HR Tools & Technique

Dr Nishant Singh
PhD- IIT Roorkee
Assistant Professor
 Content (Unit - 1)

• Introduction to HR/People Analytics,

• The Role of Analytics in HR : Evolution of Analytics,
• Importance of Analytics to the HR Field,
• Benefits of implementing HR Analytics.
• HR Analytics Defined,
• HR Analytics Vs HR Metrics Vs HR Scorecards Vs Benchmarking.
• Ethics in People Analytics,
• Future of People Analytics,
Evolution of HRM

Source: https://www.mywestford.com/blog/the-evolution-of-hr-where-its-been-and-where-its-going/
 The Role of Analytics in HR : Evolution of
Analytics
• Hawthorne Experiments and Human Relations Movement

• Early Stages of HR: Personnel Management

• HR as a Functional Partner

• Sabermetrics and HR approaches in sports

• Strategic HR

https://www.youtube.com/watch?v=9rOKGKhQe8U
• Modern HR: Data-Driven and Analytics-Oriented
The role of HR has evolved. Meet the 21st century
HR Leader

• Source: https://www.youtube.com/watch?v=ukmC6F0JvQw
 HR/People Analytics

• HR or People Analytics refers to the

practice of collecting, analyzing,
and leveraging data related to the
workforce to improve decision-
making, optimize HR functions, and
drive organizational success.

• It integrates statistical methods,

predictive modeling, and data
visualization techniques to uncover
insights about employees and
organizational practices.
Key Components of HR/People Analytics

• Data Collection: Gathering data from HR systems (e.g., payroll,

performance reviews, recruitment metrics) and external sources.

• Data Analysis: Identifying patterns, trends, and correlations using

advanced analytical tools.

• Decision-Making: Leveraging insights to make evidence-based HR

decisions.

• Continuous Improvement: Refining HR policies and practices based on

data outcomes.
 Importance of Analytics to the HR Field

•Aligns HR strategies with business objectives.

•Enhances employee engagement and retention.

•Improves workforce planning and talent management.

•Measures the ROI of HR initiatives.

•Predicts future trends like turnover or performance.

 Benefits of implementing HR Analytics
• Data-Driven Decision Making
• Enhanced Talent Acquisition
• Improved Employee Retention
• Optimized Workforce Planning
• Cost Savings
• Better Employee Performance Management
• Supporting Diversity, Equity, and Inclusion (DEI)
• Measuring ROI on HR Initiatives
• Proactive Problem Solving
• Competitive Advantage
 HR Metrics vs HR Analytics
Feature HR Metrics HR Analytics

Purpose Measuring and monitoring Analysing and predicting

Focus What is happening Why it is happening and what

will happen

Approach Descriptive Analytical and predictive

Output Numbers and statistics Insights and recommendations

Examples
• HR Metric: The company's turnover rate has increased from
10% to 15% in the past year.

• HR Analytics: By analyzing exit interview data and employee

surveys, HR finds that the increase in turnover is primarily due to a
lack of career development opportunities and dissatisfaction with
management styles. Based on these insights, HR recommends
implementing leadership training programs and creating clear career
paths for employees.
HR Scorecards

Definition: A strategic tool that aligns HR activities with organizational

goals by using a set of key performance indicators (KPIs).

Purpose: Links HR's impact to overall business outcomes and evaluates

progress toward long-term objectives.

Key Features:
•Tracks progress against predefined goals.
•Balances quantitative and qualitative measures.
•Example: Measuring employee satisfaction alongside business
performance metrics to assess HR's strategic alignment.
Benchmarking

Definition: The practice of comparing HR metrics and processes

against industry standards or best practices.

Purpose: Identifies gaps and opportunities for improvement by

comparing against peers or industry leaders.

