Business Intelligence and Its Use for Human Resource Managementf.docx

Business Intelligence and Its Use for Human Resource
Management
falseKapoor, Bhushan. The Journal of Human Resource and
Adult Learning6.2 (Dec 2010): 21-30.
Turn on hit highlighting for speaking browsers
Abstract (summary)
Translate AbstractUndo TranslationTranslateUndo Translation
Press the Escape key to close
FromTo
Translate
Translation in progress...
[[missing key: loadingAnimation]]
The full text may take 40-60 seconds to translate; larger
documents may take longer.
Cancel
Business intelligence plays a crucial role to achieve competitive
edge over competitors in the challenging economy we are in.
Businesses using a business intelligence methodology are able
to develop intelligence based information systems to gain useful
business insight and make faster and more reliable business
decisions. While many organizations are starting to use business
intelligence in many areas of their businesses and make
substantial gains, they have not taken advantage of this in
Human Resource Management area. In this paper we examine
leading BI vendors to look into the business intelligence and
data analytics features incorporated in their Human Resource
Management modules. [PUBLICATION ABSTRACT]

Management modules. [PUBLICATION ABSTRACT]
You have requested "on-the-fly" machine translation of selected
content from our databases. This functionality is provided
solely for your convenience and is in no way intended to replace
human translation. Show full disclaimer
Neither ProQuest nor its licensors make any representations or
warranties with respect to the translations. The translations are
automatically generated "AS IS" and "AS AVAILABLE" and
are not retained in our systems. PROQUEST AND ITS
LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL
EXPRESS OR IMPLIED WARRANTIES, INCLUDING
WITHOUT LIMITATION, ANY WARRANTIES FOR
AVAILABILITY, ACCURACY, TIMELINESS,
COMPLETENESS, NON-INFRINGMENT,
MERCHANTABILITY OR FITNESS FOR A PARTICULAR
PURPOSE. Your use of the translations is subject to all use
restrictions contained in your Electronic Products License
Agreement and by using the translation functionality you agree
to forgo any and all claims against ProQuest or its licensors for
your use of the translation functionality and any output derived
there from. Hide full disclaimer Translations powered by LEC.
Translations powered by LEC.
Full Text
· Translate Full textUndo TranslationTranslateUndo Translation
Press the Escape key to close
FromTo
Translate
Translation in progress...

[[missing key: loadingAnimation]]
The full text may take 40-60 seconds to translate; larger
documents may take longer.
Cancel
· Turn on search term navigationTurn on search term navigation
· Jump to first hit
Headnote
ABSTRACT
Management modules.
Keywords: Business Intelligence, Data Analytics, Data
Warehouse, Data Mart, Data Mining, Business Performance
Management, Key Performance Indicators, Dashboards.
INTRODUCTION
Business Intelligence (BI) refers to the ability to use
information to gain a competitive edge over competitors. It is
rated as the most wanted technology by businesses across the
world. Even in current times of economic downturn, when IT
budgets are being cut, BI is still among the top of executive's
priorities (Gartner, 2009).
Business Intelligence is a broad field that combines people
skills, technologies, applications, and business processes to
make better strategic and tactical business decisions. The
technologies and applications include data management methods

for planning, collecting, storing, and structuring data into data
warehouses and data marts as well as analytical tasks for
querying, reporting, visualizing, generating online active
reports, and running advanced analytical techniques for
clustering, classification, segmentation, and prediction. Data
warehouse focuses on enterprise wide data, and data mart is
restricted to a single process or a department, such as Human
Resources (HR) department.
Modern businesses face several challenges, and the challenges
almost always bring some opportunities along side. The goal of
BI is to help businesses face many of the challenges and seize
opportunities that exist in the market place. Due to advances in
technologies (e.g., improved data storage capabilities, wide use
of the Internet and Intranets) and regulatory changes (e.g., the
Sarbanes Oxley act of 2002, which mandates advance and
accurate reporting capabilities in corporate setting), businesses
are collecting and storing data at an alarming rate. Companies
collect large volumes of data on their employees, such as salary
information, performance reviews, and education level. As a
result, most organizations face an information overload. By
2020, the amount of data generated each year is projected to
reach 35 zettabytes (1 zettabyte = 1 billion terabytes, 1 terabyte
= 1000 gigabytes) (International data Corporation, May 2010).
And yet this same data, through proper management and
analysis, will afford companies the opportunity to optimize HR
and other business operations. Organizations are competing on
Business Intelligence not just because they can-business today
is awash in data and data crunchers-but also because they
should (Davenport, 2006). For example, data on education,
skills and past performance of their employees will help
companies identify the critical talent within the organization
and ensure HR retains it. The data management and analytics
components of Business Intelligence systems are designed to be
able to collect data from various sources, convert the raw data
into useful actionable information or knowledge. Employee data
is generally housed in separate HR systems based on vertical

