Course Project Part 1: Assess Measurement Needs Part 2: Define ...
ILRHR5552: HR Metrics and Analytics Cornell University ILR School
Course Project Part 1: Assess Measurement Needs Introduction To complete this activity: 1. Download and open the Measurement Mapping template. 2. Identify one situation that needs to be measured. It can be either a broad need or a custom need. Describe the purpose or problem on the template. For example: Broad example: State the purpose of the broad measurement system Custom example: Define the specific problem or opportunity that careful analysis can inform 3. Identify the stakeholders you would include when planning the project. 4. Complete a measurement map for the situation. a. Include one lagging indicator. b. Include two or three leading indicators, one of which is HR-‐related. c. Show the relationship in a visual flow (leading on left, lagging on right). d. Identify one measure for each indicator,that is, a specific description of the data that could be collected to represent each indicator. 5. Save the file. To submit this assignment, please refer to the instructions in the course.
Part 2: Define Metrics Define appropriate metrics for the problem presented. The metric should result in data that reveal the information that is important to make the right conclusion. To complete this activity: 1. Read the scenario below and review the data set provided 2. Define a new metric that would better identify the problem 3. Answer these questions: 1 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School a. Looking at the data, what might be the source of the issue? b. What interventions might you recommend? c. How would you measure this to see if interventions have had a positive impact?
Scenario: Customer complaints are rising across the three business units. Line managers are not sure why complaints are increasing. Turnover rates are regularly calculated, and they seem to be nearly identical in all business units. You want to conduct further analysis on the turnover data to see if it is related to the problems with customers. Complaints Unit A 20 employees 22% Unit B 12 employees 9% Unit C 20 employees 7% Name Termination Unit Reason for Performance Date Leaving Rating Joe 6/5 A Voluntary 3 Sally 5/7 C Voluntary 5 Tom 4/2 B Involuntary 3 Larry 1/7 C Involuntary 1 Patty 6/5 A Voluntary 5 Mark 12/2 A Voluntary 4 Reuben 3/6 C Involuntary 2 Andy 2/8 B Voluntary 3 Sarah 8/22 C Voluntary 4 Marcus 7/4 A Voluntary 5 2 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School Louise Mindy Robin
10/12 6/2 2/5
B C A
Voluntary Voluntary Involuntary
5 2 5
To submit this assignment, please refer to the instructions in the course.
Part 3: Assess Data Quality As an HR leader, you need to be able to assess the quality of data to be sure it is usable for analysis. In this exercise, you need to review data to see if you can address the problem. To complete this activity: 1. Download and read the scenario for the Part 3 Data Set 2. Review the data set provided The Situation: You are working in recruitment. The leadership team wants to know where the best recruits are coming from and devote more attention to those sources. The company wants to look at past data to understand how they found their high performers. The question is: going forward, and based on the data available, where should the company invest its limited recruitment budget so that it maximizes the chances of finding people who will perform well in the company? You ask your IT department to pull a data set that contains pre-‐hire information for 50 employees. Review the data and answer the questions. Definitions: ID Employee Identification Number Recruitment Source The first source to identify the candidate. Options include: Employee Referral, Job Fair, Search Firm, Online Ads, College Recruitment, or blank for unknown School Quality Higher scores mean better quality school. The range is one through seven. Job Performance Higher scores mean better employee performance. The Rating range is one through seven. Tenure (years) Number of years employed with company To submit this assignment, please refer to the instructions in the course. 3 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School
Part 4: Communicate Results
To complete this activity: 1. Download Part 4: Communicate Results Data Set 2. Read the situation and complete the analysis as instructed. To submit this assignment, please refer to the instructions in the course. The Situation: ExampleCo produces consumer goods and runs six plants (Plants A–F). Plants are spread around the country, but are generally similar in technology, HR practices, etc. Some plants are larger than others but all produce the same types of products. Plant F is currently producing an average of 500 units per day and has an average monthly voluntary turnover rate of 5%. However, Plant F is in financial troubles and senior leaders want to take action. They want you to propose a cost-‐cutting strategy to help reduce labor costs. You know that HR leaders in other plants had similar issues in the past. As shown below, some plants responded with a hiring freeze, others by downsizing 15% of the workers, and one implemented a 20% pay cut for all workers. Action Taken Plant A Hiring Freeze Plant B Downsizing Plant C Pay Cut Plant D Downsizing Plant E Hiring Freeze For this project, assume that each of the three options provides enough labor cost savings to satisfy management’s concerns. The real issue is, which option does the least damage to productivity and turnover? Your instincts tell you that you should implement a hiring freeze, but you know that senior leaders will want more than just your instincts-‐-‐they want a data-‐ based recommendation. The Data: You pull productivity and turnover data for the five plants that have been through this before (see table above). For each of the five plants, you collect data for the three months leading to the cost-‐cutting intervention and the three months following. The data allow you to calculate average productivity and turnover before and after the intervention. 4 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School To make it easier, you can calculate percentage change in each metric using the formula: (average value after intervention − average value before intervention)/average value before intervention). Your Task: Recommend a solution to the business issue. Will you recommend a hiring freeze, pay cut, or downsizing? Develop an evidence-‐based case for your recommendation. Include projected impacts on turnover and productivity for each alternative.