Key Features:
•External comparison of data and practices.
•Helps set realistic goals based on industry standards.
•Example: Comparing the organization's time-to-hire against industry
averages.
HR Analytics Vs HR Metrics Vs HR Scorecards Vs
Benchmarking
Class practice

Think and come up with at least two examples of HR metrics and

Analytics

Time : 5 min

Discussion time : 5 min

BASIS FOR QUALITATIVE DATA QUANTITATIVE DATA
COMPARISON
Meaning Qualitative data is the data in which the Quantitative Data is the type of
classification of objects is based on data which can be measured
attributes and properties. and expressed numerically.
Research Exploratory Conclusive
Methodology
Approach Subjective Objective
Analysis Non-Statistical Statistical
Collection of data Unstructured Structured
Determines Depth of understanding Level of occurrence
Asks Why? How many or How much?
Sample Small number of non-representative Large number of representative
samples samples
Outcome Develops initial understanding. Recommends final course of
action.
 Time to Fill
• Your time to fill metric simply adds up the
total number of days an open job goes unfilled, and your average time to fill
looks at all unfilled positions over a set time period.
• Time to fill represents the calendar days until your company fills a position.
To count those days, first define the time period you will be measuring. For
example, your starting point could be the moment:
• A hiring manager submits a job opening for approval.
• HR or Finance approves a job opening.
• A recruiter advertises a job opening.
• Time to Fill = Total Number of Days Job Is Available and Unfilled
• Average Time to Fill = Total Number of Days of Open Jobs / Total
Number of Jobs Open
Example - Time to Fill

• Role 1 hired: 35 days

Role 2 hired: 45 days
Role 3 hired: 30 days
• Role 4 hired: 40 days

Average Time to Fill = (35d + 45d + 30d + 40d) / 4 hires = 37.5 days
per hire.
Time to Hire
• Time to hire measures the time between the moment your eventual
hire entered your pipeline (through sourcing or application) and the
moment they accepted your job offer. This metric indicates how fast
you spotted your best candidate and moved them across the job’s
pipeline.

• Time to Hire = Day candidate accepted the offer – day candidate

entered the pipeline

• For example: The day you opened a specific position is Day 1. Then,
if your best candidate accepted your job offer on Day 22, and he
applied on Day 13, your time to hire is 22-13 = 9.
“Time to Fill” vs. “Time to Hire”
• The key difference between "time to fill" and "time to hire" is when
you start counting.

• "Time to fill" begins before the job is posted, while "time to hire" starts
when the best candidate applies or is sourced.

• "Time to fill" measures how fast your hiring process moves, while
"time to hire" shows how quickly you identify the best candidate and
reflects your hiring team's effectiveness.
Attrition
• The overall reduction in the number of employees within an
organization, regardless of whether the position is refilled or not.

• Includes: Retirements, Resignations ,Terminations, Deaths ,Positions

eliminated due to restructuring or automation.

• Example: A company has 100 employees at the beginning of the year.

During the year, 5 employees retire and 2 positions are eliminated due
to a merger. The attrition rate is 7%.
Contd.
Type Of Attrition What It Means

Voluntary Attrition When an employee chooses to

leave
Involuntary Attrition When an employee is dismissed

Internal Attrition When employees move internally

Demographic-specific Attrition When a specific group (age,

gender, ethnicity) leaves
Employee turnover
• The percentage of employees who leave a company within a specific
period, typically a year, and are replaced by new hires.

• Includes: Resignations, Terminations, Positions eliminated and

refilled.

• Excludes: Retirements, Deaths, Positions eliminated and not refilled

• Example: A company has 100 employees at the beginning of the year.

During the year, 10 employees resign and are replaced with new hires.
The turnover rate is 10%.
 Attrition vs Employee turnover

Feature Attrition Employee Turnover Rate

Scope Includes all employee Includes only departures that are

departures, regardless of replaced with new hires
whether the position is
refilled
Focus Overall reduction in Replacement of employees
workforce

Calculation Total number of employees Number of employees who left and

who left / Average number of were replaced / Average number of
employees employees
Contd.
• Attrition is a broader term that encompasses all employee departures.