HR functions, such as benefits, payroll and compensation,
leave, training and surveys and/or horizontally across functional
areas. Companies need to identify all internal and external data
sources and then consolidate the data into a HR data mart. Some
examples of external data sources are US Bureau of Labor
Statistics, Employment and Earnings, Collective agreements,
Industry benchmarks, and Labor regulations. There are
numerous Extract, Transform, and Load (ETL) tools on the
market to extract data from both internal and external sources
and combine them into a data mart or a data warehouse (IBM
White Paper, March 2009).
Another challenge contemporary businesses are facing today is
that the business environment is constantly evolving into a more
complex system. And with global competition and the flat and
connected new world (Friedman, 2004), decision-making in
organizations has become increasingly intricate and convoluted.
The availability of relatively cheap labor and growing
consumers in developing countries, and aging population in the
US, has put pressure on the organizations to go global for
business opportunities. This creates challenges for global
organizations' HR departments to manage workforce diverse in
cultures, time zones, expertise, benefits, and compensations.
Given that total workforce compensation represents 60% to 70%
of the general expenses, businesses are under pressures to
respond quickly to the dynamic conditions of the business
environment. The response often involves redesigning
organizational structures, redefining value propositions, and
streamlining processes. Business Intelligence and analytics can
aid in making informed decisions based on knowledge extracted
from the data and options at hand. Organizations that have
successfully implemented BI are able to make decisions quickly
and with more accuracy. They have better and faster access to
the key activities and processes that the organizations and its
functional departments must pursue to meets its goals and
objectives.
COMPONENTS OF A BUSINESS INTELLIGENCE SYSTEM

The BI system consists of a number of component systems that
are interdependent. For the system to function effectively the
components must work in an integrated and coordinated way.
The various BI components may be broadly classified into the
following four sub-systems: Data Management, Advanced
Analytics, Business Performance Management, and Information
Delivery.
1. The Data Management sub-system includes components,
relating to Data warehouses, Data marts, and Online Analytical
Processing (OLAP). The people who work mainly in this area
are "technologists", who specialize in Computer Science,
Management Information Systems (MIS), or a related discipline.
This sub-system deals with all aspects of managing the
development, implementation and operations of a data
warehouse or data mart including extraction, transformation,
cleaning, and loading of data from different sources. The
subsystem also includes meta-data management, security
management, backup and recovery, and data distribution.
The data warehouse is the foundation for business intelligence
system operations, two of which are multi dimensional analysis
through OLAP and data analytics. The core of any OLAP system
is an OLAP cube (also called a 'multidimensional cube' or a
hypercube). An OLAP cube is a data structure that allows fast
and efficient analysis of large volumes of data from multiple
dimensional views.
Online analytical processing, as defined by the OLAP Council,
is a category of software technology that enables analysts,
managers and executives to gain insight into data through fast,
consistent, and interactive access to a wide variety of possible
views of information that have been transformed from raw data
to reflect real dimensionality of the enterprise as understood by
the user. OLAP functionality is characterized by dynamic multi-
dimensional analysis of consolidated enterprise data supporting
end user analytical and navigational activities including
calculations and modeling applied across dimensions, through
hierarchies and/or across members, trend analysis over

sequential time periods, slicing subsets for on-screen viewing,
drill down to deeper levels of consolidation, reach-through to
underlying detail data, and rotation to new dimensional
comparisons in the viewing area. OLAP is implemented in a
multiuser environment and offers consistent, quick response,
regardless of database size and complexity. OLAP helps the
user synthesize information through comparative, personalized
viewing, as well as through analysis of historical and projected
data in various "what-if" data model scenarios. This is achieved
through use of an OLAP server.
The data warehousing and OLAP focus on gaining insight into
their historic data stored in their data warehouses. They use the
past data to answer questions, such as - What happened? Why
did it happen? For example, the employees' past data can shed
light on employee attrition fluctuations and factors that were
responsible for the fluctuations.
While there is value in knowing what happened in the past, The
Advanced Analytics subsystem enables organizations to answer
deeper questions, such as - What if the trend continues? What
are the best actions to take? What will happen as a result of
these actions?
2. The Advanced Analytics sub-system includes analytic
functions based on statistics, data mining, forecasting,
predictive modeling, predictive analytics, and optimization. The
people who work mainly in this area are "super users", who
specialize in Mathematics, Statistics, Management Science or a
related discipline.
Large BI vendors have incorporated comprehensive statistics
packages within their BI software system. For example, IBM
has incorporated the SPSS with their BI Cognos system, and
SAS Inc. has developed their BI software with a core consisting
of their celebrated statistical packaged software. Microsoft has
developed XLSTAT, an add-on to Excel for Statistics and
multivariate data analysis. Along with the inclusion of
statistical capabilities, BI vendors have also incorporated Data
mining capabilities in their software. Data mining is an

