In this comprehensive report, meticulous documentation has been undertaken to address the assessment questions and deliver meaningful insights. This detailed record aims to provide a transparent account of the analytical processes employed. The objective is to present not only answers to the posed questions but also valuable and actionable insights derived from a thorough examination of the data.
The document provides steps for completing the asset closing process in SAP. It includes checking the last closed fiscal year, reconciling asset and accounting data, recalculating depreciation, executing depreciation and periodic postings, reconciling the general and subsidiary ledgers, performing the fiscal year change, and executing the year-end closing program. The asset closing process closes the fiscal year for asset accounting and accounting purposes and prepares the data for the new fiscal year.
This document provides steps for setting up accrual orders in SAP, including:
1. Creating a GL account and dummy cost center for accruals
2. Maintaining an overhead structure to define calculation bases and rates
3. Posting salary documents and running accrual calculations and reports to test the setup
4. Posting a bonus provision document at year-end to accrue the expense while keeping the dummy cost center balanced.
Venkat is a SAP Certified Application Associate with over 19 years of experience as a SAP FICO/Simple Finance consultant. He has experience leading two projects and working on three full E2E implementations and five additional projects focused on support and continuous improvement. Venkat has expertise in configuring and integrating various SAP FI submodules and is proficient in areas like COPA, material ledger, and data migration. He aims to contribute to projects requiring his skills in project execution, communication, and training.
The document discusses SAP's Central Finance solution, which allows companies to establish a centralized SAP S/4HANA system for financial reporting and processing without disruption to existing system landscapes. Key capabilities include replicating financial and management accounting postings from source systems to a central system for common reporting, mapping different accounting entities across systems to a single structure, and executing select financial processes centrally. The document provides information on configuration, data mapping, tax reporting, payment processing and other components of Central Finance implementations.
Most frequently used sq ls for a list of valuesFeras Ahmad
This document provides SQL queries for retrieving lists of values (LOVs) commonly used in business intelligence reports. It includes queries to retrieve legislative data groups, secured persons lists, payroll names, country codes, balance categories, payroll flow names, legal employers, payroll statutory units, divisions, business units, legal reporting units, tax reporting units, departments, person names, work schedules, collective labor agreements, supervisor names, benefit life events, and benefit plans. The document states that it will be updated with additional queries to serve as a single reference point for all LOV queries.
Quick sap co configuration Internal OrderCapgemini
Internal order is a virtual place for collecting/pooling the costs of a particular activity/task. i.e. it is a method to collect those costs and business transactions related to the task/activity. It is a means of tracking costs of a specific job, service, or task. Periodically the costs which are pooled in an internal order can be settled to an asset or to a cost center or to a GL Account or to an order. Thus, while recording you need not analyze the costs. Just record and pool the costs in internal order. After that (generally at the end of the month) these costs are analyzed and settled for relevant elements (like asset or cost center etc).
This method of recording and settling the costs helps in analyzing the costs of cost center wise, profit center wise or cost element-wise. This level of monitoring can be very detailed but allows management the ability to review Internal Order activity for better-decision making purposes.
Here are the steps to create an employee master in Tally.ERP 9:
1. Go to Gateway of Tally > Payroll Info > Employee Masters > Create
2. In the Employee Master Creation screen, enter the following details:
- Employee Code (Unique ID)
- Employee Name
- Date of Joining
- Employee Group (select the relevant group created earlier)
3. Press Enter. The Employee Statutory Details screen will be displayed.
4. Enter the relevant statutory details like PF Number, ESI Number etc.
5. Press Enter. The Employee Personal Details screen will be displayed.
6. Enter other details like date of birth, gender, address etc.
7. Press
The document provides steps for completing the asset closing process in SAP. It includes checking the last closed fiscal year, reconciling asset and accounting data, recalculating depreciation, executing depreciation and periodic postings, reconciling the general and subsidiary ledgers, performing the fiscal year change, and executing the year-end closing program. The asset closing process closes the fiscal year for asset accounting and accounting purposes and prepares the data for the new fiscal year.
This document provides steps for setting up accrual orders in SAP, including:
1. Creating a GL account and dummy cost center for accruals
2. Maintaining an overhead structure to define calculation bases and rates
3. Posting salary documents and running accrual calculations and reports to test the setup
4. Posting a bonus provision document at year-end to accrue the expense while keeping the dummy cost center balanced.
Venkat is a SAP Certified Application Associate with over 19 years of experience as a SAP FICO/Simple Finance consultant. He has experience leading two projects and working on three full E2E implementations and five additional projects focused on support and continuous improvement. Venkat has expertise in configuring and integrating various SAP FI submodules and is proficient in areas like COPA, material ledger, and data migration. He aims to contribute to projects requiring his skills in project execution, communication, and training.
The document discusses SAP's Central Finance solution, which allows companies to establish a centralized SAP S/4HANA system for financial reporting and processing without disruption to existing system landscapes. Key capabilities include replicating financial and management accounting postings from source systems to a central system for common reporting, mapping different accounting entities across systems to a single structure, and executing select financial processes centrally. The document provides information on configuration, data mapping, tax reporting, payment processing and other components of Central Finance implementations.
Most frequently used sq ls for a list of valuesFeras Ahmad
This document provides SQL queries for retrieving lists of values (LOVs) commonly used in business intelligence reports. It includes queries to retrieve legislative data groups, secured persons lists, payroll names, country codes, balance categories, payroll flow names, legal employers, payroll statutory units, divisions, business units, legal reporting units, tax reporting units, departments, person names, work schedules, collective labor agreements, supervisor names, benefit life events, and benefit plans. The document states that it will be updated with additional queries to serve as a single reference point for all LOV queries.
Quick sap co configuration Internal OrderCapgemini
Internal order is a virtual place for collecting/pooling the costs of a particular activity/task. i.e. it is a method to collect those costs and business transactions related to the task/activity. It is a means of tracking costs of a specific job, service, or task. Periodically the costs which are pooled in an internal order can be settled to an asset or to a cost center or to a GL Account or to an order. Thus, while recording you need not analyze the costs. Just record and pool the costs in internal order. After that (generally at the end of the month) these costs are analyzed and settled for relevant elements (like asset or cost center etc).
This method of recording and settling the costs helps in analyzing the costs of cost center wise, profit center wise or cost element-wise. This level of monitoring can be very detailed but allows management the ability to review Internal Order activity for better-decision making purposes.
Here are the steps to create an employee master in Tally.ERP 9:
1. Go to Gateway of Tally > Payroll Info > Employee Masters > Create
2. In the Employee Master Creation screen, enter the following details:
- Employee Code (Unique ID)
- Employee Name
- Date of Joining
- Employee Group (select the relevant group created earlier)
3. Press Enter. The Employee Statutory Details screen will be displayed.
4. Enter the relevant statutory details like PF Number, ESI Number etc.
5. Press Enter. The Employee Personal Details screen will be displayed.
6. Enter other details like date of birth, gender, address etc.
7. Press
The document discusses selection profiles in SAP PM (plant maintenance). It explains that a selection profile combines system and user-defined statuses to filter data for reports. It provides an example use case and outlines the steps to maintain selection profiles by adding status conditions with AND/OR logic. The document also notes that selection profiles can be translated to other languages and discusses two cases around whether system and user statuses can be combined based on whether the status profile field is blank or contains a value.