• Employee turnover rate specifically focuses on those departures that

require the company to hire replacements.

• Turnover rate is often a more relevant metric for businesses as it

directly impacts recruitment, training, and productivity costs.
Attrition rate formula and question

Question: 1

Let's say a company starts the year with 500 employees. During the
year, 25 employees leave the company. At the end of the year, the
company has 480 employees.
 Using Attrition Rate in Real Problems

High attrition rates can be costly for companies. They can lead to:

• Increased recruitment and training expenses

• Loss of valuable skills and knowledge

• Decreased productivity and morale

• Damage to company reputation

Effective methods to reduce a high attrition
rate?
• Recruit and hire the right people.

• Offer benefits and compensation.

• Offer flexibility.

• Pay attention to employee engagement.

• Recognize and reward employees.

Factors that contribute to high attrition
include:

?
Attrition rate - Question: 2

• Shivam is the HR manager of a company. This company is facing the

attrition rate issue from past 3 years. There were total 650 employees
reported on 1st Jan 2024. Due to some internal issues 70 employees left
the organization in next few months. To deal with it, Shivam has
initiated the recruitment & selection process and finally 65 employees
were selected. But only 57 employees joined the organizations during
2024.

• Calculate the attrition rate

LAMP Framework

• LAMP - Logic, Analytics, Measures, and Process

• Developed by Professor John W. Boudreau

• Designed to help HR professionals understand and leverage data

effectively to make better decisions.

• Emphasizes linking HR practices to business outcomes.

 Contd.
Logic:
• It involves understanding the cause-and-effect relationship between HR
practices and business outcomes.

• Example: Understanding how employee engagement drives higher

productivity.

Analytics:
• Involves using data and statistical methods to analyze relationships.

• Example: Analyzing how training hours correlate with employee

performance metrics.
Contd.
Measures:
• Focuses on identifying and using the right metrics to quantify outcomes.

• Example: Measuring turnover rates, time-to-hire, or absenteeism.

Process:
• Ensures that insights are effectively communicated and implemented to
drive change.

• Example: Creating dashboards to share HR insights with decision-

makers.
Example in Practice

• A retail company may use the LAMP framework to analyze

how better training (Logic) improves customer satisfaction
scores (Measures). Using regression analysis (Analytics),
they determine the optimal training hours required. Finally,
the insights are implemented through an employee
development program (Process).
Practical Example: Reducing Employee
Turnover
• Scenario:

• A retail organization is experiencing high employee turnover,

especially among customer-facing staff. The HR team wants
to use analytics to identify causes and implement strategies to
reduce turnover. They apply the LAMP Framework.

• Question: How LAMP framework can be used in above

scenario?
 HCM:21 Framework

• Developed by Dr. Jac Fitz-enz

• Robust and strategic approach to Human Capital Management (HCM)

• HCM:21 consists of 21 components which are grouped into three categories

(People, Process and Technology)

• Aligns workforce analytics with business outcomes.

• Bridge the gap between traditional HR practices and data-driven decision-making.

People Components

• Employee Engagement

• Employee Retention

• Leadership Development

• Workforce Productivity

• Diversity and Inclusion

• Talent Acquisition Quality

• Employee Health and Well-being

Process components
• Recruitment Efficiency

• Training Effectiveness

• Performance Management

• Succession Planning

• Employee Relations

• Compliance and Governance

• Change Management
Technology

• HR Systems Integration

• HR Analytics and Reporting

• Automation of HR Processes

• Data Quality and Security

• Employee Self-Service Tools

• HR Technology ROI

• Innovation in HR Tech
Applications in the Indian Context
For MBA students in India, the HCM:21 Framework can be particularly
valuable in understanding:

• The use of workforce analytics in large, diverse organizations like Tata

Group, Infosys, or public sector units (PSUs).

• How HR analytics supports India's growing gig economy and its unique
challenges, such as managing distributed teams and contract workers.