extension of statistical techniques such as, classical and
artificial intelligence. Statistical techniques are generally
applied to relatively small size random sample data specifically
collected to validate a hypothesis, and the techniques conform
to a set of assumptions about the population. These statistical
techniques are called 'verification driven techniques'. Data
mining includes techniques - called 'discovery driven
techniques' - that can attempt to discover information by using
appropriate algorithms automatically. These techniques can be
regarded as discovering information by exploration (Kim, 2002;
tan, Steinbach, Kumar, 2006; Shmueli, Patel, Bruce, 2010).
3. The Business Performance Management sub-system consists
of processes for strategic goals and objectives, performance
measurement and mentoring, analyzing performance and making
decisions to improve business performance.
Strategic Goals and Objectives - A strategic goal is a broad
statement of what the management wants to achieve, and an
objective is usually time bound specific course of action that
contributes to the achievement of the strategic goal. There may
be several objectives pertaining to a goal. Here is an example of
a goal and its two objectives as planned by Human Resources
department of the state of California (http://www.dpa.ca.gov/hr-
mod/ accomplishments-and-goals/mission-statement-goals-and-
objectives.htm):
Goal: Improve and instill high performance in the workplace.
The primary purpose of employee learning and performance
management is to improve both employee and organizational
performance. Within state service, staff development is too
often considered an expense rather than an investment. This
goal will establish performance management as a basic
objective for improving service to internal and external
customers including the citizens of California.
Objective #1: Ensure supervisors/managers acquire, implement,
and apply principles necessary to foster high performance in the
workplace.
Currently, employee appraisals are done irregularly, despite the

requirements for annual appraisals and individual development
plans. As we convert to a competency-based HR system,
performance will be used to assess current competencies,
identify training needs, and better align resources to achieve
organizational effectiveness. It is essential
supervisors/managers continually provide meaningful feedback.
Properly trained, informed and accountable management is the
key to establish and foster high performance. To achieve this,
performance management training and training assessment
methods must be established to evaluate the effectiveness of the
training received. Continuing education and resources (e.g.
communication forums, webcasts) must be made available to
keep supervisors/ managers informed and apprised of industry
best practices. Automated tools must also be created and made
available to support improved methods for ascertaining the
achievement of performance goals and objectives. These will
further provide opportunities to more effectively measure
management compliance. A compliant, consistent, and available
80-hour supervisor/manager training program will be deployed
by winter 2009.
Objective #2: Ensure supervisors/managers conduct meaningful
timely performance appraisals.
This objective will equip supervisors/managers with the skills
necessary to provide constructive feedback to staff.
Supervisors/managers will be held accountable in their personal
performance appraisals for assessing their staff. Initial learning
management tools will be available by summer 2009.
Identification of performance management tool(s) will be
accomplished by fall 2009.
Organizations make operational and financial plans to achieve
organization's strategic goals and objectives, and then initiate
projects to implement the plans.
(1) Performance Measurement and Monitoring - During the
entire period of the project, the outcomes are measured and
trends are monitored in real time. The measurements are done
according to certain key performance indicators (KPIs). The

KPIs need to be designed for each functional area and for each
of the levels in the organization starting from the highest,
moving towards the lowest.
Performance indicators are leading indicators that gauge the
outcome by examining incremental progress of the project.
Performance indicators with respect to human resources may
include employee retention, job satisfaction, compensation and
rewards, employee training, accident levels, employee
absenteeism, and employee performance.
(2) Analyzing Performance - KPIs are compared to the strategic
goals and objectives. The results are utilized to monitor, further
analyze and act to improve performance. The Advanced
Analytics subsystem enables organizations to make informed
decisions to align their goals and objectives, as well as
programs and budgets to the performance indicators.
(3) Decision Making and Performance Feedback - The
organizations are able to adjust their goals and objectives,
modify programs, and re-allocate resources and funds.
Performance measures in essence provide a feedback loop in the
process of business performance management.
4. The Information Delivery sub-system gives the business users
the ability to access reports and continuously monitor
organizational performance at enterprise and lower levels.
According to his or her role as a technocrat, super user, middle
manager, executive manager, or operational user, he or she will
be given role-based rights to access relevant reports in summary
and/or detailed formats. End users are also able to monitor the
key activities such as trends, metrics, and KPIs in easy-to-
understand designs, such as configurable information portals,
scorecards and dashboards. Depending on an individual's role
and responsibility, he or she is presented with the trends,
metrics, and KPIs at appropriate aggregate levels with security
to block non-privileged items.
BUSINESS INTELLIGENCE ADOPTION IN INDUSTRY AND
HUMAN RESOURCES
BI is gaining rapidly in popularity, faster than most anticipated.

In a report done in April 2010, it was found that the BI
platforms, analytic applications and performance management
(PM) software revenue surpassed $9.3 billion in 2009, a 4.2
percent increase from the 2008 revenue of $8.9 billion (Gartner,
April 2010).
BI platforms were found to have a $5.98 billion (64.2%) market
share of total worldwide BI software revenue. Corporate
performance management (CPM) suites were found to have a
$1.94 billion (20.8%) market share, and analytic applications
and performance management software were found to have a
$1.40 billion (15%) market share. Details are given in Table 1.
The BI software market significantly outperformed the overall
enterprise software market in 2009. Seeing tremendous
opportunities in Business Intelligence, there has been a large
number of acquisitions and mergers of BI companies by
software giant vendors reported in the past few years. Major
software vendors have made business intelligence software their
focal product to develop or acquire, and sell or service. The top
four vendors (SAP, SAS Institute, Oracle, and IBM) makeup
most of the BI market with 64% market share in 2009 - SAP
(23.4%), SAS Institute (14.4%), Oracle (14.4%), and IBM
(11.1%) (Gartner, April 2010). The following table gives the
major BI vendors, their recent BI acquisitions, and price paid.
SAP paid 6.8 billion to acquire Business Objects in 2007, which
was number one in business intelligence at that time. The same
year, Oracle bought Hyperion for 3.3 billion and IBM bought
Cognos for 5 billion. Business Objects, Hyperion and Cognos
were leaders in business intelligence before they were bought
over by the software giants. IBM and Oracle acquired the most
BI software and paid a hefty price for that. Each software giant
has benefitted tremendously because of acquiring these BI
focused companies. The software giant vendors now offer
several BI products and are leaders in the area. Each one of
them also offers HR modules along with business intelligence
and data analytics capabilities. The following table gives HR
module names, and names of the embedded BI and data

