Application of business analytics in human resourcesJisa Shaji
Human resource management focuses on recruiting, compensation, training, employee relations, and organizational development. Business analytics can be applied in human resources to improve these functions. For example, predictive analysis of historical employee data can help determine (1) the probability that a new candidate will stay for two years and (2) which current employees are most likely to perform best. By analyzing issues by various factors, human resources professionals can make clearer decisions and provide timely advice to management and employees.
This document is a project report submitted by Vidhu Arora for their Master's degree. It provides an overview of their summer training project conducted at Aerial Telecom Solutions focusing on employee engagement. The report includes an introduction to Aerial Telecom which provides various telecom services. It then describes the methodology used for the project which involved questionnaires and interviews. The remaining sections will analyze employee workplace involvement, engagement practices, work-life balance and retention based on the research conducted.
This document summarizes a summer internship project on employee engagement at Pantaloons Fashion & Retail Limited. It includes an introduction outlining the objectives and methodology of the study. Over the course of 7 weeks, the intern organized various engagement events for employees and collected data through questionnaires and interviews. The intern maintained records, onboarded new employees, and supported various HR functions. The document provides details of the intern's weekly activities and certifications from the academic and corporate guides.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
The document provides details about a project report submitted by LLLL MMMMM for the partial fulfillment of a Master of Management Studies degree from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management, KKKKKK (East) during the 2012-2013 academic year. The document includes declarations, certificates, acknowledgements, and an index of the contents of the full project report.
The LAMP framework provides a model for effective HR measurement and decision making. It consists of four elements:
1. Logic - Provides the theoretical framework and connections between measures, outcomes, and effects.
2. Analytics - Drawing the right conclusions from data through statistical analysis and identifying key issues.
3. Measures - Getting accurate metrics, but precision is not the only goal; measures should be directed where they provide the greatest return.
4. Process - Effective measurement systems must fit within an organizational change process to transfer knowledge and influence decisions. Measures alone are not enough without integrating the other three elements of the LAMP framework.
Application of business analytics in human resourcesJisa Shaji
Human resource management focuses on recruiting, compensation, training, employee relations, and organizational development. Business analytics can be applied in human resources to improve these functions. For example, predictive analysis of historical employee data can help determine (1) the probability that a new candidate will stay for two years and (2) which current employees are most likely to perform best. By analyzing issues by various factors, human resources professionals can make clearer decisions and provide timely advice to management and employees.
This document is a project report submitted by Vidhu Arora for their Master's degree. It provides an overview of their summer training project conducted at Aerial Telecom Solutions focusing on employee engagement. The report includes an introduction to Aerial Telecom which provides various telecom services. It then describes the methodology used for the project which involved questionnaires and interviews. The remaining sections will analyze employee workplace involvement, engagement practices, work-life balance and retention based on the research conducted.
This document summarizes a summer internship project on employee engagement at Pantaloons Fashion & Retail Limited. It includes an introduction outlining the objectives and methodology of the study. Over the course of 7 weeks, the intern organized various engagement events for employees and collected data through questionnaires and interviews. The intern maintained records, onboarded new employees, and supported various HR functions. The document provides details of the intern's weekly activities and certifications from the academic and corporate guides.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
The document provides details about a project report submitted by LLLL MMMMM for the partial fulfillment of a Master of Management Studies degree from the University of Mumbai. The project focuses on human resources recruitment and was conducted under the guidance of Prof. SSSSS at the College of Management, KKKKKK (East) during the 2012-2013 academic year. The document includes declarations, certificates, acknowledgements, and an index of the contents of the full project report.
The LAMP framework provides a model for effective HR measurement and decision making. It consists of four elements:
1. Logic - Provides the theoretical framework and connections between measures, outcomes, and effects.
2. Analytics - Drawing the right conclusions from data through statistical analysis and identifying key issues.
3. Measures - Getting accurate metrics, but precision is not the only goal; measures should be directed where they provide the greatest return.
4. Process - Effective measurement systems must fit within an organizational change process to transfer knowledge and influence decisions. Measures alone are not enough without integrating the other three elements of the LAMP framework.
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
The document discusses the Boston Consulting Group (BCG) matrix approach applied to various business units within the Tata Group. It analyzes Tata Steel, Tata Motors, Tata Consulting Group, Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, and Tata Communications. Indian Hotels Company Limited (IHCL), branded as Taj Group, is identified as a cash cow due to its high market share in the fast growing hotel industry. Titan is also labeled a cash cow. Tata real estate is labeled a dog due to its low market share and low market growth. Tata Communications is identified as a question mark due to its low market share but high growth prospects
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
The document contains a 21-question employee satisfaction questionnaire that asks employees to rate their satisfaction levels across various aspects of working at the company. Employees are asked to rate their satisfaction with factors such as overall satisfaction, work-life balance, learning opportunities, facilities, management, wages, workplace conditions, training, stress levels, safety, incentives, and flexibility. Response options range from "poor satisfaction" to "extremely delighted." The questionnaire aims to gather feedback from employees on their experiences working for the company.
