ABSTRACT
Human resource analytics is defi ned as the analytics of human resources (employees), which includes the entire life cycle of employees such as hiring, engaging, managing performance, and developing incentives and strategies for employee retention. It empowers HR managers to be conversant with the idiosyncrasies of teams, which may be built upon people at multi-location workplaces. In a retail chain, a “customer-fi rst” program was increasing overall store revenue, but it was not working in a few stores. Similarly, a new leadership program at a travel company was gender specifi c and working only for men. A new induction program showed an increase in initial performance, but the benefi t rapidly disappeared after the fi rst 6 months. An automobile giant’s new customer care centre training program successfully increased sales but also increased per-customer handling time. The turnover at an IT company was concerning to business leaders, who found that the high turnover could be broken down into “desirable” or “undesirable” to justify the warning bells of attrition, etc. Therefore, HR analytics can go a long way toward sensitizing people towards building upon employee relations and creating an employee-centric organization. Table 4.1 provides the engagement map of HR analytics, and Table 4.2 describes the nature of engagement in HR by audience.