analytics products.
BUSINESS INTELLIGENCE AND DATA ANALYTICS
FEATURES IN HUMAN RESOURCES
As stated in the previous section, the software joints offer many
BI products, including HR embedded with business intelligence
and data analytics capabilities. The vendors claim the following
features and functions in their software:
SAP ERP Workforce Analytics
This product includes features and functions that support these
business activities (http://www.sap.com/solutions/business-
suite/erp/featuresfunctions/workforceanalysis/index.epx):
* Workforce Planning
Understand current workforce trends - and plan future needs -
by using workforce demographic data. Use predefined reports to
analyze headcount development, turnover rates, and workforce
composition. Link the results of this analysis directly into
headcount planning, budgeting, and key talent processes, such
as recruiting and learning.
* Workforce Cost Planning and Simulation
Support HR professionals in all workforce cost-planning tasks,
and empower HR executives to develop effective strategies.
Provide access to a broad range of workforce-related data to
support accurate planning, facilitate simulated planning
scenarios, and enable continuous monitoring of actual
performance relative to plan.
* Workforce Benchmarking
Measure standard workforce processes. Compare the
measurements with external benchmarks and internal operating
thresholds.
* Workforce Process Analytics and Measurement
Measure and analyze typical core HR processes, such as payroll,
employee administration, time management, and benefits.
Analyze organizational structures, relationships, and attributes
of jobs and positions.
* Talent Management Analytics and Measurement
Analyze employee skills and qualifications. Evaluate the

efficiency of your recruiting processes. Measure the
effectiveness of your learning programs. Assess how well your
succession programs prepare your employees to assume key
positions - and ensure continuity of operations. Monitor the
progress of aligning employee goals with corporate goals.
Analyze the cost-effectiveness of employee compensation
programs
* Strategic Alignment
Ensure that all business activities are in line with the strategic
goals of your organization. Help Employee teams work toward
common objectives, regardless of location. Use a balanced
scorecard framework, with predefined workforce scorecards that
can be integrated into department and individual management-
by-objective (MBO) documents to align employee goals with
corporate strategy.
SAS Human Capital Predictive Analytics and Retention
Modeling
This product includes the following features
(http://www.sas.com/solutions/hci/hcretention):
* Predicted Turnover Percentage
Ranking by high, medium and low risk of voluntary termination
* Causes of Voluntary Termination
Showing each cause identified by the model in an individual
report.
* Organization Exposure
Looking at the high-risk group only and showing a hierarchical
view starting at the top and drilling down through all
organizational levels.
* High Risk by Job Category
Identifying those in the high-risk group by EEO job category
* Top 50 Employees at High Risk
Pinpointing the 50 employees most likely to voluntarily leave
* Top Performer
Identify high-risk top performers and define their reasons for
leaving.
Oracle Human Resources Analytics

This product includes the following features
(http://www.oracle.com/us/solutions/ent-performance-bi/hr-
analytics-066536.html):
* Workforce Insight
Monitor workforce demographics in line with your recruitment
and retention objectives. Analyze efficiency of the entire
recruitment process lifecycle, understand and prevent the
drivers of employee turnover.
* Targeted Workforce Development
Gain insight into the movement of top and bottom performers in
the organization to engage and develop internal talent. Gain
insight into learning demand by analyzing course enrollments
by job, delivery methods, and organizations.
* Improved Compensation
Understand how compensation impacts performance, ensure
compensation is equitable and consistent across roles, and align
variable compensation with your organization's objectives and
goals.
* Leave and Absence
Get a comprehensive view into employees' current, planned, and
historical absence events; monitor absence trends as a predictor
for employee engagement.
* Better Understanding of HR Performance
Assess HR's overall performance and employee productivity
using industry benchmarks such as revenue per employee,
contribution per headcount, and return on human capital.
* US Statutory Compliance
Monitor US EEO, AAP, and Vets100 compliance reporting.
* Workforce Planning
Monitor workforce demographics in line with your recruitment
and retention objectives. Analyze efficiency of the entire
recruitment process lifecycle, understand and prevent the
drivers of employee turnover.
* Workforce Cost Planning and Simulation
Support HR professionals in all workforce cost-planning tasks,
and empower HR executives to develop effective strategies.