Listing and Exclusion Change History Functionality in SAPVijay Pisipaty
Although the Product Listing/Exclusion related data is highly sensitive in nature, standard SAP functionality DOES NOT PROVIDE CHANGE LOGS/HISTORY for Listing/Exclusion Condition Record Creation, Changes and Deletion.
The attached solution brief alleviates the aforesaid GAP in SAP ECC 6.0 and details the solution.
How to use the SAP Connector for Alteryx ConnectDVW Analytics
The SAP Connector for Alteryx Connect extracts metadata from SAP and loads it into Alteryx Connect. The SAP Connector for Alteryx Connect works with:
SAP BW
SAP Business Suite (i.e. SAP ECC, SAP CRM, SCM etc.) and SAP S/4HANA On-Premise edition
Docslide.net how ale-and-idocs-affect-sap-in-house-cash-configurationShailendra Surana
This document discusses how to configure Application Link Enabling (ALE) and Intermediate Documents (IDocs) within SAP In-House Cash to enable structured data exchange between distributed SAP systems. It provides a step-by-step guide to defining logical systems, maintaining RFC destinations, configuring the ALE distribution model, generating partner profiles, distributing model views, and maintaining partner profiles to set up ALE communication. Key configuration steps include defining logical systems, target RFC systems, the ALE distribution model with IDoc message types, and partner profiles.
This document discusses key performance indicators (KPIs) for operations managers. It provides resources for creating KPIs, including lists of sample KPIs, performance appraisal metrics, and steps to develop a KPI system. Some tips for developing effective KPIs include linking them to organizational strategies, focusing on 3-5 key result areas, and designing them to empower employees. The document also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
The document provides steps to extend an outbound IDoc by adding new segments. This involves creating a new segment type with the required fields, extending an existing IDoc type to include the new segment, maintaining the partner profile and message type, implementing a user exit, and sending a transaction to trigger the outbound IDoc. The detailed steps are explained with screenshots to demonstrate how to extend an invoice IDoc to include additional customer data fields.
The Goal with performance details Oracle Fusion CloudFeras Ahmad
This document contains an SQL query that selects employee data from various database tables including employee number, name, hire date, email, manager details, department, job, rating and evaluation details. The query filters on goal weighting, evaluation status, rating code and legal employer to return ordered results.
The document discusses how to maintain customer accounts in SAP Financials. It covers creating and managing customer master records and general data. Transactions like invoices and payments are entered which update customer accounts. Accounts receivable information can then be analyzed through reports. The document also discusses account groups, number ranges, clearing transactions, foreign currency processing, and closing operations at the end of a fiscal period.
The document defines key performance indicators (KPIs) as quantifiable measures used by companies to assess progress towards strategic goals. KPIs vary between industries but are directly linked to overall business objectives and help track key success factors. The document outlines how to design, identify, evaluate and select appropriate KPIs, and notes advantages like improved decision making and visibility while disadvantages can include being short-term focused or not connecting to external benchmarks. Common types of KPIs include process, input, output, leading, lagging, qualitative and quantitative measures.
Oss note 1779330 - error message fs716 during a document creationSweta Agrawal
This document describes an error message of "FS716 'G/L account & in tax code & not found'" that occurs when creating FI documents with a specific tax code after an upgrade. The error is caused by note 1596752 which implemented stricter checks for tax accounts that now must exist in the company code and chart of accounts. The resolution is to either create the missing account via transaction FS011 or use a different account for the automatic posting configured in transactions FBKP or FTXP.
This document lists various SAP transaction codes related to EDI, ALE, IDOC, and workflow activities. It includes transaction codes for main menus, configuration, monitoring, testing, processing, and more. It also includes code task numbers and descriptions for common error codes. Finally, it provides a table cross-referencing SAP IDOC message types with ANSI X.12 and EDIFACT standards.
Infolets and OTBI Deep link Actionable Reports - Configuration Work Book Feras Ahmad
This document provides information and instructions for configuring deep links from Oracle Transactional Business Intelligence (OTBI) reports and analyses to pages and objects in the Risk Management Cloud application. It includes sample deep link URLs for various application pages and objects, such as risks, controls, processes, and more. It also explains how to set the "interaction" property in OTBI analyses to create clickable links using these deep link URLs.
1) El documento explica cómo interpretar la información mostrada en la transacción CKM3N para el análisis de precios de materiales. 2) Describe las diferentes categorías como Altas, Consumos e Inventario Final y cómo se calculan los precios reales considerando las diferencias de precio. 3) El precio interno periódico calculado a cierre de periodo puede usarse para revaluar el stock y los consumos.
Oracle Fusion Cloud Payroll Costing QueryFeras Ahmad
This SQL query retrieves data from multiple payroll-related tables to provide costing and accounting information for different elements. It joins tables related to element types, links, classifications, cost allocations and accounts to return fields like company, department, account and intercompany values for both the cost and offset accounting distributions. The query filters for elements that have costing enabled and an eligibility link defined.
This document outlines the key result areas (KRAs) and key performance indicators (KPIs) for an HR department. The 7 KRAs covered are: (1) Recruiting, (2) HR Ratios, (3) Performance Appraisal, (4) Regulation Compliance, (5) Rewards and Recognition, (6) Compensation & Benefits, and (7) Learning & Development. For each KRA, 2-3 KPIs are defined along with the measurement formula and target levels. The KPIs measure metrics such as number of days to hire, leave usage, high/low performer percentages, training courses/hours, and error rates.
The document provides instructions for configuring SAP Central Finance 2020. It outlines 8 key steps for configuration:
1. Set up and configure Central Finance business functions and target system settings.
2. Check value mapping, identifier mapping, and technical mapping settings.
3. Configure MDG mapping for identifiers and codes between source and target systems.
4. Use the MDG mapping tool to generate, upload, test, and maintain mappings.
5. Configure cost object framework mapping scenarios and rules.
6. Perform a smoke test for cost object mapping and document replication.
7. Enhance existing mapping entities and define new ones.
8. Run a report to check configuration
1) O documento descreve as estruturas organizacionais e dados mestre necessários para o processamento de vendas e distribuição no sistema SAP, incluindo clientes, produtos, estruturas organizacionais e hierarquias.
2) É explicado como as estruturas organizacionais representam a estrutura da empresa e como os dados mestre de clientes, produtos e parceiros de negócios sustentam o processamento de vendas e distribuição.
