HR Metrics Project: Diversity and Age Demographics at Smith Hospital

This project analyzes HR metrics within the oncology department of Smith Hospital, focusing on diversity and age demographics. The assignment, presented as a PowerPoint presentation, examines gender disparities among physicians, revealing a significant imbalance. It explores the implications of these disparities, including potential impacts on productivity and reputational damage. The analysis identifies key problems, such as gender discrimination and reduced productivity due to leaves, and proposes HR solutions. These solutions include strategies for hiring a balanced workforce, addressing productivity issues, and mitigating reputational risks. The project emphasizes the importance of using HR metrics to justify staffing and costs, ultimately aiming to improve HR practices and create a more equitable and efficient workplace. The project also addresses the implications of age demographics and provides solutions to foster a more inclusive and productive environment. The project references relevant literature to support its findings and recommendations.

Human Resource

PART A: Problem 1
 HR Metrics: Diversity
 The HR function in an organization is important, however, it generates
costs and rarely does it ever generate any revenue.
 In this report, the HR metrics are used to analyze how HR metrics is used
within the oncology department of the hospital.
 The analysis shows the gender disparity for physicians within the oncology
department in Smith hospital (DeCenzo, Robbins, & Verhulst, 2016).
 The male oncologists make up 84% of the total doctors in the department
while the female department make only a fraction which is 16%.
 The metrics are used to analyze and interpret human resource function
within the organization.

Proportion of male and female
oncologists

Part A: Implications of Problem 1
 As the Human Resource Manager at smith hospital, the HR department at
Smith Hospital within the oncology department generates costs but does not
generate any revenue for the organization.
 Although the doctors are an important part of the organization, the Human
Resource manager is always under constant pressure to make good use of
the Human capital to make good value from it.
 The annual leaves including, sick and maternity leaves a lot of gaps to be
filled by other staff (Kavanagh, & Johnson, 2017).
 Diversity is seen in the combination of many things including diversity in age
and years of service.
 According to this demographics, women are fewere than men , while many
women earn more than many men.

Part A: Problem 2 and Implications
 The main issue with the hospital is to justify the value of constant
leaves given to women and justify the amount of money Smith
hospital uses on the human resource function.
 The HR manager will use the HR metrics to justify the staffing and the
cost associated with the department.
 Human resource analysis and metrics are the measurement that are
used in order to show the actual value of the human resource in the
department and to the entire organization.
 The measurements show how the effectiveness of human resource
department and their overall success to the organization.

Part A: Problem 3
 Types of Metrics
 There are three types of metrics hat will be used by the HR. They include;
 The metrics that measure the human resource function effectiveness
 Efficiency metrics measurement within the oncology department
 Metrics that measure and analyze the employee’s effectiveness within the
organization.
 Gender discrimination has in the oncology department has had various issues
arising from that.
 The male employees in Smith hospital are more than the female employees.
 Also, the hospital has more female employees in all other departments than the
oncology department.
 The issue seen in this is regarded as gender discrimination in the work place.

Metrics of different types

Part A: Problem 3 and Implications of Problem 3
 Gender metrics
 The metrics show that the percentage of males employed in Smith hospital is
86% compared to 14% female employees in the hospital.
 This is also the percentage number of physicians in the oncology department.
 The other departments also have more male employees than female
departments at 46% and 54% respectively (Mukherjee, 2016)..
 The total percentage number of employees is 62% in employees and 38% for
female employees.
 The total number of female employees in Ontario oncology departments is
also 28% for the female employees in relation to 72% for male employees.
 All Ontario hospitals have a combined 36% of female employees while the
male employees are 64%.

Proportion of male and female
employees in Smith Hospital

Part B: Problem 1and Implications of
problem 1
 Problem: A persisting problem: Age Demographics
 The problem with gender discrimination in Smith hospital and the
larger Ontario state is that male employees have been given more
preference by HR than their female counterparts.
 It is therefore important for the HR departments to hire more female
employees in the workplaces for there to be a balance in the
workplace.
 The solution is to constantly employ more female employees in the
workplace during mass recruitment drives than the male
counterparts.

Part B: Problem 2
 Problem: Reduced productivity due to Age
 When a certain gender is discriminated against, there are always
issues concerning productivity.
 Sometimes the productivity may be reduced due to the fact that
some women have gone on maternity leave while others are on sick
leave.
 The HR solution to maternity leave issues and productivity is to
ensure that there is a competent person who stands in when a
woman goes to maternity leave or a sick leave.
 The HR manager will use the HR metrics to justify the staffing and the
cost associated with the department.

Part B: Problem 3 and Implications
of problem 3
 Problem: Reputational problems associated with discriminatory hiring due to age
 Many companies avoid hiring specific gender in big numbers to avoid the reputational
damage associated with employing just one gender.
 The problem in reputational damage is that it may lead to business collapse
(Rudhramoorthy, & Sarkar, 2019).
 The solution to reputational damage due to discriminatory hiring is to hire a balanced
workforce.
 Smith hospital and especially the department of oncology will be able to hire more
oncologists or physiologists in the department of oncology to have a balance with the
men colleague.
 The main issue with the hospital is to justify the value of constant leaves given to women
and justify the amount of money Smith hospital uses on the human resource function.
 The HR manager will use the HR metrics to justify the staffing and the cost associated
with the department.

Part B: Problem 4 and implications
of problem 4
 Problem: the human resource metrics show that women are
discriminated in employment in Ontario Canada.
 There may be reasons for theses including; maybe there aren’t
qualified for the job, the employer is worried about women
productivity in the organization or there are few women with the
expertise needed in the workplace (Stone, & Deadrick, 2015).
 The solution is training more women in the organization and mentoring
them in their places of expertise.
 Hiring more women is also very important and incentivizing their
employment. The HR should create more attractive situations to
attract more women into applying more jobs in these areas.


References
 DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of
Human Resource Management, Binder Ready Version. John Wiley & Sons.
 Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource
information systems: Basics, applications, and future directions. Sage
Publications.
 Mukherjee, K. (2016). Human resource metrics: Action Research in an
Indian firm. ALAR: Action Learning and Action Research Journal, 22(1), 31.
 Rudhramoorthy, K., & Sarkar, S. (2019). HR metrics and workforce
analytics: it is a journey, not a destination. Human Resource Management
International Digest.
 Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities
affecting the future of human resource management. Human Resource
Management Review, 25(2), 139-145.