About recruitment analytics, on-boarding analytics, retention analytics, attrition analytics, staffing analytics, training & learning analytics, compliance, promotion & succession planning analytics, performance & skill gap analytics, compensation & benefits etc.

2. ASPECTS OF HR ANALYTICS
 Recruitment analytics
 On-boarding analytics
 Staffing analytics
 Training & learning analytics
 Compliance analytics
 Attrition & retention analytics
 Compensation & benefit analytics
 Promotion & succession planning analytics
 Performance & skill gap analytics

3. RECRUITMENT ANALYTICS
Recruitment analytics is to improve hiring process.

4. NEED
 Reduced hiring costs.
 Live analytics
 Improves employee engagement.
 Increase the retention rate.

5. METRICS USED
 Time to hire
 Time to fill
 Source of hire
 Sourcing channel cost
 Quality of hire
 Cost per hire
 Candidate job satisfaction
 Selection ratio
 Offer acceptance rate
 Open positions vs positions filled ratio

6. TIME TO HIRE/TIME TO ACCEPT
CANDIDATE IS APPROACHED
CANDIDATE ACCEPTS THE JOB
TIME TO HIRE
EXAMPLE:
If a candidate is approached on 1st jan and the
candidate accepts the job on 5th jan then the time to
hire=4 days

7. TIME TO FILL
PUBLISHING A JOB OPENING
HIRING THE CANDIDATE
TIME TO FILL
EXAMPLE:
If a job is published on 1st jan and the candidate is
hired on 5th jan then the time to fill =4 days

8. SOURCE OF HIRE
 Defines the sources used to hire the employees.
 Helps to identify the effectiveness of each recruiting
channels.
 Different recruiting channels are:
Social media
Company’s career page
Sourcing agencies

9. QUALITY OF HIRE
 High first year performance ratings are indicators of
good hire.
 Low first year performance ratings are indicators of
bad hire.
 It is the input for the success ratio.

10. SUCCESS RATIO
Number of hired candidates
Success ratio = considered satisfactory
Total number of
candidates hired

11. SELECTION RATIO
Selection ratio =
Number of hired candidates
Total number of candidates
Also called submittals to hire ratio.

12. COST PER HIRE
Cost per hire =
Total number of hires
Total recruitment cost

13. OFFER ACCEPTANCE RATIO
Offer
acceptance =
ratio Number of candidates who
received the offer
Number of candidates who
accepted the job offer

14. SOURCING CHANNEL COST
Sourcing
channel cost=
Number of successful
applicants per platform
Ad spent per platform

15. ON-BOARDING ANALYTICS
Can be defined as the technique through which the new
employee acquire knowledge, skills etc to become
effective organizational member.

16. 4 C’S
 Compliance : Teaching employees.
 Clarification : Ensure that the employee understand
his new job.
 Culture : Providing both formal & informal norms.
 Connection : Inter-personal relationships.

17. METRICS USED
 Yield ratio
 Orientation costs
 New hire survey
 New hire separation
 New hire engagement
 Speed to performance

18. YIELD RATIO
Yield ratio =
Number of hired candidates
Total number of candidates came

19. ORIENTATION COST
Average
orientation =
costs per
employee
(Time x pay x number) +
department
Number
Time = Amount of time spent in orientation.
Pay = Average hourly rate per employee.
Number = total number of employees in orientation.
Department = Average HR department cost.

20. OTHER METRICS
 New hire survey: To generate the feedback data
collected through questionnaire.
 New hire separation: Through resignation or
termination.
 New hire engagement: Engaged employees will help
the organization to grow.
 Speed to performance: Managers should take care with
how they get new employees up to speed.

21. STAFFING ANALYTICS
Recruitment, selection, development & training of
individuals for specific job functions.

22. IMPORTANCE
 Big data allows staffing firms to make informed
business decisions and achieve success.
 Historical analytics provide valuable data allowing
staffing firms to learn from past practices
 Real-time analytics demonstrate the effectiveness of
current efforts and identify areas that need
improvement.
 Predictive analytics are helpful in setting long-term
goals and making business decisions regarding
resource allocation.
 Use Google Analytics to improve the interaction
between visitors and your website.