3) As hierarquias de clientes permitem refletir a estrutura dos clientes e são usadas para determinação de
SAP Apparel and Footwear (SAP AFS) is the SAP e-business solution for the apparel and footwear industry. SAP AFS was developed in collaboration with renowned industry leaders to address the particular requirements of the apparel and footwear industry.
Quantitative AnalysisEmployee salary data shows a bimodal distri.docxmakdul
Quantitative Analysis
Employee salary data shows a bimodal distribution, with a significant number employees (76) having a salary of between $31,000 and $40,000, while another equally large share of employees (75) having a salary of between $51,000 and $60,000. The company has also experienced a positve growth in sales revenue over the years. Precisely, the company has achived a 276% average percentage growth in sales between 2002 and 2015. While the mode years of service in the company is 16 years with a large share of employees working in the company for an average of only 7 years and a standard deviation of 4 years. In addition, majority of the employees (80.65%) are males. Also there are more caucasian employees (227) with most of the employees (68.28%) being married.
These results suggest that there is a reasonable promotion rate within the company as many employees earn salary in the middle-range. With a consistently large average percentage growth in sales over the years, it is expected that the sales revenue in 2016 and 2017 will continue to increase despite a decrease in 2015. Moreover, there is reason to believe that most of the workforce is not vested in the company. In conjuction to this, there is significant gender and racial imbalance in the workforce, which is contrary to the company's goal of ensuring a diversifiedworkforce. Hence, should consider hiring more females than males as well as more Hispanians, African-Americans and Asians as it creates more positions to keep up with demand.
In order to investigate further whether these quantitave results are good or bad for the company, a qualitative analysis may be conducted. In a qualitative analysis, structured interviews with key personnel in the company as well as focused group discussions with the employees, may help yield additional information. These additional information may support the results of the quantitaive analysis especially on issues to deal with salary and job promotion expectations amongst employees. Furthermore, it may also give employee perceptions on the gender and racial distribution of the workforce.
Quantitative Analysis-Cooksey
[Cooksey Comment]:
Hi Nana,
You seemed to combine your answers to the following questions into paragraphs in your quantitative analysis tab. However, you should answer each of the following questions one by one. I am listing your the questions below, which can be found in Step9 in your classroom. Please redo this step please. In addition, please complete your sorted data step too. Thanks. ~ Prof. Cooksey
Apply Quantitative Reasoning
Now that you have completed your analysis, think about the patterns you’ve seen in the workforce.
1. From the created histogram, it appears that a large share of employees have a salary between $31,000—$40,000 or $51,000—$60,000. This may indicate reasonable promotion rate for new employees. Is this distribution unimodal or bimodal? Explain.
2. The line chart, as detailed in your "Gra ...
9 Salary Surveys A Snapshot Market data obtained from salary surv.docxsleeperharwell
Here is a 4-page response to the questions in APA format with citations:
Intellectual Property, Counterfeiting, and National Security Concerns
Intellectual property (IP) refers to creations of the mind such as inventions, literary and artistic works, designs, and symbols, names and images used in commerce (World Intellectual Property Organization, n.d.). Counterfeit merchandise negatively impacts the U.S. economy by undermining innovation, threatening jobs, and depriving governments of tax revenue (U.S. Department of Homeland Security, 2022). According to the U.S. Government Accountability Office (2013), counterfeit goods cost the U.S. economy up to
The document discusses selection profiles in SAP PM (plant maintenance). It explains that a selection profile combines system and user-defined statuses to filter data for reports. It provides an example use case and outlines the steps to maintain selection profiles by adding status conditions with AND/OR logic. The document also notes that selection profiles can be translated to other languages and discusses two cases around whether system and user statuses can be combined based on whether the status profile field is blank or contains a value.
Listing and Exclusion Change History Functionality in SAPVijay Pisipaty
Although the Product Listing/Exclusion related data is highly sensitive in nature, standard SAP functionality DOES NOT PROVIDE CHANGE LOGS/HISTORY for Listing/Exclusion Condition Record Creation, Changes and Deletion.
The attached solution brief alleviates the aforesaid GAP in SAP ECC 6.0 and details the solution.
How to use the SAP Connector for Alteryx ConnectDVW Analytics
The SAP Connector for Alteryx Connect extracts metadata from SAP and loads it into Alteryx Connect. The SAP Connector for Alteryx Connect works with:
SAP BW
SAP Business Suite (i.e. SAP ECC, SAP CRM, SCM etc.) and SAP S/4HANA On-Premise edition
Docslide.net how ale-and-idocs-affect-sap-in-house-cash-configurationShailendra Surana
This document discusses how to configure Application Link Enabling (ALE) and Intermediate Documents (IDocs) within SAP In-House Cash to enable structured data exchange between distributed SAP systems. It provides a step-by-step guide to defining logical systems, maintaining RFC destinations, configuring the ALE distribution model, generating partner profiles, distributing model views, and maintaining partner profiles to set up ALE communication. Key configuration steps include defining logical systems, target RFC systems, the ALE distribution model with IDoc message types, and partner profiles.
This document discusses key performance indicators (KPIs) for operations managers. It provides resources for creating KPIs, including lists of sample KPIs, performance appraisal metrics, and steps to develop a KPI system. Some tips for developing effective KPIs include linking them to organizational strategies, focusing on 3-5 key result areas, and designing them to empower employees. The document also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
The document provides steps to extend an outbound IDoc by adding new segments. This involves creating a new segment type with the required fields, extending an existing IDoc type to include the new segment, maintaining the partner profile and message type, implementing a user exit, and sending a transaction to trigger the outbound IDoc. The detailed steps are explained with screenshots to demonstrate how to extend an invoice IDoc to include additional customer data fields.
The Goal with performance details Oracle Fusion CloudFeras Ahmad
This document contains an SQL query that selects employee data from various database tables including employee number, name, hire date, email, manager details, department, job, rating and evaluation details. The query filters on goal weighting, evaluation status, rating code and legal employer to return ordered results.
The document discusses how to maintain customer accounts in SAP Financials. It covers creating and managing customer master records and general data. Transactions like invoices and payments are entered which update customer accounts. Accounts receivable information can then be analyzed through reports. The document also discusses account groups, number ranges, clearing transactions, foreign currency processing, and closing operations at the end of a fiscal period.
The document defines key performance indicators (KPIs) as quantifiable measures used by companies to assess progress towards strategic goals. KPIs vary between industries but are directly linked to overall business objectives and help track key success factors. The document outlines how to design, identify, evaluate and select appropriate KPIs, and notes advantages like improved decision making and visibility while disadvantages can include being short-term focused or not connecting to external benchmarks. Common types of KPIs include process, input, output, leading, lagging, qualitative and quantitative measures.
