A P R E S E N TAT I O N O N

U S E O F D ATA A N A LY T I C S I N H R
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S . K . P AT E L I N S T I T U T E O F M A N A G E M E N T A N D
COMPUTER STUDIES
2109
FLOW OF PRESENTATION
• Meaning of data analytics
• Meaning of HR analytics
• Uses
• Process of HR analytics
• Benefits
• Example of a company
• Article related to topic
MEANING OF DATA ANALYTICS

• Data analytics refers to qualitative and quantitative techniques and process used to enhance
productivity and business gain.
• Data is extracted and categorized to identify and analyze behavioral data and patterns, and
techniques vary according to organizational requirements.
• Data analytics is also known as data analysis.
MEANING OF HR ANALYTICS

• HR analytics is an area in the field of analytics,

• That refers to applying analytic processes to the human resource department of an
organization,
• In the hope of improving employee performance,
• And therefore getting a better return on investment.
USE OF DATA ANALYTICS IN HR
• Uses people-data in analytical processes to solve business problems.
• It uses both,
1) People-data, collected by HR systems; example: Payroll, absence management,
2) Business information; examples: operations, performance data.
• Make HR processes and operations more efficient and effective.
• Better understand and evaluate the business impact of people.
• Improve the leadership’s decision making in people-related
matters.
PROCESS OF HR ANALYTICS
BENEFITS OF HR ANALYTICS
EXAMPLE / ARTICLE
TCS- IDENTIFYING CORRELATIONS BETWEEN DATA AND
ATTRITION
• At TCS, one of the main objectives for the HR team is to identify disengaged employees who
are vulnerable to the various pull and push factors, which are beyond the control of any
organization
• it becomes imperative for any organization to address such factors way before the employees
start exploring other opportunities.
• Therefore, to address such a situation, developing analytics for attrition management becomes
crucial.
• Business drivers for managing attrition
Some of the core business drivers that prompt organizations to manage attrition are costs, employee
disengagement, correlating HR data with attrition, and understanding the employee pulse. The
breakdown is as follows:
• Costs: Attrition involves a cost of loss and cost of replacement. There is also a training cost that
follows attrition.
• Employee disengagement: When a dissatisfied employee puts in his resignation, s/he would have
already given several interviews and explored other opportunities. At this point, there is hardly any
scope left for the company to engage with the employee because s/he would have made the
decision to leave only after thinking the decision through.
• Correlating data with attrition: TCS maintains historical HR data and currently, on a daily basis,
we generate HR data for more than three lakh employees. This presents a huge pool of data to
analyze as the data from the monthly Time Sheet application alone occupies more than one crore
rows per month. Hence, collating relevant data in a way that can be leveraged to identify disengaged
or dissatisfied employees is a challenging task.
• Understanding the employee pulse: TCS runs one of the largest employee surveys in the world
where on an annual basis, employee views on significant issues is collated. Employees can also freely
voice their views on multiple social forums within the company, which is put together and analyzed
for understanding the employee pulse.
• RoIe of HR technology
• At the outset, expecting different organizational data to reveal their correlation with attrition
is quite challenging.
• Therefore, the leadership team at TCS started a ‘conversation’ on how disengaged or
dissatisfied employees can be identified before the organization actually loses such talent.
• TCS worked on a solution for practically addressing the issue of attrition.
• The leadership team from HR and Strategy spent time identifying correlations between
different data points and employee engagement in the organization.
• Based on this complex and self-correcting algorithm that was developed internally, the HR
team of TCS took proactive measures like communicating with employees ahead of time and
having engagement with employees on a one-on-one basis.
• The results have been encouraging, as employees have expressed delight at having been
approached proactively.
• Putting the current system in place has helped TCS to communicate with such employees and
try to work out a solution that works for them.
• For instance, if an employee’s spouse is relocating to another city, the HR team, after a
discussion with the employee, helps in exploring opportunities within the company in that
particular city.
• For attrition modeling, TCS has been using its own systems for around three to four years
now.
• However, the company also keeps exploring other vendor-provided solutions to empower its
analytics platform.

As told by Arijit Biswas, Solution Architect,Tata Consultancy Services