This document discusses the design of performance appraisal forms. It begins by defining performance appraisal as a process of systematically evaluating employee performance and providing feedback to improve it. Some advantages of performance appraisal are increased motivation, self-esteem, communication, and fair rewards. The document then explains that a performance appraisal form is a predefined format for assessing an employee's actual performance against standards. It provides a 5-step model for designing appraisal forms: 1) Know the employee, 2) Study their job description, 3) Decide evaluation parameters, 4) Choose an appraisal method, and 5) Create the form. Common appraisal methods include ranking, rating, critical incidents, and behaviorally anchored scales. Issues to
Performance appraisal (MBA summer training project) (Report File)JASTINDER PAL SINGH
This document is a project report submitted for a Master of Business Administration degree. It discusses a study conducted on the performance appraisal system at Solitaire Infosys, an IT services company based in India. The report includes an introduction to the company, covering its history, structure, products, and future projections. It also provides an industry profile of the Indian IT sector. The objectives, research methodology, literature review, data collection, and data analysis aspects of the study are described. Conclusions and suggestions based on the findings are presented at the end.
Organisational Structure and Elements of Infosys, HUL and Maruti SuzukiIndranilMondal19
The document discusses the organizational structures of several companies. It provides details on:
1) Infosys' previous functional structure and its recent realignment into a matrix structure to be more agile and attract young talent.
2) HUL's functional structure and how it ensures skill development, decision making clarity, and accountability.
3) Maruti Suzuki's shift from a functional to a project-based structure after industrial unrest, with direct reporting to directors and cross-functional teams focused on goals.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
IHRM deals with managing human resources on a global scale, considering laws across countries and the diverse needs of an internationally diverse workforce. IHRM involves more complexity in managing employees from different cultures and countries, and must adapt to external global risks and influences. In contrast, HRM focuses only on domestic operations and employees, following standard domestic policies and facing less complexity and risk given the homogeneous domestic workforce.
Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project
The document summarizes the evolution of human resource management (HRM) from early labor practices to modern strategic HRM. It traces the development of HRM from welfare officers concerned with protecting women and children, to personnel managers handling tasks like payroll administration. World Wars accelerated these changes by requiring efficient management of large workforces. In recent decades, HRM has shifted focus to more strategic initiatives and aligning human capital with business objectives. The document also outlines HRM practices and regulations in India from ancient times to the modern emphasis on productivity, customer satisfaction, and treating people as human values.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
- Infosys is a global IT consulting firm founded in 1981 that has grown to revenues of $6.6 billion. It aims to be a globally respected corporation through client value, leadership by example, integrity, fairness, and excellence.
- Infosys uses a performance management system to communicate strategy, set employee expectations, measure and motivate performance, address underperformance, and facilitate development through training and performance reviews.
- Key result areas are mutually set through manager-employee discussions and reviewed through an online system. Performance is assessed bi-annually through this system and rated on a scale of 1+ to 4, with ratings impacting incentives, salary, and promotions. Feedback is also provided as an important part
Short Quiz based on Human resource management.
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The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
The Tata VS Mistry case involved a controversy over Cyrus Mistry's removal as chairman of Tata Sons. Mistry had been appointed chairman in 2012 but was removed by the board in October 2016. Reasons for his removal included conflicts of interest with his family's business, decisions made without board approval, and attempts to change the strategies of Tata companies. His removal damaged the reputation of the Tata Group and caused stock prices of Tata companies to fall. The removal was challenged in courts and eventually N Chandrasekaran was appointed as the new chairman in January 2017. The case highlighted issues of corporate governance in large Indian companies.
Study of Performance and Compensation at Infosys Ltd.Hitaishi Gupta
Infosys is a global IT consulting firm founded in 1981 with revenues of $6.6 billion. It has a vision to be a globally respected corporation and a mission of fairness, honesty, and courtesy. Infosys values include client value, leadership by example, integrity, fairness, and excellence. Infosys conducts bi-annual performance reviews using tools like PerforMagic and provides compensation based on a lead salary strategy compared to industry. Key areas impacted by performance ratings are incentives, salary reviews, and promotions.