• The role of analytics in addressing talent retention in India's competitive

job market, particularly in IT and manufacturing sectors.
Talentship Framework
Goals of the Talentship Framework

• Align talent strategies with business strategies.

• Prioritize talent initiatives that have the highest impact on

organizational success.

• Shift HR from a transactional role to a strategic partner by using data

to inform decisions.

• Enable HR professionals to act as "strategic advisors" by focusing on

critical workforce segments and initiatives.
Application of the Talentship Framework

• Strategic Workforce Planning

• Talent Segmentation

• Evidence-Based Decision Making:

• Performance Improvement
 LAMP vs Talentship framework

•Core Focus: The Talentship Framework is strategic, aligning talent with business
outcomes and using decision science for long-term value, while the LAMP Framework
provides a methodological approach (Logic, Analytics, Measures, Process) for evidence-
based HR decisions.

•Components: Talentship emphasizes pivotal roles and talent as a critical resource, while
LAMP focuses on identifying cause-effect relationships, analytics, metrics, and embedding
these into HR workflows.

•Talent Management Perspective: Talentship takes a holistic, long-term approach to

maximize talent's impact on business success, while LAMP is practical, focusing on
immediate problem-solving using data.
Contd.

• Applications: Talentship is used for strategic workforce planning and

aligning HR strategies, whereas LAMP is suited for operational
decisions like improving recruitment or assessing training
effectiveness.

• Complementarity: Talentship provides a strategic vision for talent

optimization, while LAMP delivers the tools and processes to
implement actionable HR analytics, making them complementary
frameworks.
Balanced Scorecard- The HR aspect

• Strategic management tool developed by Robert Kaplan and David

Norton.

• It integrates financial and non-financial metrics across four

perspectives—Financial, Customer, Internal Processes, and Learning
& Growth—to give organizations a comprehensive view of their
performance.
 HR Aspect of the Balanced Scorecard

• Financial Perspective

• Customer Perspective

• Internal Process Perspective

• Learning and Growth Perspective

Uses of the Balanced Scorecard
• Strategic Alignment

• Performance Monitoring

• Decision-Making

• Continuous Improvement
Application of Balanced Scorecard in the Indian
Context

• Banking Sector

• Manufacturing Sector

• Healthcare

• E-commerce
Opinion to Insights
• Analytics is a way to generate insight from data and metrics.

Below is the flow from opinion to insight

• Opinion
• Data
• Metrics
• Analytics
• Insight
How to get from Metrics to Analytics
• Start with your data: As you know now, metrics are the relations
between data points. In order to start with metrics, you need to have
your data right. Smart HR system design and high data quality are key
components to improve before you invest into getting your metrics
ready for HR reporting

• Getting the metrics right: This step sounds easier than it is. Measuring
basic data is easy but keeping track of more complicated metrics, like
the % of unwanted turnover, is something a lot of companies are
struggling with, as it requires them to combine multiple systems (their
main HRIS and their performance system in this case).
• Select the relevant KPIs: The second step is to select the HR Key
Performance Indicators that matter most for your business. These KPIs
should be connected to business goals. For each KPI a target score
should be specified.

• Identify areas where analytics adds value: You can leverage the data
and metrics to add value using analytics. This starts by identifying a
business case that, when solved, would add value to the business. This
means that your outcomes need to be actionable.
• Implementation of results: Once you’ve completed your first analytics
project, you can implement the results in the organization. At this
point, you’ve leveraged your HR data to create value for the
organization and you’ve added to the organization’s strategic goals.
Descriptive Analytics

• Descriptive Analytics will help an organization to know what has happened in the
past, it would give you the past analytics using the data that are stored.

• For a company, it is necessary to know the past events that help them to make
decisions based on the statistics using historical data. For example, you might want
to know how much money you lost due to fraud and many more.

• Descriptive analytics is limited to representing data in the tabular and graphical

form. Once the data is analyzed and projected the process of drawing insights is
left for us to handle.