Oss note 1779330 - error message fs716 during a document creationSweta Agrawal
This document describes an error message of "FS716 'G/L account & in tax code & not found'" that occurs when creating FI documents with a specific tax code after an upgrade. The error is caused by note 1596752 which implemented stricter checks for tax accounts that now must exist in the company code and chart of accounts. The resolution is to either create the missing account via transaction FS011 or use a different account for the automatic posting configured in transactions FBKP or FTXP.
This document lists various SAP transaction codes related to EDI, ALE, IDOC, and workflow activities. It includes transaction codes for main menus, configuration, monitoring, testing, processing, and more. It also includes code task numbers and descriptions for common error codes. Finally, it provides a table cross-referencing SAP IDOC message types with ANSI X.12 and EDIFACT standards.
Infolets and OTBI Deep link Actionable Reports - Configuration Work Book Feras Ahmad
This document provides information and instructions for configuring deep links from Oracle Transactional Business Intelligence (OTBI) reports and analyses to pages and objects in the Risk Management Cloud application. It includes sample deep link URLs for various application pages and objects, such as risks, controls, processes, and more. It also explains how to set the "interaction" property in OTBI analyses to create clickable links using these deep link URLs.
1) El documento explica cómo interpretar la información mostrada en la transacción CKM3N para el análisis de precios de materiales. 2) Describe las diferentes categorías como Altas, Consumos e Inventario Final y cómo se calculan los precios reales considerando las diferencias de precio. 3) El precio interno periódico calculado a cierre de periodo puede usarse para revaluar el stock y los consumos.
Oracle Fusion Cloud Payroll Costing QueryFeras Ahmad
This SQL query retrieves data from multiple payroll-related tables to provide costing and accounting information for different elements. It joins tables related to element types, links, classifications, cost allocations and accounts to return fields like company, department, account and intercompany values for both the cost and offset accounting distributions. The query filters for elements that have costing enabled and an eligibility link defined.
This document outlines the key result areas (KRAs) and key performance indicators (KPIs) for an HR department. The 7 KRAs covered are: (1) Recruiting, (2) HR Ratios, (3) Performance Appraisal, (4) Regulation Compliance, (5) Rewards and Recognition, (6) Compensation & Benefits, and (7) Learning & Development. For each KRA, 2-3 KPIs are defined along with the measurement formula and target levels. The KPIs measure metrics such as number of days to hire, leave usage, high/low performer percentages, training courses/hours, and error rates.
The document provides instructions for configuring SAP Central Finance 2020. It outlines 8 key steps for configuration:
1. Set up and configure Central Finance business functions and target system settings.
2. Check value mapping, identifier mapping, and technical mapping settings.
3. Configure MDG mapping for identifiers and codes between source and target systems.
4. Use the MDG mapping tool to generate, upload, test, and maintain mappings.
5. Configure cost object framework mapping scenarios and rules.
6. Perform a smoke test for cost object mapping and document replication.
7. Enhance existing mapping entities and define new ones.
8. Run a report to check configuration
1) O documento descreve as estruturas organizacionais e dados mestre necessários para o processamento de vendas e distribuição no sistema SAP, incluindo clientes, produtos, estruturas organizacionais e hierarquias.
2) É explicado como as estruturas organizacionais representam a estrutura da empresa e como os dados mestre de clientes, produtos e parceiros de negócios sustentam o processamento de vendas e distribuição.
3) As hierarquias de clientes permitem refletir a estrutura dos clientes e são usadas para determinação de
SAP Apparel and Footwear (SAP AFS) is the SAP e-business solution for the apparel and footwear industry. SAP AFS was developed in collaboration with renowned industry leaders to address the particular requirements of the apparel and footwear industry.
Quantitative AnalysisEmployee salary data shows a bimodal distri.docxmakdul
Quantitative Analysis
Employee salary data shows a bimodal distribution, with a significant number employees (76) having a salary of between $31,000 and $40,000, while another equally large share of employees (75) having a salary of between $51,000 and $60,000. The company has also experienced a positve growth in sales revenue over the years. Precisely, the company has achived a 276% average percentage growth in sales between 2002 and 2015. While the mode years of service in the company is 16 years with a large share of employees working in the company for an average of only 7 years and a standard deviation of 4 years. In addition, majority of the employees (80.65%) are males. Also there are more caucasian employees (227) with most of the employees (68.28%) being married.
These results suggest that there is a reasonable promotion rate within the company as many employees earn salary in the middle-range. With a consistently large average percentage growth in sales over the years, it is expected that the sales revenue in 2016 and 2017 will continue to increase despite a decrease in 2015. Moreover, there is reason to believe that most of the workforce is not vested in the company. In conjuction to this, there is significant gender and racial imbalance in the workforce, which is contrary to the company's goal of ensuring a diversifiedworkforce. Hence, should consider hiring more females than males as well as more Hispanians, African-Americans and Asians as it creates more positions to keep up with demand.
In order to investigate further whether these quantitave results are good or bad for the company, a qualitative analysis may be conducted. In a qualitative analysis, structured interviews with key personnel in the company as well as focused group discussions with the employees, may help yield additional information. These additional information may support the results of the quantitaive analysis especially on issues to deal with salary and job promotion expectations amongst employees. Furthermore, it may also give employee perceptions on the gender and racial distribution of the workforce.
Quantitative Analysis-Cooksey
[Cooksey Comment]:
Hi Nana,
You seemed to combine your answers to the following questions into paragraphs in your quantitative analysis tab. However, you should answer each of the following questions one by one. I am listing your the questions below, which can be found in Step9 in your classroom. Please redo this step please. In addition, please complete your sorted data step too. Thanks. ~ Prof. Cooksey
Apply Quantitative Reasoning
Now that you have completed your analysis, think about the patterns you’ve seen in the workforce.
1. From the created histogram, it appears that a large share of employees have a salary between $31,000—$40,000 or $51,000—$60,000. This may indicate reasonable promotion rate for new employees. Is this distribution unimodal or bimodal? Explain.
2. The line chart, as detailed in your "Gra ...
9 Salary Surveys A Snapshot Market data obtained from salary surv.docxsleeperharwell
Here is a 4-page response to the questions in APA format with citations:
Intellectual Property, Counterfeiting, and National Security Concerns
Intellectual property (IP) refers to creations of the mind such as inventions, literary and artistic works, designs, and symbols, names and images used in commerce (World Intellectual Property Organization, n.d.). Counterfeit merchandise negatively impacts the U.S. economy by undermining innovation, threatening jobs, and depriving governments of tax revenue (U.S. Department of Homeland Security, 2022). According to the U.S. Government Accountability Office (2013), counterfeit goods cost the U.S. economy up to
Staff Turn-Over In Inter-Continental Sydney.docxsusanschei
Staff Turn-Over In
Inter-Continental Sydney
Your introductory or title slide should convey the overall “feeling” and focus of your presentation. For instance, I typically present about small-business trends, new business ideas, growth opportunities or other positive trends. In this sample presentation, I’m talking about new business ideas, so I used a sun graphic in this slide template to convey a positive feeling. Personalize this slide template with your company’s logo.
