Human Resources

People Analytics

When we discuss analytics it is very easy to get lost in an ocean of data, graphs, and reports. Most ERP software or HRIS (human resource information systems) present a long list of graphs and reports that can be accessed and still we will always have some request to the database admin to extract some or the other data from the backend. And yes this luxury is available to only large firms that use enterprise software and have a database admin resource.

In this article, I am specifically alluding to analytics related to recruitment data. However, the concept could be applied to any sphere of work in an organization.

Approach to Analytics

Analytics basically is arranging or counting data in a specific way to be able to see patterns so as to convert it into information that would help in decision making. So,  if we are to approach analytics with a fresh slate then there are these few steps to be followed:

  1. Figure out who in the organization requires to make any decision with reference to or in conjunction with recruitment data.
  2. Interview them to understand what data do they need to analyze and how they would want it to be presented. ‘What data to analyze’ is important because you need to ensure that your system is capturing that data. For example, if you want to know the source of an online job application but your system is not capturing this info then you need to fix that.
  3. The next important question is what kind of analysis and therefore the kind of inferences that you would like to make from the data. This will dictate the way it is collated and presented. As in the above example, if you wish to capture the source of your application and let us say the applications have come from your careers page on your website, you may actually want to understand how did the applicant come to your career page in the first place. Did she type your company URL in the browser, or did she use google search or did she respond to some job advertisement online? So now this not only tells you the application came from your careers page but also how the applicant found your careers page. You may further like to see this data on a daily, weekly or any other periodicity basis. You could also like to analyze this data with the advertisement spend for that specific job.

I hope you got the drift about the approach I am suggesting. We will now take up recruitment analytics as our subject and see this approach in action. For ease of listing, we will assume that the above exercise has been conducted and all the data and its analysis have been collated and listed along with the stakeholders to whom it may be useful.

Recruitment Analytics

We shall take up various pieces of the recruitment data and see how it could be analyzed in a way that would be useful to different stakeholders.

  1. Candidate Database In this you will like to know:
    1. The total number of CVs in the database
    2. How updated the Cvs are. (You will need to capture the last updated date)
    3. Number of CVs Education levels wise
    4. Number of CVs Skils wise.
    5. Number of CVs experience wise
  2. Jobs Yes, there will be a lot of data related to jobs that need to be analyzed and actioned upon.
    • Number of total jobs entered in a time period This data will be required location wise, role wise, level wise and need to be integrated with the attrition data to keep a track of manpower expansion vis a vis refills of attrition.
    • Turn around time Need to track the time taken from the date a job was entered in the system to the date of new joinee. In fact, time needs to be tracked for every stage of the hiring pipeline. This will enable the leadership to analyze the bottlenecks in the system and the stages which need to be speeded up.  Also over a few years, if the normal attrition levels are tracked along with the time to hire, a proactive approach to hiring may be adapted specifically for critical positions.
  3. Source of New Hires This becomes an extremely important piece of information for two reasons.
    • Expense varies based on source of hiring
    • Source also defines the quality and speed of hiring

Typically a company will have three sources of hiring:

  • Direct Applicants  Even here to need to track the source from where the applicants have applied. It could be-
    • Social Media ( which one?)
    • Company Careers Page
    • Job boards
    • Print Media Advertisements
    • Existing Database (through email campaign)
  • Employee Referrals Good referrals from employees not only indicates that your employees are happy working with you, but also that you have designed the referral scheme well. This by far is the best source of hiring.
  • Recruitment Agencies  In this case you need to measure the performance of agencies on the following parameters
    1. Costs of hiring
    2. Speed of hiring
    3. Quality of candidates (Ratio of presented to selected candidates). This is an extremely important parameter as poor candidates will only end up occupying your internal recruiters time in putting them through the recruitment process.

Tracking such sources and its associated data can enable leaders to set targets regarding the `percentage of hires from various sources.

  • Offer Acceptance Rate A low rate here may indicate issues with the hiring process including role definition and compensation negotiations.
  • Retention Rate The recruitment team must also keep a close track on the retention rates of new hires. I feel this period must be at least one year for junior and mid-level hires an about two years for senior highers. A poor retention rate indicates (among other things) that there has been a mismatch in the expectation set during the hiring process. A rosy picture may have been painted about the role which is far from reality.
  • Gender and Ethnic profile  Important to track this so as to ensure that the organization hiring is well balanced in regards to this aspect. This must not be seen as ignoring merit. However, if all other things being equal a conscious effort must be made to ensure diversity.
  • New Hire Performance  This must be mapped for at least the first year after hiring. Most selection processes assess candidates on specific competencies required for the role. Based on performance, some specific competencies will stand out which could predict superior performance. These could be used to refined the competency-based hiring models.
  • Candidate online foot print This kind of data gathered from the internet is increasingly being used by recruitment teams to decide on the suitability of an applicant. Your tech platform will need to have the capability to capture this.
  • Use of AI to shortlist candidates Much as AI (Artificial Intelligence) and Machine Learning are  trendy concepts nowadays. This will require data from other sources. As in point 7 above competency levels or other information like education levels, previous experience, etc can be fed into the system to automatically shortlist candidates. Based on continuous inputs the logic for shortlisting candidates can improve itself (machine learning).
  • Internal Recruiter Performance This needs to be exactly measured the same way as you would asses external recruitment agencies performance as mentioned above.

