed HR Score Card  alignment of HR activities with strategy @ Dr Naina Gupta @ Dr Naina Gupta @ Dr Naina Gupta @ Dr Naina Gupta @ Dr Naina Gupta What do HR leaders expect from fresh graduates @ Dr Naina Gupta  We are fresh HR grads and very junior in the organization. What would you (Head of HR) require from us in terms of data analytics?  Angelena Cala – currently consultant, ex- Lemma Tree, Deutch Bank and so on  Data alone is meaningless. I will expect my HR graduate to ask questions on the context  In response to the question, foremost, - getting into what is the purpose of the change the mindset. Graduates have had analysis ? what is the narrative ? who’s the internship and summer job experiences to audience. For example - demographic data - allow for a smoother onboarding to the generational or gender diversity can give organization they join. Hence, whilst they insights to influence the talent acquisition may be “junior” or “fresh”, they do bring and development strategy or approach. It value especially in the field of analytics. Most can also help to provide the choices on senior HR practitioners will be about 2-3 benefits - like insurance or flexi- benefits generation (technology terms) behind and offering. may not have this module in their curriculum.  Or, the expectation is for a proactive proposal to use data to support some of the meetings, discussions that I may be entering into. Hence, it is important for the HR Grad to familiarize the availability of data within the HR organization and how to extract them when needed.  Robin Thadathil (HR head APAC -- P&G)  It is a great question, in fact most of the new hires are expected to analyses data and provide insights and recommendation based on that from very early days in the company.  I wouldn’t say create dashboard as the starting step, it will be more towards analyzing historical trends and looking for insights, analyzing survey of Focus Group data to draw insights to start with. McCartney, Murphy, C., & McCarthy, J. (2021). 21st century HR: a competency model for the emerging role of HR Analysts. Personnel Review, 50(6), 1495–1513. What do you know?  What was covered?  What was not covered?  Basic Excel  Advanced Excel use  Basic Statistical Analyses  Statistics – multiple regression, MANOVA  Descriptive/diagnostic analytics  Data visualization package like  Analytics  Insight Tableau – free trial  Communication of insights  Predictive modelling using coding  Context of business language or machine learning Main objective of analytics Managers make different and better decisions regarding human capital based on information received Do not “DO” analytics @ Dr Naina Gupta Using Metrics And Analytics Metrics Data (numbers) Descriptive detail about HR process, e.g. success in recruiting Analytics Strategies for combining data into metrics, Examining relationships or changes in metrics Depends on problems & opportunities facing managers @ Dr Naina Gupta Using Metrics And Analytics  Descriptive  What, how, when  Dashboards  Diagnostic  Identify patterns & causal mechanisms (correlations, regressions)  E.g. correlations between job satisfaction and turnover  Predictive analysis  Predict future outcomes, understand consequences of hypothesized change  E.g. use turnover data to suggest modifications to work design or benefits @ Dr Naina Gupta EZLINK CASE https://www.engagerocket.co/case-studies/ezlink @ Dr Naina Gupta What was interesting for you? What more would you like to know? @ Dr Naina Gupta  Step 1 – what problems Step 2 – determine Step 3 – report numbers in organization worth organization outcome in context Getting solving? what opportunities for associated with problem Started enhancing organization effectiveness? @ Dr Naina Gupta Getting Started  Step 1 – what problems in organization worth solving? what opportunities for enhancing organization effectiveness?  E.g. amount of time positions remain vacant is a concern  Step 2 – determine organization outcome associated with problem  E.g. for above problem, outcome  ‘total time required to fill positions’  Is the outcome metric appropriate – ‘why organization is interested’ test for intermediate or distal outcomes  Step 3 – report numbers in context  Trend information or internal benchmarking PLUS an interpretation of what the data means for manager decision (push and pull means of communication, CISCO) Case study – Regional Hospital Kavanagh, Thite and Johnson, 2012, 2nd edition (p.172) @ Dr Naina Gupta Discussion & sharing  Discuss the following questions  What opportunities do you see regarding ‘where’ and ‘how’ metrics and analytics might be applied in the organization  Identify 3 analyses and associated metrics you think might be useful for Regional Hospital to consider Next week – Nuts and Bolts @ Dr Naina Gupta