23. PERFORMANCE ANALYTICS
It is a practice of using data & technology to study how the
employees is performing.

24. METRICS USED
 Work quality metrics: Quality of the employee
performance.
 Work quantity metrics: Measure the quantity.
 Work efficiency metrics: Consider the resources
needed to produce a certain output.
 Organizational performance metrics

25. WORK QUALITY METRICS
 360 degree feedback: Employee’s peers, subordinates,
customers and manager are asked to provide feedback
on specific topics.
 180 degree feedback: Only the employee’s direct
colleagues and manager provide feedback.
 Number of errors
 Product defects
 Forced ranking: Way of ranking based on the best to
worst by asking the managers.

26. WORK QUANTITY METRICS
 Number of sales
 Number of units produced
 Handling time

27. ORGANIZATION LEVEL METRICS
 Human capital ROI
 Absenteeism rate
 Overtime per employee
 Profit per employee

28. SKILL GAP ANALYTICS
Skill gap is a difference between skills needed & skills
possessed.

29. STEPS
Identify skills needed
Collect data
Assess results
Create a training plan
to address identified
skill gaps

30. COMPENSATION & BENEFIT
ANALYTICS
Data that provides detailed information about compensation
costs at the organization.

31. METHODS USED
 Market Data Comparison – using your internal payroll
data to compare market averages from external salary
surveys.
 Labor Cost Analysis – merging payroll data such as
base salaries, bonuses, overtime pay, and benefits to
determine overhead costs.
 People count Analysis – providing an accurate picture
of staffing levels and compensation costs to assist with
salary and workforce planning.
 Retention Analysis – looks at employee’s risk of leaving
by reviewing compensation levels and performance
data.

32. METHODS USED
 High Performer Analysis – profiles high performers by
analyzing performance levels and correlates with
rewards, training, previous work experience and
education to assist with recruitment and retention
efforts.
 Sales Compensation Analysis – calculates
commissions, bonuses, quotas and hours worked to
determine sales per hour.
 Geographic Pay Analysis – review payroll costs by
location to assist with geographic investment and
expansion strategy decisions.
*payroll defines the money paid to employees

33. TRAINING ANALYTICS

34. METHOD OF EVALUATION
 Kirkpatrick model
 CIRO model
 Cost-benefit analysis
 ROI in training.

35. KIRKPATRIK MODEL
 Model used to analyze & evaluate the result of training
& educational programs.
 It contains 4 levels:
Reaction: Measures the reaction of the participants.
Learning: Analyze whether the participant understood
the training.
Behavior: Analyze whether the participants are utilizing
what they learned.
Results: Determines whether the material had a positive
impact on the organization.

36. CIRO MODEL
 Developed by Warr, Bird & Rackham.
 4 components of evaluation are:
Context evaluation: Identifying & evaluating training
needs
Input evaluation: Analyzing the effectiveness of the
training courses & also analyze the organizational
resources.
Reaction evaluation: Analyze the reaction of the
delegates to the training.
Outcome evaluation: It defines what actually
happened as a result of training.

37. COST-BENEFIT ANALYSIS
 Helps to analyze the benefits of training.
 It compares the cost of the program & the expected
benefits to the company.
 There are 4 stages for cost-benefit analysis.
Stage 1 : Determining the training cost.
Stage 2 : Identify the benefits like employee retention,
fewer errors etc.
Stage 3 : Benefit will be converted in terms of cost.
Stage 4 : Cost & savings per participant is calculated &
their relation to business performance is assessed.

38. ROI IN TRAINING
 Monetary benefits obtained by an organization for a
specific time period in return for an investment.
 It is the extent to which benefits of training exceeds
cost.
 Return on Investment= Benefit Calculated X 100
Estimated Cost

39. MEASURES USED
 Engagement: Looks at how the training being used by
the learners, course completion rates, test scores etc.
 Improved performance: Compare the performance
before & after training.
 Reduced seat time: If the oldest training program was
efficient, then the time for existing training program
will reduce.
 Increased retention: Analyze the retention rate.