To add a logo to all slides, place it on the Slide Master. To access the Slide Master, on the Themes tab of the Ribbon, click Edit Master and then click Slide Master.
Disclaimer: You understand that Microsoft does not endorse or control the content provided in the following presentation. Microsoft provides this content to you for informational purposes only; it is not intended to be relied upon as business or financial advice. Microsoft does not guarantee or otherwise warrant the accuracy or validity of this information and encourages you to consult with a business or financial professional as appropriate.
RIEVA LESONSKY
Founder and President, GrowBiz Media
Rieva Lesonsky is founder and president of GrowBiz Media, a content and consulting company specializing in covering small businesses and entrepreneurship. A nationally known speaker and authority on entrepreneurship, Lesonsky has been covering America’s entrepreneurs for nearly 30 years. Before co-founding GrowBiz Media, Lesonsky was Editorial Director of Entrepreneur Magazine.
1
Inter-Continental Sydney
Situated at 117 Macquarie St, Sydney.
Built around the restored treasury building of 1851.
It has 509 rooms and suites, 15 meeting and event spaces and dining options.
I am working as Food and Beverage Attendant in Club Inter-Continental Sydney since 2018.
22 staffs are employed.
Can accommodate 300 pax.
Staff turn-over leading to low morale employee.
It effects are felt in productivity, revenues and remaining employee satisfaction.
About 22% of staff turn-over this year.
Research Problem
3
It is important to investigate the problem in order to reduce staff turn-over.
I like to speak spontaneously, so I use PowerPoint as an outline to keep me on track. It’s best to keep your PowerPoint text brief, simply reinforcing key points you will talk about at more length. You can use this slide template to convey a series of steps or related points in a short format.
4
Research aim
To identify the reasons for high staff turnover and the measures to reduce high turnover in Club Inter-continental Sydney.
A plain old bulleted list can get boring, so use graphics to liven it up. An image that conveys what you’re saying in visual format (like this diagram) can reinforce your ideas in the audience’s mind.
5
Work Satisfaction and work environment and its impact on employee is the major factor for change in the retention of turnover (Albattat et al. 2014;Tracey & Hinkin.
1) 1267 employees nominated 407 bosses from over 90 organizations as part of identifying the best bosses. The average nominations per boss was 3.11, with the highest being 86 nominations.
2) The top qualities identified in the best bosses were teamwork, confidence, and analytical thinking. Employees with different tenure levels identified similar top qualities, though some variations existed.
3) Younger employees (0-2 years tenure) were more likely to participate in nominating bosses compared to longer-tenured employees. Inspiring employees was rated the highest quality across all groups.
QR Questions_Responses Apply Quantitative ReasoningNow that yo.docxsimonlbentley59018
QR Questions_Responses
Apply Quantitative Reasoning
Now that you have completed your analysis, think about the patterns you have seen in the workforce.
In this final section, you will answer five questions and write a short essay.
1. From the created histogram, it appears that a large share of employees have a salary between $61,000–$110,000 or $131,000–$170,000. This may indicate a reasonable promotion rate for new and seasoned employees. Is this distribution unimodal or bimodal? Please explain.
2. The line chart, as detailed in your "Graph Charts" Excel spreadsheet, shows sales generally increasing over the years, although sales in the first two years were notably lower. Assuming that the sales are linear, please use the Forecast tool to find projected sales for 2020 thru 2024. Hint: An easy way to do this is to highlight the sales from the data page and apply the Forecast tool to this data or use the forecast function in excel. You will generate a chart on a new sheet with projected sales; rename this sheet "Projected Sales".
3. The standard deviation provides insight into the distribution of values around the mean. If the standard deviation is small, in general, the more narrow the range between the lowest and highest value. That is, values will cluster close to the mean. From your descriptive statistics, describe your standard deviations of Salary, Hryly Rate, Yrs Worked, Education, and Age. What does this tell you about the variables?
4. The company has a keen interest in the educational, race, and gender makeup of its workforce. Its emphasis is on a diverse, dynamic workforce. From your "Graph Charts" spreadsheet, describe your pie chart findings for these characteristics of the workforce. Describe how you would determine if the company was meeting expectations on these characteristics.
5. The company is conducting an analysis on how many positions to create to keep up with demand. Specifically, it wants to know an estimate of the number of positions per job title. From your Excel chart, identify the mode of the job title distribution. Describe your findings.
FINAL ESSAY:
Now that you have done all the work with data, you will write a short three- to four-paragraph summary of your analysis. This is important. While you have done a wonderful job with your analysis, you can never assume that the end user will be able to interpret the data the way it should be understood. Supporting narrative is helpful. Never simply provide a "raw data" dump. Instead, seek to provide information!
Structure your essay like this:
a. Write a one-paragraph narrative summary of your findings, describing patterns of interest.
b. Provide an explanation of the potential relevance of such patterns.
c. Provide a description of how you would investigate further to determine if your results are "good or bad" for the company.
Prepare your response in this workbook. (Simply expand this text box to accommodate your essay and other answers, or you can copy .
1. A study found a disconnect between C-suite perceptions of employee experience and reality as reported by employees. While most leaders thought employees were engaged and happy, fewer employees actually reported feeling that way.
2. The study identified five key elements of employee experience that drive customer experience and revenue growth: trust, accountability, alignment, recognition, and seamless technology.
3. The research showed improving employee experience from the bottom to top quartile could increase company revenue by up to 50% and profits by nearly as much by creating a more seamless connection between employee and customer experience.
IBM HR Analytics Employee Attrition & PerformanceShivangiKrishna
- Help companies to be prepared for future employee-loss
- Evaluating possible trends and reasons for employee attrition, in order to prevent valuable employees from leaving.
- We analyzed the numeric and categorical data with the use of Machine Learning models to identify the main variables contributing to the attrition of employees
- This project was completed and carried out by three DSAI students Angelin Grace Wijaya, Agarwala Pratham, Krishna Shivangi
An Example Of Job Analysis Report On Apple, Inc.
Job Analysis
Job Description Analysis Essay
Human Resource Planning and Job Analysis
Job Analysis Advantages And Disadvantages
The Benefits of an Accurate Job Analysis Essay
Job Analysis Paper
Job Analyis & Compensation
Job Analysis
Job Analysis and Job Design
Job Analysis Essay example
Human Resources , Job Analysis
Written Assignment #1: Job Analysis Essay
Job Analysis and Legal Implications
Report on Job Analysis Essay
Job Analysis
Theories Of Competency-Based Job Analysis
Advantages And Disadvantages Of Job Analysis
Job Analysis Essay
The document discusses Insightlink's approach to conducting employee surveys using their 4Cs framework of Commitment, Culture, Communications, and Compensation. Some key points:
- The 4Cs model provides a proven, actionable framework for understanding employee engagement.