The document discusses the Boston Consulting Group (BCG) matrix approach applied to various business units within the Tata Group. It analyzes Tata Steel, Tata Motors, Tata Consulting Group, Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, and Tata Communications. Indian Hotels Company Limited (IHCL), branded as Taj Group, is identified as a cash cow due to its high market share in the fast growing hotel industry. Titan is also labeled a cash cow. Tata real estate is labeled a dog due to its low market share and low market growth. Tata Communications is identified as a question mark due to its low market share but high growth prospects
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
The document contains a 21-question employee satisfaction questionnaire that asks employees to rate their satisfaction levels across various aspects of working at the company. Employees are asked to rate their satisfaction with factors such as overall satisfaction, work-life balance, learning opportunities, facilities, management, wages, workplace conditions, training, stress levels, safety, incentives, and flexibility. Response options range from "poor satisfaction" to "extremely delighted." The questionnaire aims to gather feedback from employees on their experiences working for the company.
This document discusses the design of performance appraisal forms. It begins by defining performance appraisal as a process of systematically evaluating employee performance and providing feedback to improve it. Some advantages of performance appraisal are increased motivation, self-esteem, communication, and fair rewards. The document then explains that a performance appraisal form is a predefined format for assessing an employee's actual performance against standards. It provides a 5-step model for designing appraisal forms: 1) Know the employee, 2) Study their job description, 3) Decide evaluation parameters, 4) Choose an appraisal method, and 5) Create the form. Common appraisal methods include ranking, rating, critical incidents, and behaviorally anchored scales. Issues to
Performance appraisal (MBA summer training project) (Report File)JASTINDER PAL SINGH
This document is a project report submitted for a Master of Business Administration degree. It discusses a study conducted on the performance appraisal system at Solitaire Infosys, an IT services company based in India. The report includes an introduction to the company, covering its history, structure, products, and future projections. It also provides an industry profile of the Indian IT sector. The objectives, research methodology, literature review, data collection, and data analysis aspects of the study are described. Conclusions and suggestions based on the findings are presented at the end.
Organisational Structure and Elements of Infosys, HUL and Maruti SuzukiIndranilMondal19
The document discusses the organizational structures of several companies. It provides details on:
1) Infosys' previous functional structure and its recent realignment into a matrix structure to be more agile and attract young talent.
2) HUL's functional structure and how it ensures skill development, decision making clarity, and accountability.
3) Maruti Suzuki's shift from a functional to a project-based structure after industrial unrest, with direct reporting to directors and cross-functional teams focused on goals.
Recruitment & selection process practiced by a multinational organisation a c...Nikita Palkar
TCS has a multi-level recruitment and selection process tailored to different roles within the company. For entry-level workforce roles, candidates apply online or via ads and undergo aptitude testing, technical and behavioral interviews, and group problem-solving assessments. For frontline and middle management roles, internal promotions are considered alongside external hires who face interviews, case studies, presentations, and leadership evaluations. Top management is solely comprised of high-performing internal candidates with long tenure who are strategically positioned to lead the company. Overall, TCS aims to select candidates at all levels based on both technical skills and cultural fit through a comprehensive process.
IHRM deals with managing human resources on a global scale, considering laws across countries and the diverse needs of an internationally diverse workforce. IHRM involves more complexity in managing employees from different cultures and countries, and must adapt to external global risks and influences. In contrast, HRM focuses only on domestic operations and employees, following standard domestic policies and facing less complexity and risk given the homogeneous domestic workforce.
Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project
The document summarizes the evolution of human resource management (HRM) from early labor practices to modern strategic HRM. It traces the development of HRM from welfare officers concerned with protecting women and children, to personnel managers handling tasks like payroll administration. World Wars accelerated these changes by requiring efficient management of large workforces. In recent decades, HRM has shifted focus to more strategic initiatives and aligning human capital with business objectives. The document also outlines HRM practices and regulations in India from ancient times to the modern emphasis on productivity, customer satisfaction, and treating people as human values.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
- Infosys is a global IT consulting firm founded in 1981 that has grown to revenues of $6.6 billion. It aims to be a globally respected corporation through client value, leadership by example, integrity, fairness, and excellence.
- Infosys uses a performance management system to communicate strategy, set employee expectations, measure and motivate performance, address underperformance, and facilitate development through training and performance reviews.
- Key result areas are mutually set through manager-employee discussions and reviewed through an online system. Performance is assessed bi-annually through this system and rated on a scale of 1+ to 4, with ratings impacting incentives, salary, and promotions. Feedback is also provided as an important part
Short Quiz based on Human resource management.