5 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
Course Project Part 1: Assess Measurement Needs Introduction To complete this activity: 1. Download and open the Measurement Mapping template. 2. Identify one situation that needs to be measured. It can be either a broad need or a custom need. Describe the purpose or problem on the template. For example: Broad example: State the purpose of the broad measurement system Custom example: Define the specific problem or opportunity that careful analysis can inform 3. Identify the stakeholders you would include when planning the project. 4. Complete a measurement map for the situation. a. Include one lagging indicator. b. Include two or three leading indicators, one of which is HR-‐related. c. Show the relationship in a visual flow (leading on left, lagging on right). d. Identify one measure for each indicator,that is, a specific description of the data that could be collected to represent each indicator. 5. Save the file. To submit this assignment, please refer to the instructions in the course.
Part 2: Define Metrics Define appropriate metrics for the problem presented. The metric should result in data that reveal the information that is important to make the right conclusion. To complete this activity: 1. Read the scenario below and review the data set provided 2. Define a new metric that would better identify the problem 3. Answer these questions: 1 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School a. Looking at the data, what might be the source of the issue? b. What interventions might you recommend? c. How would you measure this to see if interventions have had a positive impact?
Scenario: Customer complaints are rising across the three business units. Line managers are not sure why complaints are increasing. Turnover rates are regularly calculated, and they seem to be nearly identical in all business units. You want to conduct further analysis on the turnover data to see if it is related to the problems with customers. Complaints Unit A 20 employees 22% Unit B 12 employees 9% Unit C 20 employees 7% Name Termination Unit Reason for Performance Date Leaving Rating Joe 6/5 A Voluntary 3 Sally 5/7 C Voluntary 5 Tom 4/2 B Involuntary 3 Larry 1/7 C Involuntary 1 Patty 6/5 A Voluntary 5 Mark 12/2 A Voluntary 4 Reuben 3/6 C Involuntary 2 Andy 2/8 B Voluntary 3 Sarah 8/22 C Voluntary 4 Marcus 7/4 A Voluntary 5 2 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School Louise Mindy Robin
10/12 6/2 2/5
B C A
Voluntary Voluntary Involuntary
5 2 5
To submit this assignment, please refer to the instructions in the course.
Part 3: Assess Data Quality As an HR leader, you need to be able to assess the quality of data to be sure it is usable for analysis. In this exercise, you need to review data to see if you can address the problem. To complete this activity: 1. Download and read the scenario for the Part 3 Data Set 2. Review the data set provided The Situation: You are working in recruitment. The leadership team wants to know where the best recruits are coming from and devote more attention to those sources. The company wants to look at past data to understand how they found their high performers. The question is: going forward, and based on the data available, where should the company invest its limited recruitment budget so that it maximizes the chances of finding people who will perform well in the company? You ask your IT department to pull a data set that contains pre-‐hire information for 50 employees. Review the data and answer the questions. Definitions: ID Employee Identification Number Recruitment Source The first source to identify the candidate. Options include: Employee Referral, Job Fair, Search Firm, Online Ads, College Recruitment, or blank for unknown School Quality Higher scores mean better quality school. The range is one through seven. Job Performance Higher scores mean better employee performance. The Rating range is one through seven. Tenure (years) Number of years employed with company To submit this assignment, please refer to the instructions in the course. 3 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School
Part 4: Communicate Results
To complete this activity: 1. Download Part 4: Communicate Results Data Set 2. Read the situation and complete the analysis as instructed. To submit this assignment, please refer to the instructions in the course. The Situation: ExampleCo produces consumer goods and runs six plants (Plants A–F). Plants are spread around the country, but are generally similar in technology, HR practices, etc. Some plants are larger than others but all produce the same types of products. Plant F is currently producing an average of 500 units per day and has an average monthly voluntary turnover rate of 5%. However, Plant F is in financial troubles and senior leaders want to take action. They want you to propose a cost-‐cutting strategy to help reduce labor costs. You know that HR leaders in other plants had similar issues in the past. As shown below, some plants responded with a hiring freeze, others by downsizing 15% of the workers, and one implemented a 20% pay cut for all workers. Action Taken Plant A Hiring Freeze Plant B Downsizing Plant C Pay Cut Plant D Downsizing Plant E Hiring Freeze For this project, assume that each of the three options provides enough labor cost savings to satisfy management’s concerns. The real issue is, which option does the least damage to productivity and turnover? Your instincts tell you that you should implement a hiring freeze, but you know that senior leaders will want more than just your instincts-‐-‐they want a data-‐ based recommendation. The Data: You pull productivity and turnover data for the five plants that have been through this before (see table above). For each of the five plants, you collect data for the three months leading to the cost-‐cutting intervention and the three months following. The data allow you to calculate average productivity and turnover before and after the intervention. 4 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
ILRHR5552: HR Metrics and Analytics Cornell University ILR School To make it easier, you can calculate percentage change in each metric using the formula: (average value after intervention − average value before intervention)/average value before intervention). Your Task: Recommend a solution to the business issue. Will you recommend a hiring freeze, pay cut, or downsizing? Develop an evidence-‐based case for your recommendation. Include projected impacts on turnover and productivity for each alternative.
5 © 2013 eCornell. All rights reserved. All other copyrights, trademarks, trade names, and logos are the sole property of their respective owners.