- Surveying employees can provide feedback to identify issues, improve organizational performance, and compare results to benchmarks.
- Insightlink's surveys measure engagement, loyalty, motivations and drivers to help organizations target action planning.
- The process typically involves drafting a survey, collecting responses, analyzing data, and providing a report to guide action planning to improve satisfaction.
Motivation: To Uncover the factors that leads to employee Attrition
Goal:
1. To perform a data exploration in the data set by using SQL and R
2. Visualize the data using Tableau using interactive dashboard
3. Build a Random forest algorithm that could help us predict the factors leading to the employee attrition.
Data: IBM’s Employee attrition data:
The data is found in the below URL (Kaggle Repository)
https://www.kaggle.com/pavansubhasht/ibm-hr-analytics-attrition-dataset/data
The document discusses job analysis which is the process of systematically understanding a job and presenting information about it. It involves gathering information about job duties through techniques like interviews and observation. This information is then analyzed and organized to develop job descriptions, specifications, and families. The key outputs of job analysis include templates that can be used for recruitment, training, performance management, and other human resource processes. The document outlines the typical steps in job analysis which include deciding how the information will be used, analyzing representative jobs, verifying the analysis, and developing descriptions and specifications.
The document discusses an employee engagement survey conducted by XYZ Pte Ltd. to measure engagement levels. It finds that engagement scores (EES) vary by department, with administrative employees having the highest scores and software engineers the lowest. Recently hired employees also tend to have lower engagement across departments. The document further examines EES differences between managers, identifying some in software engineering and production with lower average team scores that warrant further investigation. Overall, the analysis suggests departments and managers significantly influence EES, so management should work to increase engagement by engaging managers first to improve employee engagement.
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.
Topic LogisticsProvide a general description, may be an exp.docxturveycharlyn
Topic: Logistics
Provide a general description, may be an explanation, of the function of logistic in a sizable organization. What is the objective of the function? Identify and explain the business processes included in logistics. What are the current best practices and/or state of the art in the industry?
Select a significant organization so that you can investigate its logistics practices to illustrate all those activities, functions, and practices you will discuss in your paper.
Important: Your paper has to show a clear flow of concepts, appropriately organized under suggestive sections and paragraphs heading, and to answer the questions set out in this assignment. It will be useful and, indeed expected that you use suitable visual aids and tabulation for organizing your data. Such visual aids and tables of data, however, should be captioned and explained.
Alt Project
Criteria
Ratings
Pts
Define and Explain Logistics/Demand Forecasting/Procurement/Sourcing.
Full Marks
10.0 pts
No Marks
0.0 pts
10.0 pts
Identify and Explain the Internal Processes.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Best Practice in Industry.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Identify and Explain the Related Practice in your Selected Organization.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Benchmark on Industry Best Practice to Evaluate Your Organization.
Full Marks
20.0 pts
No Marks
0.0 pts
20.0 pts
Paper Clarity, Organization, etc.
Full Marks
10.0 pts
No Marks
0.0 pts
10.0 pts
Total Points: 100.0
Running head: RESEARCH 1
RESEARCH 7
Research Project
Student
BUS642: Business Research Methods & Tools
Instructor: Dr. Jon Webber
Date
Research Project
Background Information
XXX. is a provider of educational services for its two subsidiaries. XXX employs several thousand people in admissions and student services roles. Due to a decline in total enrollment in XXX, XXX leadership instituted a reduction in force, primarily within the student services roles XXX, 2015). The recent layoffs included several management positions coinciding with the firm’s intention to create a leaner management structure. The reduction of management positions and the lack of growth are limiting growth opportunities for employees.
Management Dilemma
XXX leadership faces the challenge of retaining current employees. Tang and Fuller (1995) noted, “After a layoff, surviving employees often experience significant changes in corporate loyalty, job satisfaction, and job performance” (p. 12). While justified, XXX leadership has created a situation that will increase employee turnover. Nolan (2015) stated that mentoring and advancement opportunities influence millennials’ perception of job satisfaction and loyalty to the firm. The lack of promotional opportunities may cause employees to consider changing employers. Leaders must create a strategy to maintain these factors or the firm will incur the additional expense of hiring and training replacements (T ...
Welcome to the 2021 Indigo’s C-Level Salary Guide. successful salary planning requires a thorough understanding of factors that influence the amount required to secure the appropriate talent.
The market for talent in the tech field is tighter than others, heightening the importance of proper compensation.
Strategic Insights: Analyzing Employee Dynamics and Performance in the Workplacedavidwaynne
Welcome to our presentation on "Strategic Insights: Analyzing Employee Dynamics and Performance in the Workplace." Today, we will delve into a data-driven exploration of our workforce, uncovering patterns and relationships that influence employee satisfaction, retention, and performance.
Forming an effective compensation strategy is not as easy as it appears. Some managers might use
their instinct to throw a dollar figure at an employment contract, but successful salary
planning requires a careful understanding of factors that influence the amount required to secure
appropriate talent.
The market for talent in the tech field is tighter than others, heightening the importance of proper
compensation. In addition to salary tables, this salary guide provides a high-level overview of hiring,
a look at employment in IT, and several key hiring strategies for 2019.
6 Cutting-Edge HR Metrics to Measure in 2019Namely
Are you thinking like a data scientist? While we’re all familiar with basic metrics like turnover and time to fill, there’s more that you can and should be measuring. Taking a more analytics-driven approach to your talent practices can help improve everything from hiring to workforce planning to employee development and retention.
Dr. Eric Knudsen, Manager of People Analytics at Namely, and Rita Patterson, Manager of Product Implementation, share how you can build, measure, and action these key metrics to drive HR and business results. In this webinar, you'll learn:
- How to use hiring data to measure and improve quality-of-hire.
- How to use career and skills data to anticipate workforce needs and facilitate tailored employee career growth.
- How to use compensation data to make improve workforce planning and prevent unwanted turnover.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
The Ipsos - AI - Monitor 2024 Report.pdfSocial Samosa
According to Ipsos AI Monitor's 2024 report, 65% Indians said that products and services using AI have profoundly changed their daily life in the past 3-5 years.
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
1. TASK 3:
HR DATA ANALYSIS
Using Excel and Power BI
Prepared by:
Gustiyan Islahuzaman
2. 01
This part introduces why we're diving into the
data. It gives a quick overview of what we're
trying to find or understand through our
analysis.
Introduction
02
Here, we take a good look at the raw data. We
check out how it's set up, its main features,
and any initial patterns. Getting familiar with
the data helps us make sense of it during our
analysis.
Data Overview
03
This section lists out the specific things we
want to find out using the data. These
questions guide our analysis, helping us focus
on what's important to uncover key insights.
Data Questions
04
The dashboard is like a visual summary of our
analysis. It turns complicated data into easy-
to-understand visuals, making it simpler to see
and share the important trends and numbers
we find.