40. LEARNING ANALYTICS
Studies the impact of training on trainees.

41. IMPORTANCE
 Used as a tool for quality assurance & quality
improvement.
 Used as a tool for increasing retention rates.
 Helps to check the performance of employees while
the training module is taking place.
 Helps to manage the organization more efficiently.
 Increase employee motivation.

42. PROMOTION ANALYTICS
It is used to determine whether a given employee will be
successful if he is promoted to a higher level position.

43. BASIS FOR PROMOTION
 On merit basis: Based on employee’s skill, knowledge,
ability, efficiency etc.
 On seniority basis: Based on the duration of service or
experience at the same post.
 On merit-cum-seniority basis: Consider both
employee’s skills & experience.

44. METRICS USED
 Revenue per employee = Total revenue
Full time equivalent(FTE)
[FTE equivalent to one employee working full time.]
 Profit per FTE = Total profit
FTE
 Overtime per employee = Total hours of overtime
FTE
 Human capital ROI: Value of human capital i.e.,
knowledge, habits etc.
 Absenteeism rate.

45. SUCCESSION PLANNING ANALYTICS
Predicting who is capable of succeeding an important position
in the organization.

46. STEPS
Pre-planning
Assessment
One-on-one & group meeting
CEO discussion
Ongoing review

47. STEPS
 Pre-planning: Done by HR manager to train employees
who have high potential but not able to utilize it.
 Assessment: Managers identify the future leaders of
the organization.
 One-on-One & group meeting: Personal & group
meeting with managers.
 CEO discussion: Regular discussions with business
leaders & CEO.
 Ongoing review: Continue this process.

48. COMPLIANCE ANALYTICS
Monitoring whether the company is obeying the rules &
regulations outside the organization.

49. METHODS
 Rules based monitoring: To identify the known frauds
& compliance risks.
 Anomaly detection: Recognize new fraud &
compliance risks.
 Network analysis: To identify potentially illegal
activities inside the organization.
 Text analysis: To sense written documents for analysis.
 Visual analysis: To summarize the results for the
stakeholders.

50. ATTRITION ANALYTICS
Employees leaving an organization is called attrition.

51. METRICS USED
Number of employees who left the
 Attrition rate = company during the year
Number of employees employed by
the company during the year
 Existing employee attrition
 Total employee attrition

52. REASONS FOR EMPLOYEE
ATTRITION
 Bad relationship with the employers.
 Bad relationships with coworkers.
 Less salary.
 Unfair working times.
 The job did not meet expectations.
 Feeling undervalued.
 Lack of proper coaching & feedback.
 Lack of growth opportunities.
 Bad company culture.

53. HOW TO MINIMISE EMPLOYEE
ATTRITION
 Hire the right people.
 Offer competitive pay & benefits.
 Motivate & praise the employees.
 Allow flexible timings.
 Give opportunities to learn new skills & knowledge.

54. RETENTION ANALYTICS
Retention refers to how many employees stick around
over a given period of time.

55. STEPS FOR EMPLOYEE RETENTION
Step 1: Churn prediction: Create models to identify the
employees at risk of leaving.
Step 2: Attrition root cause: Identify the reason for
attrition
Step 3: Resignation segments: Compare how the
resignation rate varies with respect to location, age
groups, function etc.

56. METRICS USED
Number of employees
 Accession method = recruited during a year X 100
Avg no: of employees
Total separation during
 Separation method = the year X 100
Avg no: of employees

57. METRICS USED
 Combined method = [(Accession +Separation)/2 ] X 100
Avg no: of employees
 Replacement method = (Accession - Separation) X 100
Avg no: of employees

58. IMPORTANCE OF EMPLOYEE
RETENTION
 Reduces time & money investment.
 Positive impact on customer service.
 Increases goodwill of the company.
 Facilitates knowledge transfer.