Provide access to a broad range of workforce-related data to
support accurate planning, facilitate simulated planning
scenarios, and enable continuous monitoring of actual
performance relative to plan.
* Workforce Benchmarking
Measure standard workforce processes. Compare the
measurements with external benchmarks and internal operating
thresholds.
* Workforce Process Analytics and Measurement
Measure and analyze typical core HR processes, such as payroll,
employee administration, time management, and benefits.
Analyze organizational structures, relationships, and attributes
of jobs and positions.
* Talent Management Analytics and Measurement
Analyze employee skills and qualifications. Evaluate the
efficiency of your recruiting processes. Measure the
effectiveness of your learning programs. Assess how well your
succession programs prepare your employees to assume key
positions - and ensure continuity of operations. Monitor the
progress of aligning employee goals with corporate goals.
Analyze the cost-effectiveness of employee compensation
programs
IBM Cognos Business Intelligence and Human Resource
Performance Management
This product includes the following features pertaining to the
following five HR core areas (http://www-
01.ibm.com/software/data/cognos/solutions/human-
resources/index.html):
* Organization and Staffing
What job functions, positions, roles and capabilities are
required to drive the business performance?
* Compensation
How should we reward our employees to retain and motivate
them for full performance?
* Talent and Succession
What are the talent and succession gaps we must address to

ensure sustained performance?
* Training and Development
What training and development do we need to maximize
employee performance? Is there a clear payback?
* Benefits
How do we manage costs and incentives for better performance?
SUMMARY AND CONCLUSION
Business Intelligence is helping businesses become more
competitive. Because of technological progress and regulatory
changes, businesses are collecting and storing data at an
alarming rate. Because the business environment is constantly
changing, decision making in organizations has become
increasingly intricate. Business Intelligence is helping
organizations make faster and more reliable information based
business decisions.
Business Intelligence is seen as consisting of four major inter-
dependent sub-systems - Data Management, Advanced
Analytics, Business Performance, and Information Delivery sub-
system. The Data Management subsystem handles data storage
into databases, data warehouses, and data marts. With On-line
Analytical Processing (OLAP) built into the system, it is
possible to do multi-dimensional analysis on the data. The
Advanced Analytics processing system includes analytic
methods based on statistics, data mining, forecasting, predictive
modeling, predictive analytics, and optimization. The Business
Performance system consists of processes for performance
measurement and mentoring and making decisions to improve
business performance. Key Performance Indicators (KPIs) take
a prominent role in this sub system. KPIs are defined to
measure progress toward organizational goals. The Information
Delivery subsystem provides information to users in real time
and in a format they want it. End users are able to monitor the
key activities in easy-to-understand formats, such as
configurable information portals, scorecards and dashboards.
Having seen Business Intelligence as the core enterprise
strategy, the giant software vendors have spent billions on

acquiring other business intelligence focused companies. The
giant vendors have now business intelligence solutions for
organizations of most types and sizes. While many
organizations have purchased their BI software and are starting
to use in many areas of their businesses and make substantial
gains, but they have not taken advantage of this in Human
Resource Management area. Executives view Human Resources
more of a cost center, and less of a strategic asset within their
organizations. In the last section of the paper we have examined
the leading vendors to look into the business intelligence and
Management software. By taking advantage of the rich business
intelligence features in these and other similar products, Human
Resources can position itself as essential value-adding
department of the organization.
References
REFERENCES
Davenport, Thomas H. (2006 January). Competing on Analytics,
Harvard Business Review, Prod. #: R0601H-PDF-ENG.
Friedman T. L. (2004). The World is Flat New York: Farrar,
Straus and Giroux.
Gartner (2009 February). "Business Intelligence ranked Top
Technology Priority by CIOs for Fourth Year in a Row".
Gartner (2010 April). "Market Share: Business Intelligence,
Analytics and Performance management Software Worldwide,
2009".
International Business Machines (IBM) (2009 March). "How
Smart HR departments win with Business Intelligence?"
International Data Corporations (IDC) (2010 May). "The Digital
Universe Decade - Are you Ready?"
International Data Corporations (IDC) (2010 September).
"Worldwide Business Analytics Software 2010-2014 Forecast
and 2009 Vendor Share".
Kim, D. A. (2002 March). Information Visualization and Visual
Data Mining. IEEE Transactions on Visualization and Computer
Graphics, Vol. 8, Issue 1.

