CHAPTER 14 Flashcards
Used to describe HR metrics such as turnover and employer engagement in the workforce.
WORKFORCE ANALYTICS
An evidence-based approach for making better decisions about employees and HR policies, using a variety of tools to report HR metrics and to protect outcomes of HR programs.
HR ANALYTICS
5C model of HR compliance:
- COMPLIANCE
- CLIENT SATISFACTION
- CULTURE MANAGEMENT
- COST CONTROL
- CONTRIBUTION
3 methods of measuring client satisfaction:
- INFORMAL FEEDBACK
- SURVEYS
- CRITICAL INCIDENT METHOD
Method of measuring client satisfaction where people can simply be asked if they are satisfied with the service.
INFORMAL FEEDBACK
Method of measuring client satisfaction used to solicit feedback confidentially, anonymously, and from a large number of stakeholders.
SURVEYS
Method of measuring client satisfaction where clients are asked to describe a situation in which the HR department provided assistance.
CRITICAL INCIDENT METHOD
3 problems with measuring client satisfaction:
- HIGH EXPECTATIONS OF CLIENTS
- CONFLICTING EXPECTATIONS
- PROFESSIONAL AFFILIATIONS
Perceptions or opinions about organizational characteristics.
ATTITUDES
5 measures of employee attitudes:
- SATISFACTION
- MOTIVATION
- COMMITMENT
- ADVOCACY
- ENGAGEMENT
3 attitudes of an engaged employee according to Hewitt:
- SAY
- STAY
- STRIVE
3 ways to reduce labor expenses by reducing the size of labor force:
- TECHNOLOGY
- OUTSOURCING
- DOWNSIZING
Results achieved compared to resource inputs.
EFFICIENCY
2 ways of measuring contributions:
- FINANCIAL MEASURES
- MEASURES OF MANAGERIAL PERCEPTION OF EFFECTIVENESS
ROI
RETURN ON INVESTMENT
ROE
RETURN ON EQUITY
3 ways of measuring HR practices:
- ACTIVITY-BASED MEASURES
- COSTING MEASURES
- CLIENT SATISFACTION
A measure of HR practices based on the number of employees completing the training; the number of employees hired.
ACTIVITY-BASED MEASURES
Measure of HR practices based on the cost of the training program; the cost per hire.
COSTING MEASURES
Measure of HR practices based on if the manager has problem solved; the HR department changed an employee’s benefits information quickly.
CLIENT SATISFACTION
3 ways to prove added value:
- COST-BENEFIT ANALYSIS
- UTILITY ANALYSIS
- BENCHMARKING
The relationship between the costs of a program and its benefits.
COST-BENEFIT ANALYSIS
A method of determining the gain or loss that results from different approaches.
UTILITY ANALYSIS
A process that can enhance organizational performance by establishing standards against which processes, products, and performance can be compared and improved.
BENCHMARKING
Hard costs that can be measured by expenditures.
DIRECT COSTS
Soft costs whose value can be estimated but not measured easily by financial expenditures.
INDIRECT COSTS
A measurement method that assesses progress against plan.
AUDIT
A balanced set of measures to show contribution to organizational performance.
BALANCED SCORECARD