• Cash flow analysis, sales and revenue reports, performance analysis, correlation
matrix etc are common examples of descriptive analytics.
Predictive Analytics
• A step ahead of descriptive analytics.

• While descriptive analytics is limited to past data, predictive analytics predicts future
trends.

• It is crucial to remember that predictive analysis only forecasts the future and not actually
predicts it with hundred percent accuracy.

• Forecasting future trends is although just one part of predictive analytics. It can also
include predicting the values of missing fields in a data set and probable impact of data
changes on future trends.

Major types of predictive analytics

• Sentiment analysis, Regression, Markov Analysis
Prescriptive Analytics
• Comparatively a new field in data science.
• It goes even a step further than descriptive and predictive analytics.
• Prescriptive analytics showcases viable solutions to a problem and the impact of
considering a solution on future trend.
• It is considered the aim of any data analysis project. The prescriptive analysis is
still an evolving technique and there are limited applications for it in business.

Example:
• Google’s self-driving car is a perfect example of prescriptive analytics. It
analyzes the environment and decides the direction to take based on data.
• It decides whether to slow down or speed up, to change lane or not, to take a
long cut to avoid traffic or prefer shorter route etc. In this way, it functions just
like a human driver by using data analysis at scale.
Data Screening- How to deal with missing
values

• Identify unfilled data through count blank

• Variation in responses through Standard deviation

• Finding Outliers
Headcount

• Headcount means number of people working for that organization.

• Headcount is number of active employees on certain point of time.

Normally organizations count only certain groups of employees, i.e.
exclude temporary employees, inactive employees, etc.

• My organization headcount is 400, then it means there are 400

employee in my organization.
Recruitment Metrics- Measuring Hiring Cost
• Qualified Candidates
• Time to Fill
• Time to Hire
• Offer Acceptance Rate
• Hires to Goal
• Quality of Hire
• Cost Per Hire
• Retention Rates
• Diversity Hiring Metrics
Qualified Candidates
• A candidate who is determined to be a good fit for a job after a phone
interview can be labeled a qualified candidate.

• As you make offers to these applicants, you can compare the number
of qualified candidates to offer acceptance rates over time.

Qualified Candidates = Total Candidates Per Opening Who Move

Past the Phone Screen Stage
Time to Fill & Time to Hire
• The difference between time to fill and time to hire is the point you
start counting. You may start counting time to fill before a job is
published. But your time to hire timeline starts when your best
candidate applies or gets sourced.

• So, time to fill tells you how fast your hiring process moves. Time to
hire tells you how quickly you were able to identify the best candidate,
and is an indication of how effective your hiring team is.
Offer Acceptance Rate
• This recruitment metric tracks just how many of the offers you extend to
candidates are accepted, and it usually kicks in after the application and
interview processes have finished.

• If, for example, your offer acceptance rate is low or trending down, this
provides a good excuse to review the incentives you offer candidates. Are
your salaries and benefits comparable to industry peers?

• Offer Acceptance Rate (%) = (Number of Acceptances / Number of

Offers ) x 100
• Offer-to-Acceptance Ratio = Number of Acceptances / Number of Offers
Hires to Goal
• Your hires to goal is the metric your recruitment team should have at
the back of their mind at all times, as it’s the total hires you need
within a set time period to reach a predetermined hiring goal. Whether
your firm decides to set monthly, quarterly or annual targets, you
should always have a hiring goal.

• Hires to Goal = Total New Hires / Hiring Goal

Quality of Hire

• Your quality of hire results should tell you the value that new hires
bring to your firm. But value is a subjective idea, and
measuring quality of hire can take into account everything from
productivity to cultural fit.

• Quality of Hire = (Job Performance + Decision making ability +

Engagement + Cultural Fit) / N
Cost Per Hire

• The cost per hire recruitment metric

adds up all the expenses that go towards hiring a new employee, and
demonstrates the value of your recruitment methods. Contrary to
popular wisdom, measuring cost per hire doesn’t have to be a race
towards zero. There will always be some costs associated with hiring,
from advertising and fees to the salaries for your own talent
acquisition staff.