Subscribe on YouTube - https://www.youtube.com/channel/UCnSp_MjvR1ihLcSFDCfCbOg
Follow on Instagram - https://instagram.com/masroorbaig/
Catch up on Facebook - https://www.facebook.com/MasroorBaig1996
The document discusses performance appraisal at Wipro Technologies Ltd. It defines performance appraisal and its objectives such as setting goals, reviewing performance, identifying training needs, and rewarding performance. Wipro uses 360 degree feedback where employees receive feedback from managers, peers, subordinates and customers. The aims of performance appraisal at Wipro are to provide feedback, identify training needs, document criteria for rewards, and facilitate communication between employees and administrators. Important factors for effective 360 degree feedback include clear objectives, employee involvement, confidentiality, and management commitment.
The Tata VS Mistry case involved a controversy over Cyrus Mistry's removal as chairman of Tata Sons. Mistry had been appointed chairman in 2012 but was removed by the board in October 2016. Reasons for his removal included conflicts of interest with his family's business, decisions made without board approval, and attempts to change the strategies of Tata companies. His removal damaged the reputation of the Tata Group and caused stock prices of Tata companies to fall. The removal was challenged in courts and eventually N Chandrasekaran was appointed as the new chairman in January 2017. The case highlighted issues of corporate governance in large Indian companies.
HR Analytics is the collection and application of talent data to improve critical talent and business outcomes. it helps leaders with essential data to improve function and employee experience.
This document discusses HR analytics and its role in human resource management. It defines HR analytics as using analytical processes and people data to improve employee performance and retention. HR analytics goes beyond just collecting employee data by analyzing that data to provide insights into HR processes and make informed decisions about improving those processes. Examples of questions HR analytics can answer include employee turnover rates, predicting which employees will leave within a year, and what percentage of turnover is regretted loss. The document also discusses how HR analytics represents the third wave of HR and will use data, foresight models, and artificial intelligence to help predict things like employee loyalty and make strategic people decisions. Finally, it provides some examples of common HR challenges analytics can help address, such as attracting
What changes in employment relationships are likely
to occur as the population ages?
2. Do you think increasing age diversity will create new
challenges for managers? What types of challenges do
you expect will be most profound?
3. How can organizations cope with differences related
to age discrimination in the workplace?
Inspirational approaches to HR data to drive better management and decision-making. On Friday 23 September 2016 we hosted a morning seminar for senior HR managers and executives on how to create business impact through HR & People analytics.
HR analytics involves collecting, analyzing, and interpreting human resources data to make informed decisions. It helps organizations understand their workforce, improve HR processes, and align HR strategies with business goals. Key benefits include evidence-based decision making, identifying trends in areas like turnover and time to hire, and understanding what drives employee performance and satisfaction. Effective HR analytics requires gathering accurate data from sources like HR systems and surveys, analyzing it using descriptive, predictive and prescriptive techniques, and visualizing insights in dashboards and reports. Challenges include ensuring data quality, addressing privacy concerns, and developing analytics skills and tools. Defining objectives and promoting a data-driven culture can help organizations maximize the value of HR analytics.
The document discusses the value of data for HR managers and how analytics can help answer business critical questions. It states that HR professionals have access to a variety of internal and external data sources but this data is rarely centralized, connected, and cleansed for accurate analysis. The AVA HR Analytics solution provides a way to unify all HR data in one place so that HR managers can gain insights from the data to help with recruitment and retention, compensation, workforce planning, and organizational effectiveness. It is presented as being faster, easier, and more cost-effective than other HR solutions for providing analytics dashboards and visualizations.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
This document provides an overview of human resource analytics (HRA). It defines HRA as the systematic identification and quantification of people drivers of business outcomes. The document discusses what HRA is, the HRA process which includes collecting data, measuring metrics, analyzing results, and applying insights. It provides examples of analyzing metrics like time to hire and absenteeism. The pros and cons of HRA are outlined as well as an introduction to predictive HRA which analyzes historical data to forecast future behaviors and risks/opportunities.
The document discusses the role of technology in human resource planning and management. It describes how information technology can help with workforce analytics, scheduling, and skills inventories. It also explains how technology supports replacement charts and succession management through applications that track employee data, performance reviews, competencies, and development opportunities. Overall, the document outlines how human resource information systems and software help optimize workforce management and strategic decision making.