The above data if captured correctly and in a timely manner can be of immense use to various stakeholders. I have just shared a brief example of recruitment data. Similarly, every piece of data, be it training, performance appraisals, productivity, promotions, transfers, attrition, etc can be tracked and analyzed to enable informed decision making.

Most recruitment software may have some part of such analytics but would still require customizations. This is exactly why large organizations have integrated ERPs handly nearly every aspect of the business. However, each organization requires a different set of data at different points in time and therefore need to define its own data and analytics requirements.

Revamp your office culture! 10 ways to get workers engaged on a budget

What manager wouldn’t love to walk into the office each morning to a group of eager employees ready to take on the day?

But the reality is … that just doesn’t happen.

Distracted and disengaged

One of the main reasons your workers are sleepwalking through the day: They’re unengaged! A 2018 Gallup survey reveals only 15% of employees consider themselves engaged in their work.

Benefits of engagement

Apart from improving the office environment, engaged employees make good business sense. Satisfied employees create a higher quality of work. Not to mention the happier the employees, the less likely they are to look for a new job – and everyone wants to hold onto their top talent.

But many organizations don’t have the funds to take big swings, like sending employees to an overseas retreat or adding expensive perks.

While transforming every employee’s attitude can seem overwhelming, improving engagement doesn’t have to be a massive undertaking. A lot of small, low-cost initiatives can add up to make a huge difference.

Effortless engagement

There are several areas you can focus on for maximum engagement. Implementing a few of these simple ideas in each category will set you on the path toward increased productivity.


  1. Encourage staff to speak up. Your employees have good ideas, but may not be willing to speak up about them. Their hesitation usually comes from a fear of criticism. To fix this, make it known all ideas are welcome, and promote an open-door policy. Fostering a safe space for communication will have employees rushing to offer suggestions.
  2. Clarify goals and responsibilities. It’s hard for employees to be engaged if they’re confused about their role or expectations. Every time a new project comes up, take the time to thoroughly explain all the details and answer questions – the result is always worth your while. And while you’re fostering an open environment for ideas, make it clear that you’re always available for questions and concerns as well.


  1. Reward employees only for a job well done. Recognizing when your employees perform well is always a good idea, but it’s important to be careful not to overdo it. Dishing out constant praise can have the opposite effect, causing employees to get too comfortable and slack off. By reserving rewards for the best work only, employees will strive to achieve a higher standard.
  2. Celebrate birthdays and accomplishments. One time to overdo it with the celebrating? Birthdays and milestones. Employees will feel like you care if you take the time to wish them a happy birthday or congratulate them on a new baby.

Fun and Socialization

  1. Organize games and happy hours. Show your employees you want them to have fun in the office and get friendly with their co-workers with group events. Plan a happy hour at the end of a particularly busy week and let your staff unwind. Or, carve some time out of the day for everyone to de-stress by playing cards or a board game.
  2. Bring in food and treats. Planning a potluck lunch every now and then or surprising staff with donuts or ice cream is an easy way to promote socialization and brighten everyone’s day.
  3. Make your workspace unique. Dull, gray cubes and plain white walls don’t do much to inspire creativity. Try giving your office a little facelift. Even adding things like pops of color, artwork and plants can impact on morale.

Professional development

  1. Perfect the onboarding process. There’s no such thing as too much assistance during a new hire’s first few months. It may seem like overkill, but the more involved you are during a new hire’s onboarding process, the more likely they are to stay long term.
  2. Let employees use natural talents. Everyone on your team has an area where they really shine, so let them use their strengths! Nothing tanks engagement more than assigning employees tasks they aren’t comfortable with. Match up projects with people’s natural talents, and they’ll be happy to tackle them.
  3. Be a mentor. Employees are going to encounter plenty of personal and professional challenges throughout their careers. Let them know you’re there for them! Carve out time to check in and let your people know you’re available to just listen or dole out advice.