• Cost per Hire ($) = [Total External Costs] + [Total Internal

Costs] / Total Number of Hires
Internal and External cost

Internal cost
• In-house talent acquisition team salaries
• Salary costs of time spent by hiring managers
• Learning & development costs for your recruiting team

External cost
• External agency fees
• Job board posting
• Aptitude test providers
• Assessment centers
• Drug testing/Background checks
• Employer branding activities (e.g. career fairs)
• Relocation expenses
• Applicant Tracking System (ATS) fees
Retention Rates

• It wouldn’t make sense to track recruitment metrics like quality of hire

or candidate quality without also measuring your retention rate.

• After all, what good will it be to hire those candidates if later they
decide to leave? Your retention rate tracks the total employees who stay
with your firm over a given time frame, out of the total number of
employees you had when that period began.

• Retention Rate (%) = (Total Employees Still Employed at

End of Period / Total Employees at Start of Period) x 100
Question -1

John is a HR manager in a banking company. His company is launching

a product soon in the market. They require 100 more employees in next
4 months. John has divided this process in two parts i.e., first phase
(urgent) and second phase (can be delayed). In 1 st phase, he has to
recruit 5 managers for different verticals like marketing, production,
sales, finance and quality in one month only. He took less than a month
to complete the recruitment and selection process. He has taken
different time to select all these 5 managers (20 days for marketing, 15
days for production, 28 days for sales, 24 days for finance and 27
quality). All five managers joined the organization within the time.
Contd.

• For the second phase, John had to recruit rest 95 employees in next 3
months. He along with her team shortlisted 500 candidates for
telephonic round. Out of these potential candidates, 60% were rejected
and rest were qualified in telephonic round. After a round of
interviews, finally 120 were selected. These selected were offered to
join but only 92 candidates accepted the offer. In the whole
recruitment process (including 1st and 2nd phase), the total internal and
external cost were estimated 10 lakhs and 25 lakhs respectively. At the
end, John has to give a presentation on the overall recruitment process.
Help him to calculate the following
• Calculate the average time to fill for 1st phase recruitment.
• Calculate the number of qualified candidates in 2 nd phase telephonic
round.
• Calculate the offer acceptance rate for 2nd phase.
• Calculate the cost per hire.
Overall Labor effectiveness
A key performance indicator (KPI) that measures the utilization,
performance, and quality of the workforce and its impact on
productivity.

Similar to overall equipment effectiveness (OEE), OLE measures

availability, performance, and quality.
• Availability – the percentage of time employees spend making effective
contributions

• Performance – the amount of product delivered

• Quality – the percentage of perfect or saleable product produced

OLE = Availability * Performance * Quality

OLE rate = (Availability * Performance * Quality) *100
• Availability = Time operators are working productively / Time
scheduled

• Performance = Actual output of the operators / the expected output (or

labor standard)

• Quality = Saleable parts / Total parts produced

Example: 1

•A team is scheduled to work 8 hours (480 minutes) in a day.

•Actual time worked: 400 minutes (due to breaks or delays).

•Standard output rate: 50 units/hour (400 units in 8 hours).

•Actual output: 350 units.

•Good output: 325 units (25 units were defective).

Full Time Equivalent (FTE)?

• Full Time Equivalent (FTE) refers to the unit of measurement equivalent

to an individual – worker or student – one unit of a work or school day,
applicable in a variety of contexts. In most cases, full time equivalents
measure an employee or student and/or their workload.

• For example, 1.0 is typically the FTE representation of an individual’s

full work/school day, while 0.5 would indicate half of the original
figure, generally in reference to the workday. In reference to an
individual, 0.5 usually refers to the fact that the worker renders less than
a full day of work or the student attends less than a full day of classes.
How to calculate FTE for individual employees
• To calculate full-time equivalent in your company for each employee,
you’ll need to account for:

the hours of a full-time weekly schedule

the actual hours your employees are scheduled to work

• Example 1: Let’s say that the hours of a full-time weekly schedule in

your company is 40 hours per week. Each employee who works 40
hours per week in your company has a 1.0 FTE.
• But, what about the employees whose contracts mandate they work less, such as part-
time workers?