Dashboard
05
In the conclusion, we wrap up what we've
learned. It's a quick summary of the main
points and insights from our analysis, making it
easier to understand and use the information
we've uncovered.
Conclusion
TABLE OF CONTENTS
3. INTRODUCTION
I am Gustiyan Islahuzaman, currently engaged in my
third task as a Data Analyst Intern at Psyliq. In this pivotal
assignment, I am tasked with the meticulous analysis of
human resource data utilizing the advanced capabilities
of Excel and Power BI.
In this comprehensive report,
meticulous documentation has been
undertaken to address the assessment
questions and deliver meaningful
insights. This detailed record aims to
provide a transparent account of the
analytical processes employed. The
objective is to present not only answers
to the posed questions but also valuable
and actionable insights derived from a
thorough examination of the data.
I extend an invitation to accompany me on this
analytical journey, where the prowess of Excel and
Power BI will be harnessed to distill meaningful insights,
enriching our comprehension of the dynamic nuances
within our organizational human resource landscape.
4. DATA OVERVIEW
The dataset under analysis comprises 4,410 rows and 30 columns,
each representing a distinct aspect of the workforce. Below is a
brief overview of the key columns present in the dataset:
Employee Basics:
Age, Gender, MaritalStatus, Education: Understand the age range,
gender distribution, marital status, and education levels of our
workforce.
Job Details:
Department, JobRole, JobLevel: Explore the various departments,
job roles, and hierarchical levels within the company.
Satisfaction and Engagement:
JobSatisfaction, EnvironmentSatisfaction, RelationshipSatisfaction,
WorkLifeBalance: Gauge employee satisfaction and engagement
levels in their roles and workplace.
Performance and Growth:
PerformanceRating, YearsSinceLastPromotion,
TrainingTimesLastYear: Assess performance ratings, growth
opportunities, and training engagement.
Compensation:
MonthlyIncome, StockOptionLevel: Examine salary and benefits,
including monthly income and stock options.
Travel and Commute:
BusinessTravel, DistanceFromHome: Understand business travel
frequency and commute distances.
Employment History:
NumCompaniesWorked, TotalWorkingYears, PercentSalaryHike:
Explore employees' overall professional journeys, including work
history and salary hikes.
1
5. 1 Select Data: Click on any cell in your dataset.
2 Apply Filter: Go to the "Data" tab and click on "Filter."
3
Filter Age: Click on the drop-down arrow in the Age column
(assuming Age is in column A).
4
Set Criteria: Look for a "Number Filters" or a similar option,
then choose "Greater Than or Equal To."
5 Enter Criteria: Enter "30" as the value.
6 Confirm Filter: Click "OK" or "Apply."
DATA QUESTIONS
1. Using Excel, how would you filter the dataset to
only show employees aged 30 and above?
2
6. DATA QUESTIONS
2. Create a pivot table to summarize the average
Monthly Income by Job Role.
In the pivot table, the Manufacturing Director emerges
with the highest average Monthly Income, surpassing
other job roles, while the Human Resources category
reflects the lowest average Monthly Income. This
presentation allows for a clear comparison of income
distribution across various job roles within the company,
facilitating insights into the salary landscape based on
different positions.
3
7. DATA QUESTIONS
3. Apply conditional formatting to highlight
employees with Monthly Income above the company's
average income.
Within the overall workforce of 4,410 employees, it is
noteworthy that precisely 1,479 individuals exhibit
Monthly Incomes surpassing the established company
average. This finding signifies a substantial proportion,
approximately one-third of the total workforce,
operating within elevated income strata. Such insights
into the distribution of incomes across the
organizational hierarchy serve as pertinent information
for strategic analysis and decision-making.
4
8. DATA QUESTIONS
4. Create a bar chart in Excel to visualize the
distribution of employee ages.
The chart shows that a lot of employees, 1,413 to be
exact, fall in the age range of 34 to 41. This suggests that
this age group is quite common and may represent a
key segment of the workforce. On the other hand, the
age group from 58 to 65 has the lowest count, only 87
individuals. This could mean there are fewer employees
in the older age range, possibly nearing retirement.
These insights help us understand the age distribution
in the company and might have implications for things
like workforce planning and knowledge transfer.
5
9. DATA QUESTIONS
5. Identify and clean any missing or inconsistent data
in the "Department" column.
The examination of the "Department" column reveals a
noteworthy insight: there are no missing values within
the department information, indicating that every
employee in the dataset is associated with a specific
department. Additionally, the data appears to be
consistent, with uniform department names across
entries.
6
10. DATA QUESTIONS
6. In Power BI, establish a relationship between the
"EmployeeID" in the employee data and the
"EmployeeID" in the time tracking data.
Establishing relationships in Power BI is a fundamental
step in creating robust, interconnected data models. It
empowers users to derive deeper insights by
combining and exploring data from different
perspectives, ultimately enhancing the effectiveness of
data analysis and reporting within the Power BI
environment.
7
11. DATA QUESTIONS
7. Using DAX, create a calculated column that
calculates the average years an employee has spent
with their current manager.
The DAX calculation for the average years with the
manager provides a valuable insight into the dataset.
Specifically, the analysis indicates that, on average,
employees in the dataset have spent approximately 4
years with their current manager. This finding can be
interpreted as a measure of stability in managerial
relationships, suggesting a relatively consistent
duration of collaboration between employees and their
respective managers.
8
12. DATA QUESTIONS
8. Using Excel, create a pivot table that displays the
count of employees in each Marital Status category,
segmented by Department.
Marriage in Departments:
In Human Resources, most employees are married
(96), followed by singles (72) and divorced
individuals (21).
Research & Development has a lot of married
employees (1350), and in Sales, there's a mix of
divorced (339), married (573), and single (426)
employees.
Overall Picture:
Across all departments, most employees are
married (2019), followed by singles (1410) and
divorced individuals (981).
Employee Well-being Insights:
A relatively balanced distribution of marital statuses
in the Human Resources department suggests a
diverse workforce, while the higher number of
married employees in Research & Development
might indicate a more stable, family-oriented
segment.
9
13. DATA QUESTIONS
9. Apply conditional formatting to highlight
employees with both above-average Monthly Income
and above-average Job Satisfaction.
A simple insight is that 948 employees in the dataset
have both higher-than-average Monthly Income and
higher-than-average Job Satisfaction. This indicates a
significant group of employees enjoying a positive
combination of financial well-being and job
contentment. Recognizing and understanding what
contributes to this positive experience can be valuable
for creating a workplace that fosters satisfaction and
overall employee happiness.
10
14. DATA QUESTIONS
10. In Power BI, create a line chart that visualizes the
trend of Employee Attrition over the years.
The line chart suggests a straightforward insight: as
employees spend more years working at the
company, the likelihood of them leaving decreases.
