DATE: 30th April
PEOPLE ANALYTICS
MEANING: It is also known as HR Analytics. It is the
collection and application of talent data to improve
critical talent and business outcomes.
It is the science of gathering, organizing and analysing
the data related to HR functions like recruitment, talent
management, employee engagement, performance and
retention to ensure better decision making in all these
areas.
HR analytics does is correlate business data and people
data, which can help establish important connections
later on.
KEY HR ANALYTICS METRICS:
Revenue per employee
Training efficiency
Involuntary turnover rate
Time to hire
Absenteeism
Offer acceptance rate
Training expenses per employee
Voluntary turnover rate
Time to fill
Human capital risk
COMMON DATA SOURCES FOR HR ANALYTICS:
Common data sources include internal datalike
demographic employee data, payroll data, social
network data, performance data and engagement data.
External data sources can include labour market data,
population data, LinkedIn data and much more. Any
data that’s relevant for the specific project can be used.
TYPES OF HR ANALYTICS :
Capability analytics
Capacity analytics
Employee churn analytics
Corporate culture analytics
Employee performance analytics
Leadership analytics
HR ANALYTICS FOR BUSINESS DECISIONS:
They are the backbone for decision making.
They help in reviewing the decisions.
They provide an edge over competitors.
They act as a bridge between the employees and
the higher authority.
HOW ANALYTICS HELP WITH YOUR HR STRATEGY :
Track the developments and the trends.
Administers the assigned functions.
Collects and analyses the whole information.
Perform the research and prepare reports.
Their main challenge is to provide a blueprint.
Recommends and interpret policies.
Participate in working council and various groups.
DATE: 1st MAY
TALENT ACQUISITION
MEANING: Talent Acquisition is the process of attracting
and hiring qualified people.
Is the process of finding and acquiring skilled human
labour for organizational needs and to meet any labour
requirement.
The talent acquisition team within a company is
responsible for finding, acquiring, assessing and hiring
candidates to fill roles that are required to meet
company goals and fill project requirements.
TALENT ACQUISITION STRATEGIES:
PLANNING SPEED EXECUTION
QUALITY NUMBERS
SUCCESSFUL
TA MODEL
TURNAROUND TIME
1) QUALITY:
Hire good talent – search, communication skills and
enthusiastic.
Prioritize requirements and distribute accordingly.
Validation qualification, percentage, sending test
mails, check online presence (LinkedIn, Facebook,
Twitter), skill rating, projects, use market
intelligence, and references.
Submit most qualify resumes.
Keep analysing the feedback on resumes.
Check efficiency of interview coordination –
recruiter need to do ground work.
Maintain good ratio of scheduled interviews and
attend interviews.
Good negotiation and make right decisions.
Maintain good ratio of offers to joiners.
2) TURNAROUND TIME – TAT:
Respond quickly to the requirements identity the
gaps in the process. Define timelines Speed
required.
JD initiation- resume sourcing.
Sourcing resume sent to the client.
Resume sent- feedback awaited from the client
(shortlisted/rejected/hold).
Resume shortlist- interview scheduling.
Interview to offer.
Offer to joining.
3) MAXIMIZING NUMBERS:
Define targets number of submissions per day,
number of hires per month/recruiter.
Prioritize the requirements.
Use effectively internal data.
Communicate well with internal and external
stakeholders.
Constant follow up.
Work with speed and make decisions quickly.
4) RECRUITMENT IS NOT TALENT
ACQUISITION
Recruiting is a subset of TA, and includes the
activities of sourcing, screening, interviewing,
assessing, selecting and hiring.
Talent Acquisition Planning & Strategy.
Workforce Segmentation.
Employment Branding.
Candidate Audiences.
Candidate Relationship Management.
Metrics & Analytics.
SOURCING CHANNELS IN TALENT ACQUISITION
Talent acquisition trends visible in the market today.
Social Media
Boomerang Rehires
Shift from active tools
Mobile Technology
360- degree approach in Talent Acquisition
Internal Promotion
Employer Branding
Assessment Centres
Maintaining parity
Satellite Location Hiring
Diversity Hiring
Increasing focus on Employee Referrals
DATE: 4th MAY
DESIGN THINKING
LEARNING OBJECTIVES:
G ain know ledge on the key concepts of D esign
Thinking
U nderstand the m indsets and m ethodology of
D esign Thinking
Identify est practics and transform ing your
organization
CONTENTS:
1. KEY CONCEPT OF DESIGN THINKING
2. DESIGN THINKING MINDSET
3. DESIGN THINKING METHODOLOGY
4. EST PRACTICES & TRANSFORMING YOUR
ORGANIZATION
WHAT IS DESIGN THINKING?
Design thinking is a human-centred approach to
innovation that draws from the designer’s toolkit to
integrate the needs of people, the possibilities of
technology and the requirements for business success.
WHAT IS UNIQUE ABOUT DESIGN THINKING:
Discover people’s real needs and wants.
Look at situations differently.
Work as a team to look at the problem holistically
and implement solutions to improve people’s
experience.
Repeat each phase backwards and forwards and
arrive at each decision after learning.
Learn how to make ideas better.
BENEFITS:
a.Create better customer and employee
experiences
b.Deepen and widen customer relationships
c. Improve customer retention(loyalty)
d.Reduce inefficiencies
e.Design new business models
f. Increase value to society
DESIGN THINKING REQUIRES A CERTAIN MINDSET TO ENSURE
SUCCESSFUL APPLICATON:
The answer won’t be clear from the start and even
though this is not comfortable it allows for
unexpected solutions.
It is okay to fail – failure is an incredibly powerful
tool when it comes to learning.
Stop talking and start making Design Thinking
relies on the power of tangibility.
Human Focus- the people you are looking to design
for are ultimately your path to innovative solutions.
By learning and iterating, there is a greater chance
of generating successful solutions.