• Example 2: Say that a worker named Karen works 20 hours per week in the same
company. To calculate her FTE, simply divide the actual hours Karen is scheduled to
work by the full-time weekly schedule of your company:
20 / 40 = 0.5 FTE

• Example 3: The same would go for Arthur, who works 25 hours in a company where 38
hours is considered a full-time schedule:

25 / 38 = 0.6 FTE
What is 100% FTE?
• A 100% FTE is the same as a 1.0 FTE — it may point to one person
working a full-time schedule or several people fulfilling the duties of 1
full-time position.

• In one company, a full-time schedule may be 40 hours per week. In

another, it may be 37.5 hours per week. Considering that both count as
a full-time schedule in their respective companies, both count as a
100% or 1.0 FTE.
FTEs in the Workplace
• FTEs are most widely used by companies to determine their employees’ workload,
with the perspective of trying to determine how many part-time employees and the
hours they work add up to the same number of hours worked by full-time employees.

• It is critical for accounting purposes and determining wages, and for calculating the
company’s expenses when paying its workers.

• Yearly, a company generally considers an FTE to be valued at 2,080 hours. To delve

further into the matter, let’s look at how FTEs are calculated.

• 40 hours per week x 52 weeks per year = 2,080 hours

The Importance of Determining FTEs

• For a business, specifically those with a large number of part-time workers,

converting worked hours into FTEs is important in helping the company know
how many full-time employees the part-time workers are equal to.

• It allows it to gain a better understanding of the effectiveness and usefulness

of its part-time workers, based on the amount of work done and perhaps, most
importantly, because part-time workers are generally paid less and don’t
receive the same benefits that must be offered to full-time employees.

• All the abovementioned factors end up costing the company something and
affect its bottom line.
Question
• Hitesh is a team leader of five employees team. These members work
60 hours, 70 hours, 90 hours. 120 hours and 110 hours per week. A
full-time employee works 80 hours per week in this organization.

• Calculate the full time equivalent for Hitesh’ team.

Markov Analysis

• Markov analysis is a method of analyzing the current behaviour of

some variable in an effort to predict the future behaviour of the same
variable.
• Developed by the Russian mathematician, Andrei A. Markov early in
this century.
• He first used it to describe and predict the behaviour of particles of gas
in a closed container.
• As a management tool, Markov analysis has been successfully applied
to a wide variety of decision situations.

• https://www.youtube.com/watch?v=EqUfuT3CC8s
Applications of Markov Analysis Model

• A model for manpower planning

• A model for human needs,

• A model for assessing the behaviour of stock prices,

• A model for scheduling hospital admissions,

• A model for analyzing internal manpower supply etc.

• (https://www.youtube.com/watch?v=YCdUmlOsP8w&t=185s)
Question -1
• Consider the following problem: company K, the consulting firm, currently
has some 25% of the talented analytical workforce. Data from the previous
year (2024) indicates that 86% of K's talented analytical workforce
remained with the firm that year, but 14% switched to the competitors. In
addition, 81% of the competitor's talented analytical workforce remained
with to the competitors but 19% of the competitor's talented analytical
workforce switched to K. Assuming these trends continue determine K's
share of the talented analytical workforce :

• In 2025 years; and

• In 2026
 Ethics in People Analytics

• Data Privacy

• Transparency

• Consent

• Fairness and Bias

• Accountability
 Future of People Analytics

• Integration of AI and Machine Learning

• Real-Time Data Analytics

• Employee Experience as a Priority

• Focus on Diversity, Equity, and Inclusion (DEI)

• Ethical Data Use and Privacy Concerns

• Shift Towards Skills-Based Hiring