Analytic Measures in Evaluating HR Practices Impact

This document discusses the different analytic measures used to predict and evaluate the quality and impact of HR practices. It covers topics such as cost-benefit analysis, utility analysis, descriptive analytics, diagnostic analytics, predictive analytics, prescriptive analytics, turnover rate, absence rate, capability analytics, and auditing techniques. It also explores how these measures fit in HR balanced scorecard and the effect of HR policies and procedures on work environment.

Running head: ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Analytic Measures in Evaluating HR Practices Impact
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1ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Table of Contents
1. Introduction......................................................................................................................2
2. Analytic Measures Used to predict and Evaluate HR practices Quality and Impact......2
2.1. Cost-Benefit Analysis...............................................................................................2
2.2. Utility Analysis.........................................................................................................3
2.3. Descriptive Analytics................................................................................................3
2.4. Diagnostic Analytics.................................................................................................3
2.5. Predictive Analytics..................................................................................................4
2.6. Prescriptive Analytics...............................................................................................4
2.7. Turnover Rate...........................................................................................................4
2.8. Absence Rate............................................................................................................5
2.9. Capability Analytics.................................................................................................5
2.10. Auditing Techniques...............................................................................................5
3. Measures Fit in HR Balanced Scorecard.........................................................................6
4. Effect of HR Policies and Procedures on Work Environment......................................18
5. Conclusion.....................................................................................................................19
References..........................................................................................................................20

2ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
1. Introduction
Human resource management is one of an essential parameters within the companies and
organizations. Managing the employee performance is assistance towards estimating the
expenses behind the operations. Within this, Bratton and Gold, (2017) opines that tracking the
turnover rates and absenteeism of the employees enables the managers to practice effective
record keeping for the exposed performance. According to the recent trends, one of the latest
innovation in this aspect is the balanced scorecard, which acts as a cornerstone towards proper
maintenance of the human resources (Wright, 2018). Typical components of this scorecard are
cost benefit analysis, utility analysis, auditing techniques, descriptive, diagnostic, predictive, and
prescriptive (Marchington et al., 2016). Along with this, balanced scorecards is also beneficial in
terms of regulating the turnover rates and absenteeism of the employees, which gains an
important position in this assignment.
2. Analytic Measures Used to predict and Evaluate HR practices Quality and Impact
2.1. Cost-Benefit Analysis
Cost benefit analysis is employed in anticipating and evaluating the quality and impact of
HR practices with an organization. This analytical measure is deemed suitable to be implemented
for the reason that it offers necessary information for directors and executives regarding return to
expenses made on HRM programs and justification of such investments. Cost benefit analysis is
carried out through analyzing the positive and negative outcomes of several decision alternatives
regarding human resource management programs or payoffs (Aryee, Walumbwa, Seidu & Otaye,
2016).

3ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
2.2. Utility Analysis
This analysis is carried out through recognizing gap between what is desired and attained,
developing set of alternatives and selecting the most suitable human resource programs. This is
helpful for the executives and directors in establishing a link between human resource strategies
along with everyday operational decisions made by human resource managers (Boardman et al.,
2017). Utility analysis facilitates in evaluating strategies to deal with human resource issues such
as staffing levels and for increasing manufacturing employee flexibility.
2.3. Descriptive Analytics
Descriptive analytics is a preliminary data processing stage use in human resource
management process that generates a summary of historical data to attain useful information
along with developing data for further analysis. This analytics can provide the directors of the
company in facilitating them to take decisions on developing HRM programs based on
explaining the operations of the company at basic level (Call, Nyberg, Ployhart & Weekle,
2015). Descriptive analytics supports in visualizing data regarding patterns and develops
foundation for other workforce insights data.
2.4. Diagnostic Analytics
Diagnostic analytics is conducted through analyzing descriptive data patterns in
analyzing the effectiveness and drawbacks of the HRM programs. Such analytics facilitates the
directors and the management of the companies in analyzing employee productivity trend along
with evaluating human capital management data to evaluate the performance of individuals and
teams. This diagnostic analytics facilitates in predicting and evaluating HR quality through
developing an improvement plan relied on the ways, which current outcomes are directed in
attaining overall goals in the company (Cohen, Blake & Goodman, 2016).

4ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
2.5. Predictive Analytics
Predictive analytics is carried out in HRM practices within the companies through
gathering data from the descriptive and diagnostic phases along with transforming it into reliable
predictions regarding the success of the HRM program in future. Employing this analytics can
facilitate the managers and directors of the company in using current information which can b
further used in improving sales along with offering better employee training along with planning
for future changes within leadership (Chuang, Jackson & Jiang, 2016). Analyzing data gathered
from the predictive analysis frees HR supervisors and from unsuitable recruitment process
through recognizing most suitable candidates for the vacancies.
2.6. Prescriptive Analytics
Prescriptive analytics is used in the HRM process and this is carried out through
employing innovative prescriptive analytics for converting predictions into actions. This
analytics employs machine leaning, artificial intelligence and modern techniques to facilitate
managerial decision making. This analytics facilitate in evaluating the HR quality practices
through revealing workforce insights along with portraying business leaders the likely impacts of
decisions. Prescriptive analytics used in evaluating HR impact can facilitate the directors and
managers in generating advantageous training programs, investing in employee growth and
taking future business decisions in developing effective HRM programs.
2.7. Turnover Rate
Turnover rate analytics is conducted through analyzing the number of resignations for all
the departments and locations within the company. This analysis is carried out through clustering
algorithms in determining the factors that impact on decrease and increase of resignations. This
analytics serves as a vital measure in evaluating and predicting HR quality through analyzing the

5ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
causes for low performance and turnover within the non-critical positions (McIntosh, Kamei
Adams & Hassan, 2016). Such analysis can facilitate the directors of the company in
implementing retention program through analyzing the ways in which different employee
populations are responding to their work experience.
2.8. Absence Rate
The absence rate is calculated through analyzing trends along with significant changes
along with analyzing the expenses those are incurred by the company as a result of employee
absentees. This analytics facilitate in effective decision making of the managers in the company
regarding development of effective HRM program. This analytics also facilitates in analyzing the
effectiveness of the HR program quality through developing new opportunities for profit growth
by means of evaluating workforce spending.
2.9. Capability Analytics
Capability analytics is conducted through analyzing descriptive data patterns in analyzing
the effectiveness and drawbacks of the HRM programs. Such analytics facilitates the directors
and the management of the companies in analyzing employee productivity trend along with
evaluating human capital management data to evaluate the performance of individuals and teams
(Kurtessis et al., 2017). This capability analytics facilitates in predicting and evaluating HR
quality through developing an improvement plan relied on the ways, which current outcomes are
directed in attaining overall goals in the company.
2.10. Auditing Techniques
Auditing techniques are implemented in analyzing the quality of HR initiatives within the
company through reviewing the recent human resource policies, procedures, documentations

6ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
along with systems in recognizing needs for improvement along with betterment of HR
functions. This facilitates the directors of the company in assessing compliance with ever-
changing HR regulations (Gatewood, Feild & Barrick, 2015). This analytics facilitates in
analyzing the quality of HR policies within a company through measuring the integrity of the
employee retention program.
3. Measures Fit in HR Balanced Scorecard
Below is an example of a Balanced Scorecard developed from the perspective of human
resource management.
Cost benefit analysis
Financial Perspective
Objectives
Measuremen
t
Target Action Plan
To calculate
the initial capital
costs
Budgets
Reducing
the initial
operational cost by
10%
Replacement for
the capital cost of the
buildings, equipment and
facilities (Kurtessis et al.,
2017)
Customer Perspective

7ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Objectives
Measuremen
t
Target Action Plan
To analyze
the exact value of
the scorecard on the
performance of the
employees
Appraisals,
documentation of
the scorecards
2 screenings
per month
Appraising the
performance of the
employees through
filling the scorecard
sheets (Boardman et al.,
2017)
Internal Processes Perspective
Objectives
Measuremen
t
Target Action Plan
To conduct
market research for
acquiring latest
software
Judicious
use of the software
for the scoring the
performance of the
employees on the
scorecards
Mitigating
misutilization of the
systems and
software
Conducting
keyword search for the
software
Learning and Growth Perspective

8ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Objectives
Measuremen
t
Target Action Plan
To share the
scorecards among
the employees
Tracking the
performance of the
employees after the
sheets are shared
To increase
the sales target by
15%
Undertaking need
based projects
Utility analysis and auditing techniques
Financial Perspective
Objectives
Measuremen
t
Target Action Plan
To conduct budget
for gaining
awareness about the
expenses towards
the operational
costs
Sustainable use of
the resources
Tracking and
reporting the use of
resources at the end
of each financial
year
Sending drafts to the
higher authorities
regarding the current
financial condition
(Chuang, Jackson &
Jiang, 2016)
Customer Perspective

9ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Objectives
Measuremen
t
Target Action Plan
To interpret
conclusions from
the scorecards
regarding increasing
the sales revenue
Special discounts,
schemes and offers
for the customers
To increase the
sales target by 15%
Sending drafts to the
higher authorities
regarding the current
business progress
Internal Processes Perspective
Objectives
Measuremen
t
Target Action Plan
To introduce the
managers to the
latest software and
machines
Taking practical
tests of the
managers regarding
filling the
scorecards properly
To conduct live
tracking for the data
entries
Organizing training
programs for the
managers (Guerci et al.,
2015)
Learning and Growth Perspective
Objectives Measuremen Target Action Plan

10ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
t
To conduct audits
for assessing the
feasibility,
appropriateness and
feasibility of the
balanced scorecards
Establishing reports
regarding the utility
of the scorecards
Conducting 5 audits
in a month
Involving the
stakeholders into the
meetings for discussing
the future course of
actions
Descriptive
Financial Perspective
Objectives
Measuremen
t
Target Action Plan
To interpret the
utilization of the
mean value for
describing the
results of the
managers towards
filling the balanced
scorecards
Constructing the
variables for need
analysis
Graphical
representation of
the variables and
the needs identified
Deducing the cumulative
benefits by
experimenting with the
variables for reaching to
the appropriate one
Customer Perspective

11ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Objectives
Measuremen
t
Target Action Plan
To predict the
demand and supply
curve with the
current statistics
Tracking the sales
revenue and the
achieved profit
margin
To increase the
sales revenue by
10%
Collecting previous
years’ data regarding the
demand and supplies.
Internal Processes Perspective
Objectives
Measuremen
t
Target Action Plan
To consider social
media for informing
the customers about
the latest trend of
balanced scorecards
Feedbacks from the
clients and the
customers regarding
the performance
quality and
standards
To cross 10 lakh
subscribers
Creating stable contacts
with the website
developers
Learning and Growth Perspective
Objectives Measuremen Target Action Plan

12ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
t
To organize training
for the managers
regarding appraising
the performance of
the employees
Using the appraisal
scores for
estimating the
progress with the
current progress rate
3 training sessions
in a month
Preparing budgets for
enhancing the awareness
about the training
materials and other
projects
Diagnostic
Financial Perspective
Objectives
Measuremen
t
Target Action Plan
To consider the
previous year’s
records regarding
the turnover and
inflation
Inspecting the
standards of the
performance
through the
implementation of
legislations
To reduce the rate
of unemployment
and inflation by
10%
Graphical comparison
for the turnover rates and
inflation
Customer perspective

13ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Objectives
Measuremen
t
Target Action Plan
To assess the
external challenges
for exporting the
services to the
neighboring
countries
Market
segmentation and
the value
To increase the
export rate by 15%
Conducting marketing
mix for the services
Internal process perspective
Objectives
Measuremen
t
Target Action Plan
To diagnose the
tools through which
the value of
balanced scorecards
can be transmitted
to the customers
Tracking the
responses of the
employees towards
effective use of the
tools
To increase the
diagnosis rates by
10%
Rating the performance
of the employees
regarding the use of the
tools for contributing to
the enhancement of the
productivity (Albrecht et
al., 2015).

14ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Learning and growth perspective
Objectives
Measuremen
t
Target Action Plan
To make the
employees aware of
the criteria used for
filling the
scorecards
Surveying the
awareness of the
employees
regarding the HRM
operations
Conducting 2
training and
development
programs in a
month
Documentation for the
proposed learning and
development programs
Predictive
Financial Perspective
Objectives
Measuremen
t
Target Action Plan
To examine the
statistical algorithms
Implementation of
computing
modelling
procedures
Optimizing the
operational costs
Regulating the real time
data feeds regarding the
financial transactions
(Guerci et al., 2015)
Customer Perspective

15ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Objectives
Measuremen
t
Target Action Plan
Consideration of
inputs in the supply
chain for predicting
the demand curve
Accurate
development of the
credit score
Achieving balance
between demand
and supply
Forecasting inventory
levels regarding the
transformations in the
purchasing behavior of
the customers (Chuang,
Jackson & Jiang, 2016)
Internal process perspective
Objectives
Measuremen
t
Target Action Plan
To predict the score
of the employees
regarding use of the
Using the scores of
the appraisal
To increase the
prediction levels
and rates by 10%
To involve the
stakeholders in the
prediction plans
Learning and growth perspective
Objectives
Measuremen
t
Target Action Plan

16ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
To inculcate the
values of self-
organizational skills
within the
employees
Self-regulation of
the performance by
the employees
Making 10 data
entries in the
scorecards by the
employees
Conducting coaching
sessions for the
employees
Prescriptive
Objective- To prescribe modern software for filing the scorecards in secured folders
Measurement- Tracking the process of sending the filled in scorecards to the higher authorities
Target- To reduce the cybercrimes by 5%
Action plan- Implementation of security cookies and policies in the personal profiles of the
managers and employees for protecting the confidential data (Boardman et al., 2017)
Turnover rate
Objective- To conduct wage revisions and employment policies
Measurement- taking feedbacks from the employees regarding the feasibility of the proposed
revisions on their performance.
Target- To reduce the turnover rates by 10%
Action plan- Organizing open forums and discussions for gaining an insight into the approach of
the employees towards the levied provisions (Kurtessis et al.,2017)

17ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Absence rate
Objectives-
 To introduce half an hour recess session between the working hours
 To increase the number of sick leaves
Measurements-Transformation in the performance of the employees
Target- reducing absenteeism rates by 10%
Action plan- Counselling sessions for the employees, talent shows (Marchington et al., 2016)
Capability analytics
Objective- To consider the employee records for assessing their capability towards
undertaking challenging and enduring tasks
Measurement- Control charts for graphical representation of the behaviors exposed by the
employees

18ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
Target- To incorporate the scores of the personality tests within the balanced scorecards
Action plan- preparing reports on the personality scores and conducting task allocation
accordingly (Bratton & Gold, 2017)
4. Effect of HR Policies and Procedures on Work Environment
Policies are central doctrine in terms of enhancing the awareness of the personnel about
the business operations. Within this, mention can be made of the recruitment and selection
policies and IT policies, which reflects the proper management of the human resources. These
policies are needed for catering to the individual needs, demands and requirements of the
employees. According to Wright, (2018), this approach indicates the approach towards
enhancing the cultural diversity. Written policies are effective in terms of developing
authenticity, credibility and accuracy within the operations. Adhering to the legislations is
beneficial in terms of averting the challenges like conflicts, discriminations and harassments.
Typical example of the legislations are Data Protection Act (1998), which helps in maintaining
the confidentiality in the organizational resources (Chuang, Jackson & Jiang, 2016).
Equality Act (2010) is one of the other legislations, which helps in providing the
personnel their dues in the workplace. This Act is also assistance in terms of averting the
conflicts. Mention can also be made of the labour laws, which acts as a cornerstone towards
standardizing the policies and strategies of employment.
In terms of balanced scorecards, it is the duty of the HR manager to intimate the rules,
regulations and policies, well in time. Using proper communication channels is effective in terms

19ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
of reaching to the employees at a single time. Gaining feedback from the employees is necessary
in terms of assessing the understanding of the employees regarding the introduction of balanced
scorecards (Guerci et al., 2015).
5. Conclusion
Human resource management is one the essential parameters within the companies and
organizations. Managing the employee performance is assistance towards estimating the
expenses behind the operations. In terms of balanced scorecards, it is the duty of the HR manager
to intimate the rules, regulations and policies, well in time. Using proper communication
channels is effective in terms of reaching to the employees at a single time. It is also gathered
that the capability analytics facilitates in predicting and evaluating HR quality through
developing an improvement plan relied on the ways, which current outcomes are directed in
attaining overall goals in the company.

20ANALYTIC MEASURES IN EVALUATING HR PRACTICES IMPACT
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