Shmueli, Galit, Nitin R. Patel, and Peter C. Bruce (2010). Data
Mining for Business Intelligence, Wiley Publication.
Tan, Pang-Ning, Michael Steinbach, and Vipin Kumar (2006).
Introduction to Data Mining, Pearson Publication.
AuthorAffiliation
Bhushan Kapoor, Professor and Chair
Mihaylo Faculty Fellow
Department of Information Systems & Decision Sciences
California State University, Fullerton, USA
Word count: 4043
Show less
You have requested "on-the-fly" machine translation of selected
content from our databases. This functionality is provided
solely for your convenience and is in no way intended to replace
human translation. Show full disclaimer
Neither ProQuest nor its licensors make any representations or
warranties with respect to the translations. The translations are
automatically generated "AS IS" and "AS AVAILABLE" and
are not retained in our systems. PROQUEST AND ITS
LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL
EXPRESS OR IMPLIED WARRANTIES, INCLUDING
WITHOUT LIMITATION, ANY WARRANTIES FOR
AVAILABILITY, ACCURACY, TIMELINESS,
COMPLETENESS, NON-INFRINGMENT,
MERCHANTABILITY OR FITNESS FOR A PARTICULAR
PURPOSE. Your use of the translations is subject to all use
restrictions contained in your Electronic Products License
Agreement and by using the translation functionality you agree
to forgo any and all claims against ProQuest or its licensors for
your use of the translation functionality and any output derived
there from. Hide full disclaimer Translations powered by LEC.
Translations powered by LEC.
Copyright Journal of International Management Studies Dec
2010
Indexing (details)
Cite

Subject
Studies;
Human resource management;
Data mining;
Business intelligence software;
Data analysis
Classification
9130: Experiment/theoretical treatment6100: Human resource
planning5240: Software & systems
Title
Business Intelligence and Its Use for Human Resource
Management
Author
Kapoor, Bhushan
Publication title
The Journal of Human Resource and Adult Learning
Volume
6
Issue
2
Pages
21-30
Number of pages
10
Publication year
2010
Publication date
Dec 2010
Year
2010
Publisher
Journal of International Management Studies
Place of publication
Beaverton
Country of publication
United States

Publication subject
Business And Economics--Personnel Management, Education--
Adult Education
ISSN
18172105
Source type
Scholarly Journals
Language of publication
English
Document type
Feature
Document feature
Tables;References
ProQuest document ID
867401292
Document URL
https://login.libproxy.edmc.edu/login?url=http://search.proquest
.com.libproxy.edmc.edu/docview/867401292?accountid=34899
Copyright
Copyright Journal of International Management Studies Dec
2010
Last updated
2011-10-05
Database
2 databases
Reference Citation:
Kapoor, B. (2010). Business intelligence and its use for human
resource management. The Journal of Human Resource and
Adult Learning, 6(2), 21-30. Retrieved from
http://search.proquest.com/docview/867401292?accountid=3489
9

B6111 LASA 2—IT Strategic Planning Rubric
NOTE: If a component is absent, student receives a zero for that
component.
Assignment Component
Unsatisfactory
70 – 77%
(C- to C)
Emerging
78 – 82%
(C+ to B-)
Proficient
83 – 89%
(B to B+)
Exemplary
90 – 100 %
(A- to A)
Score
List specific business goals (minimum 2–3) for the next year or
two.
For each goal: explain the rationale of the goal, provide one
objective, and explain what the company needs to do to achieve
that goal.
Course Objectives (CO) 3

Program Outcomes (PO) 1.1, 1.2, 2.2, 2.3, 4.1
Goals listed are incomplete, inappropriate, or severely
underdeveloped. Minimum number of goals is not met.
Rationales are inappropriate or unreasonable for most goals.
Objectives and plans to achieve goals are severely
underdeveloped or unreasonable.
Goals listed are generally appropriate but are either unclear or
too vague. Minimum number of goals is present.
Rationales are generally appropriate and attainable for each
goal, but specifics are missing. Objectives and plans to achieve
goals are a bit unclear or somewhat unreasonable.
Goals listed are clear, appropriate, and meet the required
minimum.
Rationales are clear, appropriate, and reasonable for each goal.
Objectives and plans to achieve goals are clear, appropriate, and
reasonable.
Goals listed are clear, appropriate, insightful, and meet the
required minimum.
Rationales are clear, insightful, appropriate, and reasonable for
each goal. Objectives and plans to achieve goals are clear,
insightful, appropriate, and reasonable.
36
Explain how the IT strategies will provide a competitive
advantage for the business.
CO1
PO 1.2, 2.1
Explanation of how IT strategies will provide competitive

advantage for business is inappropriate. Too few details or
research are provided or they are unsupportive.
Explanation of how IT strategies will provide a competitive
advantage for the business is somewhat unclear or incomplete.
Details and research are provided but how they support ideas is
unclear.
Strategies describe benefits, but how they relate to the
organization is unclear.
Explanation of how the IT strategies will provide a competitive
advantage for the business is clear and appropriate. Specific
details and research are used to support ideas.
Strategies describe how the organization will benefit, but
description is vague.
Explanation of how IT strategies will provide a competitive
advantage for the business is insightful and appropriate.
Specific details and research are integrated to support ideas.
Strategies describe how the organization will increase revenue,
lower cost, increase quality, speed, or efficiency, or some other
tangible benefit.
36
Align the IT strategies with business goals and objectives and
provide a justification of how those strategies support business
goals.
CO1,4
PO 1.2, 2.1, 2.2, 2.3
Alignment of IT strategies with business goals and objectives is
unreasonable or severely lacking development. Justification of
how those strategies support business goals is unsupportive or
inaccurate.