This simple observation indicates that longer-
tenured employees tend to stay, possibly pointing to
a positive work environment or strong employee
commitment. This insight emphasizes the value of
employee retention efforts, especially in fostering
satisfaction and loyalty among those with extended
tenures.
11
15. DATA QUESTIONS
11. Describe how you would create a star schema for
this dataset, explaining the benefits of doing so.
Selection of Fact Table:
1.
Identify a central fact table that encapsulates key metrics such
as attrition, monthly income, and performance ratings. In this
context, "general_data" serves as the designated fact table.
Formation of Dimension Tables:
2.
Establish separate dimension tables to encapsulate specific
details pertinent to the analysis. Notable dimension tables
include "manager_survey_data," "employee_survey_data,"
"in_time," and "out_time."
Establishment of Relationships:
3.
Define explicit relationships between the central fact table and
each respective dimension table. This involves linking common
identifiers, such as EmployeeID.
1 Easy Questions
2
Asking questions becomes easier because your
data is organized logically.
3
4
Quick Answers
Getting answers is faster because the data is set
up in a way that makes sense.
No Messy
Changes
Changes to details (like employee roles or survey
data) won't disrupt your main numbers.
Find Things
Easily
Finding information is quicker because your
data is tidy and organized
Benefits of Using a Star Schema
Creating a Star Schema:
12
16. DATA QUESTIONS
12. Using DAX, calculate the rolling 3-month average
of Monthly Income for each employee.
The analysis of the rolling 3-month average Monthly
Income across all employees reveals a consistent
pattern, with the computed average settling at
$195,088. This figure provides valuable insight into
the sustained income trend over the specified rolling
period, facilitating a comprehensive understanding
of the financial dynamics within the dataset.
13
17. DATA QUESTIONS
13. Create a hierarchy in Power BI that allows users to
drill down from Department to Job Role to further
narrow their analysis.
14
18. DATA QUESTIONS
14. How can you set up parameterized queries in
Power BI to allow users to filter data based on the
Distance from Home column?
1) Create a Parameter:
Go to Power BI Desktop.
In the "Home" tab, click on "Transform Data" to open Power Query Editor.
Click on "Manage Parameters" and create a new parameter named
"DistanceParameter" with a default value.
2) Apply Parameter in the Query:
In the Power Query Editor, find the step where you filter data based on the
Distance from Home column.
Modify the filter condition to use the parameter. For example:
#"Filtered Rows" = Table.SelectRows(Source, each [DistanceFromHome] >
DistanceParameter)
3) Set Parameter Value in Report:
In your Power BI report, go to the "Transform Data" again.
Set the value for "DistanceParameter" using the "Manage Parameters" dialog
4) Use Parameter in Visuals:
In your visuals, use the parameter for filtering. For instance, set a filter
condition in a table visual to show rows where Distance from Home is greater
than the parameter value.
15
19. DATA QUESTIONS
15. In Excel, calculate the total Monthly Income for
each Department, considering only the employees
with a Job Level greater than or equal to 3.
1) Human Resources:
The Human Resources department contributes a total monthly
income of $3,259,140.00, showcasing its financial significance
within the organization.
2) Research & Development:
Research & Development stands out with a substantial total
monthly income of $53,502,900.00, highlighting its major role in
driving organizational finances.
3) Sales:
The Sales department adds $22,974,330.00 to the organization's
monthly income, underscoring its significant contribution to
overall revenue.
In summary, these figures provide a straightforward view of how
each department contributes financially, with Research &
Development playing a particularly prominent role.
16
20. DATA QUESTIONS
16. Explain how to perform a What-If analysis in Excel
to understand the impact of a 10% increase in Percent
Salary Hike on Monthly Income.
1) Create a Formula:
In an empty cell, enter the formula for Monthly Income based on the
Percent Salary Hike. Assuming your table starts from cell A2, you can
use the formula in cell C2:
Drag this formula down for the entire column to calculate Monthly
Income for each row.
2) Use Goal Seek:
Go to the "Data" tab.
Click on "What-If Analysis" and select "Goal Seek."
3) Configure Goal Seek:
Set the "Set Cell" to a cell containing Monthly Income in your
formula column (e.g., C2).
Set the "To Value" to your target Monthly Income after the 10%
increase (e.g., $6,000).
Set the "By Changing Cell" to the corresponding cell in the "Percent
Salary Hike" column (e.g., A2).
4) Run Goal Seek:
Click "OK" to let Excel adjust Percent Salary Hike for each row to
achieve the target Monthly Income.
17
21. DATA QUESTIONS
17. Verify if the data adheres to a predefined schema.
What actions would you take if you found
inconsistencies?
Actions to Take If Inconsistencies are Found:
1) Correct Data::
If inconsistencies are due to errors or inaccuracies, correct the data at
the source to align with the predefined schema.
2) Note Changes:
If there are good reasons for differences, document them.
Sometimes, there are valid reasons for changes.
3) Keep Everyone Informed:
Tell the people involved about what you found and what's being
done to fix it.
4) Check Regularly:
Set up regular checks to catch issues early. This way, you can keep
the data in good shape over time.
5) Adjust the Plan:
If the data needs have shifted, update the plan to match what's
needed now.
1
Understand the
Predefined Schema
2
Understand what the data is supposed to look like
based on the predefined structure or model.
3
4
Inspect the Data:
Look at the actual data to make sure it matches
what's expected. Check for missing or extra info,
and see if the format is right.
Check Data Types: Confirm that each column has the right type of
information.
Confirm
Relationships:
If different parts of the data are connected, make
sure these connections are correct.
Steps to Check Data Adherence
18
22. DASHBOARD
In our Human Resource dashboard, we observe a total of 4,410
employees, with an attrition rate standing at 16.12%. Among them,
711 employees have been terminated. The average age of our
workforce is 37 years, with an average tenure of 7 years. The typical
monthly income is $65,029. A notable educational trend reveals
that the majority of employees hold Bachelor's degrees.
In terms of age groups, individuals aged 25-34 represent the
largest portion of our workforce. Lastly, our performance rating
distribution indicates that 85% of employees score a 3, while 15%
receive a rating of 4. These insights collectively offer a clear
understanding of our workforce composition and performance
dynamics, guiding our HR strategies and decision-making.
Key Insights from Human Resource Dashboard:
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23. CONCLUSION
In conclusion, the human resource data analysis using Excel
and Power BI has yielded valuable insights into various facets
of our workforce. By addressing specific data questions and
developing a comprehensive dashboard, we've gained a
deeper understanding of employee demographics, attrition
rates, educational backgrounds, and performance metrics. The
visualization tools in Power BI have allowed for clear
representation and interpretation of the data, facilitating more
informed decision-making. These insights lay the groundwork
for strategic human resource planning, enabling us to tailor
initiatives, address challenges, and optimize our approach to
employee management. Overall, the analysis has proven
instrumental in enhancing our understanding of the human
resource landscape and guiding future actions for the
betterment of our organization.
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