People SLP
SLP
you have the opportunity to focus on a private-sector organization doing business in another country (a company that you have not previously examined). Discuss how this organization is approaching the issue of big data and analysis of big data. What data is it analyzing and why? How is it transforming the data to useful information? What future directions do you see this global company taking with regard to data collection and decision making insofar as HRM is concerned?
Bring in at least 2 valid sources to help strengthen your discussion.
Please upload your essay paper by the module due date. Paper length: 3 pages, not counting the cover and reference pages.
Prepare a paper that is professionally presented (including a cover page, a List of References, and a strong introduction and conclusion). Proofread your paper carefully for grammar, spelling, and word-usage errors.
Address all aspects of the assignment as stated above.
Limit your Internet searching and focus instead on library searches; be sure to bring in information from the background readings.
Give authors credit for their work. Cite sources of borrowed information in the body of your text as footnotes, numbered end notes, or APA style of referencing.
See Trident’s Student Guide to Writing a High-Quality Academic Paper (instruction on writing papers, citing sources, proper referencing, and so forth).
Your submission will be assessed on the criteria found in the grading rubric for this assignment:
Assignment-Driven Criteria
Critical Thinking
Business Writing
Effective Use of Information
Citing Sources
Timeliness
KnowledgeAtWharton. (2015). Whats behind the surge of interest in people analytics? Retrieved from https://www.youtube.com/watch?v=9Xyd2gnQaP8
HR Metrics
More and more organizations are collecting data about employees and analyzing the data in an effort to make better employee-related decisions.
HR metrics and the use of balanced scorecards and other performance measurement systems provide the decision-making capacity to influence business strategy, which in turn transforms HR into strategic partners with the business.
The Society for Human Resource Management (SHRM) has identified key human capital measurements that are critical to evaluating HR performance:
Revenue Factor:
Revenue/Total Full-Time Employees
Human Capital Value Added:
(Revenue Operating Expense Compensation & Benefit Cost)/Compensation & Benefit Cost
Total Compensation Revenue Ratio:
Compensation & Benefit Cost/Revenue
Labor Cost Revenue Ratio:
(Compensation & Benefit Cost + Other Personnel Cost)/Revenue
Training Investment Factor:
Total Training Cost/Headcount
Cost per Hire:
(Advertising + Agency Fees + Recruiters Salary/Benefits + Relocation + Other Expenses)/
Operating Expenses
Health Care Costs per Employee:
Total Health Care Costs/Total Employees
Turnover Costs:
Termination Costs + Hiring Costs + Training Costs + Other Costs
These measurements then can be compared to the same organizations past performance as well as to the performance of other companies.
HR professionals sometimes also track:
How satisfied are employees with their jobs?
How satisfied are employees with their supervisors?
What is the time to fill job openings (the period from job requisition approval to new-hire start date)?
What is the length of employment (by job title, department; from employment start date to employment end date)?
What is the number of days the positions were vacant (vacant period)?
What is the new-hire performance level (average performance appraisal of new hires, compared to previous period)?
What is the manager satisfaction level (survey of hiring managers, compared to previous period)?
What is the turnover rate of new hires (during a specified period)?
What is the financial impact of bad hires (comparing turnover cost and cost per hire)?
What is the preventable turnover (the reasons the employee left and what measures may be taken to prevent it)?
What Is the diversity turnover (turnover rate in professional, managerial, and technical positions)?
Learning and Growing Opportunities (percentage of employees who are satisfied with the learning and growth opportunities in the organization).
On-the job learning (percentage of employees who are satisfied with on-the-job learning, projects assignments for growth, and development and job rotation).
The above metrics will help managers make better decisions concerning:
Types of training, for which segments of the workforce will yield the best results.
Actions to take to help reduce absenteeism.
Actions to take to reduce turnover and what retention efforts to implement.
Optimal mix of reward programs to boost employee engagement to help drive stronger financial performance.
Opportunities for New Hires (percentage of employees who report training opportunities among the top three reasons they accepted the job).
Brockbank, W. (2017). What percentage of your people create 90 percent of the value? Inside HR. Retrieved from https://www.insidehr.com.au/what-percentage-people-create-most-value/
Lawler, E. E. (2017). Reinventing talent management: principles and practices for the new world of work. Retrieved from ProQuest, Ebook Central in the Trident Online Library.
Ward, D. (2017). Big data helps workers thrive: A Q & A with Jenny Dearborn. HR Magazine. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/1117/Pages/big-data-helps-workers-thrive-jenny-dearborn.aspx
Albrecht, C., Gardner, T., Allred, S., Winn, B., & Condie, A. (2016). To sit at the table, you have to know the language: Important financial metrics for HR directors. Strategic HR Review, 15(3), 123-128. Retrieved from ProQuest in the Trident online library.
Du Plessis, A.,J., & Fourie, L. D. W. (2016). Big data and HRIS used by HR practitioners: empirical evidence from a longitudinal study. Journal of Global Business and Technology, 12(2), 44-55. Retrieved from ProQuest in the Trident Online Library.
Feffer, M. (2014). HR moves toward wider use of predictive analytics. Retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/technology/Pages/More-HR-Pros-Using-Predictive-Analytics.aspx
hiQ People Analytics Podcast (2016). Retrieved from https://player.fm/series/hiq-people-analytics-podcast
HR Happy Hour (2017). Were Only Human 13–Calculating the ROI of Human Resources. Podcast retrieved from https://player.fm/series/hr-happy-hour/were-only-human-13-calculating-the-roi-of-human-resources (also visit https://www.h3hrhappyhour.net/ and/or https://player.fm/podcasts/Human-Resources for other topics related to HR)
Gregg Learning. (2016). Introduction to HRIS. Retrieved from https://www.youtube.com/watch?v=GP9DKNtcDOs.
PcC. (2017). Whats now and whats next in human resources technology? Download from https://www.pwc.com/us/en/hr-management/technology/global-hr-technology-survey.html.
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