somewhat incomplete or unclear. Justification of how those
strategies support business goals is somewhat unclear or
incomplete. Example and evidence is present but how they
support ideas is unclear.
reasonable and clear. Justification of how those strategies
support business goals is clear and provides both examples and
evidence to support ideas.
insightful. Justification of how those strategies support business
goals is insightful and integrates both examples and evidence to
support ideas.
36
Describe the structure of the organization including:
Organizational design
Organizational culture
Leadership factors
Business processes
Physical layout
CO4
PO 1.1, 2.1, 2.2, 2.3
Organizational structure description is severely incomplete or
inaccurate. Description includes explanation of the interaction
of IT systems and information, but it is inaccurate.
Organizational culture describes what guides organizational

behaviors and how they impact performance, but description is
incomplete. Leadership assessment describes leadership style
and composition, but is incomplete.
Business processes are identified, but are not key or are not
complete.
Organizational structure describes work assignments, but is
missing specific information about what is needed to complete
it. Description includes explanation of the interaction of IT
systems and information, but it is severely incomplete.
incomplete. Leadership assessment describes leadership style
and composition, but is incomplete.
Key business processes are vaguely identified.
Organizational structure describes what is needed to complete
work assignments. Description includes broad explanation of
the interaction of IT systems and information flow, but is
lacking specifics.
not specific. Leadership assessment describes leadership style
and composition.
Key business processes are identified, but not evaluated.
Organizational structure describes the key roles,
responsibilities, decision-making authority, and expertise
required to complete work assignments. Description includes
summary of how structure interacts with IT systems to facilitate
or block information flow across structural boundaries.
Organizational culture describes the unwritten rules and norms
that guide organizational behaviors, and how these behaviors

impact (positively or negatively) organizational performance.
Leadership assessment describes how leadership style and
composition impacts organizational performance.
Key business processes are identified and evaluated in terms of
organizational performance.
36
Describe the current IT infrastructure. This should include
hardware, software, network, and IT resources.
CO 1
PO 1.2, 2.1
Description of the organization’s IT infrastructure is severely
incomplete or inaccurate. Too many necessary components are
present.
Description of the organization’s IT infrastructure is somewhat
incomplete, although accurate. Most of the necessary
components are present and clearly described.
Description of the organization’s IT infrastructure is clear and
complete. All necessary components are present and thorough
described.
Description of the organization’s IT infrastructure is insightful
and thorough. All necessary components are present and
thoroughly described.
36
Describe internal and external challenges IT faces in meeting
the business needs.
CO 2
PO 1.2, 2.1, 2.2, 2.3, 3.3, 4.2

Challenges described are inappropriate for the organization and
business needs. Internal and external challenges are present, but
one or both may be inaccurate. Explanation is inaccurate and
lacking details for support.
Challenges described are somewhat unclear, but appropriate for
the organization and business needs. Both internal and external
challenges are present, although may not be balanced.
Explanation is incomplete and details are unclear.
Challenges described are clear and appropriate for the
organization and the business needs. Both internal and external
challenges are present and balanced. Explanation is clear and
complete. Specific details are used to support ideas.
Challenges described are insightful, precise, and appropriate for
the organization and the business needs. Both internal and
external challenges are present and balanced. Explanation is
insightful and comprehensive. Specific details are integrated to
support ideas.
44
Describe risks IT might face when implementing change,
including any ethical and/or social issues brought about by the
implementation of the new system.
CO 5
PO 4.1, 4.2, 4.3
Risks identified are inappropriate for implementation. Ethical
and/or social issues brought about by the implementation are
discussed but inappropriate for the situation or implementation.
Risks of IT implementation are not thoroughly assessed.
Cultural risks are not thoroughly assessed.
Risks identified are appropriate and clearly explained, although
a few facets of implementation are missing. Ethical and/or

social issues brought about by the implementation are discussed
and appropriate, but are missing depth.
Risks of IT implementation are assessed, but not directly in
terms of organizational structure.
Cultural risks are assessed, but directly in terms of
organizational behavior.
Risks are clearly identified, are reasonable, and represent all
facets of implementation. Ethical and/or social issues brought
about by the implementation are highlighted and are appropriate
for the situation.
Risks of IT implementation are assessed in terms of
organizational structure. However, assessment is broad and does
not address all the necessary specifics.
Cultural risks are assessed in broad terms of organizational
behavior.
Risks identified are insightful, reasonable, clearly explained and
represent all facets of implementation. Ethical and/or social
issues brought about by the implementation are highlighted and
are astute for the situation.
Risks of IT implementation are assessed in terms of being fit
with current organizational structure, including any conflicts
with current roles, responsibilities, decision-making authority,
and skills/expertise required to perform assigned work.
Cultural risks are assessed in terms of contradicting established
organizational behaviors or requiring new behaviors to adopt
the new system.
48
Ensure academic writing, such as grammar, spelling, and
attribution of sources, is appropriate.
Writing is unclear and disorganized and rereading to solidify