HR Software Buyers Guide in 2024 - HRSoftware.comFatema Valibhai
Introduction: Data & Information needs for HR Manager; Sources of Data; Role
of ITES in HRM; IT for HR Managers; Concept, Structure, & Mechanics of
HRIS; Programming Dimensions & HR Manager w
HR ANALYTICS: A MODERN TOOL IN HR FOR PREDICTIVE DECISION MAKINGIAEME Publication
Developments in Human Resources Management (HRM) are fast being integrated
with corresponding changes in data and information processing, which are
restructuring our environments. The domain of human resource analytics, which can be
understood as a data and analytical thinking-centred approach to Human Resources
Management, is fast becoming an indispensable part of organisational setups. The
present study explores the existing literature in the field of HR analytics and their
implications for predictive decision-making in organisations. This will also include
critically reviewing the literature on the integration of HR analytics in organisational
setups through the introduction of relevant IT infrastructure and provisions.
WNS outsourcing consulting & professional services help executive search firms outperform through lower costs and faster turnaround times. Learn more Visit- https://www.wns.com/industries/hi-tech-and-professional-services/executive-search-firms
An important role of HR analytics is to provide access to critical data and insights about the workforce which can be then analysed for making better decisions.
HR analytics refers to applying analytic processes to human resource data to improve employee outcomes and return on investment. It aims to provide insights into HR processes by gathering and analyzing data to make decisions that enhance these processes. HR analytics interacts business and employee data to find important connections and relationships between what HR does and business results. It helps optimize acquisition, compensation, development, and optimization of the workforce. HR analytics enables HR to make better data-driven decisions, create business cases for interventions, test intervention effectiveness, and become more strategic partners within organizations.
This document provides an overview of human resource information systems (HRIS). It discusses the meaning and definition of HRIS, including the data and information needs of HR managers. It also covers the basic system requirements for an HRIS, including desktop PCs, servers, software, and databases. The document examines how HRIS can help streamline HR functions and processes through technologies like workflow automation, manager self-service, and employee self-service. Overall, the document provides a foundational introduction to HRIS concepts, components, and applications.
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2. INTRODUCTION
• Business analytics in a simple term known as
analyzing a business through analyzing past
performance by using latest technologies.
• On the other hand human resource is what
the common man would refer as a labor
gathering the entire workforce, HR focuses on
the peoples side of business keeping the
tracks of information's like salary,
expenditure, retirement data etc.
3. PEOPLE’S ANALYTICS
• People’s analytics is nothing but the application
of math, stats , and work related data to see the
patterns.
• People analytic is also known as HR analytics and
also talent analytics. This is done to improve
performance of the business.
• It encompasses the aspects of acquiring and
managing employees. And some time workforce
analytics may be uses rigorously in people
analytics.
4. MERGING BUSINESS ANALYTICS TO
HUMAN RESOURCE
There are 9 ways of merging business analytics to
human resource they are :
1) TALENT ACQUISITION
2) TRAINING AND EVALUATION
3) EMPLOYEE PERFORMANCE
4) FINANCIAL COMPENSATION
5) RETENTION
6) MARKETING
7) PLANNING
8) HEALTH AND INJURIES
9) ROLE OF HR SOFTWARES IN ANALYTICS
5. BIG DATA ANALYTICS AND HUMAN
RESOURCE ANALYTICS
• Big data is characterized by four elements they are volume,
velocity, variety, and veracity etc these are the four main
elements used to describe the big data.
• How big data applies to HR:
1) HR has access to a large variety of data. Systems containing
employee data, pay information, engagement scores etc.
2) In terms of veracity, HR data is often quite messy and
unreliable
3) Overall, the volume of data in HR is quite low.
4) R data most definitely holds value. When leveraged the
right way it can be used to uncover workforce risks, make
better people decisions
6. BUSINESS INTELLIGENCE AND HUMAN
RESOURSCE ANALYTICS
• Business intelligence is term that includes the application,
infrastructure and tools, and best practices that enable access
to and analysis of information to improve the optimum
decision and performance in business.
• How business intelligence applies to HR
1) Aggregating data: Most HR reporting consists of ad-hoc
reporting. Different extracts are manually combined.
2) Visualizing data: Most HR systems are transactional systems
that generate transactional data. Transaction data describe an
event using a time dimension and a value which refers to one
or more objects
3) Analyze data: The final step is data analytics. BI tools are
much better at analyzing data than your average HR-system.
Examples are Power BI and SAS.
7. REFERENCES
Big data, business intelligence, and HR analytics: How are
they related? (2018, December 13). Retrieved from
https://www.analyticsinhr.com/blog/big-data-
business-intelligence-hr-analytics-related/
9 Ways to Use HR Analytics and Big Data in the
Workplace. (2018, May 16). Retrieved from
https://blog.cake.hr/8-ways-use-hr-analytics-big-data-
workplace/
(2018, April 25). Importance of Business Analytics for HR
Professionals. Retrieved from
https://www.proschoolonline.com/blog/business-
analytics-for-hr-professionals/