understanding is frequently necessary. Although an attempt at
ethical scholarship is attempted, it is sloppy or incomplete
throughout. Spelling, grammar, or punctuation errors severely
interfere with readers’ comprehension.
Writing is somewhat clear and is somewhat organized, although
rereading to solidify understanding is occasionally necessary. It
demonstrates an attempt at ethical scholarship in accurate
representation and attribution of sources, but errors are
occasional or minor. Writing has good spelling, grammar, and
punctuation, but errors somewhat interfere with readers’
comprehension.
Writing is generally clear and in an organized manner. It
demonstrates ethical scholarship in accurate representation and
attribution of sources; and generally displays accurate spelling,
grammar, and punctuation. Errors are few, isolated, and do not
interfere with reader’s comprehension.
Writing is clear, concise, and in an organized manner;
demonstrates ethical scholarship in accurate representation and
attribution of sources; and displays accurate spelling, grammar,
and punctuation.
28
Total
300
Page 1 of 5
Managerial Application of Technology
©2012 Argosy University Online Programs
Page 5 of 5

Managerial Application of Technology
©2012 Argosy University Online Programs
LASA 2—IT Strategic Planning
Using a company of your choice, determine the strategic
business goals. Develop an IT strategy that aligns to the
business goals. You can use the balanced scorecard approach or
you can develop your own method for defining and aligning the
IT strategy to the business strategy. You will need to cite at
least two credible sources that will provide justification for
your strategy or approach.
Finding a company: If you are employed, it is best for you to
use your current place of employment so you can practically
apply the concepts in this assignment. Alternatively, you can
use a nonprofit organization or any other organization you may
have ties or access to.
Your IT strategy should include:
· Business Goals and Objectives
· List at least two or three specific business goals for the next
year or two with an explanation of the business’ rationale for
the goal.
· List an objective for each business goal to explain what the
company needs to do to achieve the goal.
· IT Strategies aligned with business goals and objectives
· List one or two IT strategies for each business goal
· These should be recommended strategies that would enable the
business goals and objectives to be achieved.
· If your company already has IT strategies, you may provide an
analysis and justification or new recommendation for each of
the strategies
· Organizational Structure
· Describe the structure of the organization including:
· Organizational design
· Organizational culture
· Leadership factors (the types of leadership displayed within

the company)
· Business processes
· Physical layout (i.e., how many offices, virtual offices,
international locations)
· IT Infrastructure
· Describe the current IT infrastructure including:
· Hardware
· Software
· Network
· IT resources
· This should be a high-level overview
· IT Challenges
· Describe internal and external challenges IT faces in meeting
the business needs
· Include social and/or ethical considerations
· Risks
· Describe risks IT might face when implementing change
As you develop your strategy, you may want to consider the
following:
· An effective IT strategy will enable the business operations ,
helping business leaders achieve business goals more efficiently
and effectively.
· Focus on top priorities. Take the time to understand
organizational issues, how they are related, and how they affect
performance. Determine what will happen if nothing changes
and where IT can have the greatest, positive impact.
· Identify how IT supports business processes. The business is
relying on their capabilities to achieve the business goals. The
IT strategy should include a plan for supporting those business
capabilities, creating efficiencies, and competitive advantage
for the business.
· Define IT priorities and governance for IT. Without priorities
and a process for IT governance in place, progress will be
slowed. An agreed upon plan for governing IT will enable the
decision process.
Understand the challenges. Improving processes and increasing

efficiencies through IT implementation also requires behavioral
and sometimes organizational change. With these changes come
inherent challenges. Understanding and planning for those
challenges will increase the chance of success in meeting the
business goals.
Note: You will use the information from this assignment to
develop an executive summary of your IT strategy in Module 7.
Write an 8–10-page paper in Word format. Apply APA
standards to citation of sources. Use the following file naming
convention: LastnameFirstInitial_M6_A2.doc.
By Wednesday, October 9, 2013, deliver your assignment to the
M6: Assignment 2 Dropbox.
This assignment is worth 300 points and will be graded using a
rubric.
Assignment 2 Grading Criteria
Maximum Points
List specific business goals (minimum 2–3) for the next year or
two.
For each goal: explain the rationale of the goal, provide one
objective, and explain what the company needs to do to achieve
that goal.
36
Explain how the IT strategies will provide a competitive
advantage for the business.
36
Align the IT strategies with business goals and objectives and
provide a justification of how those strategies support business
goals.
36
Describe the structure of the organization including:
Organizational design
Organizational culture
Leadership factors
Business processes
Physical layout

36
Describe the current IT infrastructure. This should include
hardware, software, network, and IT resources.
36
Describe internal and external challenges IT faces in meeting
the business needs.
44
Describe risks IT might face when implementing change,
including any ethical and/or social issues brought about by the
implementation of the new system.
48
Ensure academic writing, such as grammar, spelling, and
attribution of sources, is appropriate.
28
Total:
300

Business Intelligence and Its Use for Human Resource Managementf.docx

Recommended

Recommended

More Related Content

Similar to Business Intelligence and Its Use for Human Resource Managementf.docx

Similar to Business Intelligence and Its Use for Human Resource Managementf.docx (16)

More from humphrieskalyn

More from humphrieskalyn (20)

Recently uploaded

Recently uploaded (20)

Business Intelligence and Its Use for Human Resource Managementf.docx