Human Resource Analytics

Lecture 57
Data Visualization of Performance & Compensation

Dr Abhishek Singh
Indian Institute of Management- Rohtak

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Content
➢ Case Study
➢ Demography Charts
➢ HR KRA for FY 2022-23 in Percentage
➢ PMS
➢ Performance Analysis-Gender Wise
➢ Current challenges Of Compensation

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 Case Study
Ahuja Cements Ltd. is a 25-year-old company that has been following the traditional
methods of performance appraisal. Due to the changes in the business environment,
the CEO & the Promoters of the company, perceive that the company should upgrade
its Performance Management System(PMS). The company's employee headcount is
1000 plus and implementing a PMS that caters to business requirements across
different areas was a daunting task. The HR convened meeting of all the business &
departmental heads to discussed current challenges and future strategies. This
meeting provided a forum for the leaders to discuss the current PMS during which the
below were overshadowed:
➢ There is a skill gap in the desired and existing level,
lower skill matrix score causing poor performance
➢ Lack of manpower causing productivity issues
➢ Lack of motivation
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 Demography Charts
Department wise
70 62
Gender Ratio 60
50
40
30
34% 20
9 9 7 7 7 6
F M 10 4 2
66% 0
Headcount

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 Demography Charts
Role wise
Officer 1
Sr. General Manager 1
Sr. Officer 1
VP Marketing 1
Articleship 3
General Manager 3
Jr. Engineer 3
Sr. Manager 3
Engineer 5
Sr. Engineer 5
Assistant Manager 14
Executive 16
Sr. Executive 16
Manager 18
Intern 23
0 5 10 15 20 25

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 Satisfied vs Dissatisfied
40 38 DS
S
35

30
24
25

20

15

10
7
6 6 4
4 4
5 3 3 3 1 3
2 2
1 1 1
0

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 Tooth vs Tail

IT
HR 2% Marketing
8% 46%

Finance
14%

Other
58%
E&I
8%
Customer Service Mechanical
2% 4%
Process
CPP 8%
7.57%

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Problem 1 – There is a skill gap in the desired and existing level, lower skill matrix
score causing poor performance

Skill Level Pre training % employee distribution

H 20 18%

M 37 33%

L 56 50%

Grand Total 113 100%

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Solution 1 – Training criteria of 45 hours included
% employee % Skill % of skill
Skill Level Pre training Post
distribution Movement distribution

H 20 18% 57 185% 50%

M 37 33% 50 35% 44%

L 56 50% 6 -89% 5%

Grand Total 113 100% 113 100%

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Problem 2 – Lack of manpower causing productivity
issues
For hiring of last 05 Managers
Particulars Count
Application received 9
Interview conducted 8
Selected 5
Offer issued 5
Offer declined 1
Renege 2
Joined 3

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For hiring 10 management trainee
Solution 2 – Hire Management trainees and build a talent pipeline
Particulars Count

Requirement 10

Campus size 25

Selected 12

Offer issued 10

Offer declined 0

Renege 0

Joined 10

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Recruitment KPIS Manager Management Trainee

Selection Vs
Interviewed %
63% 48%
(Selected/Interview
conducted)
Offer honor (Offer
80% 100%
accepted/offer issue)

Renege % 40% 0%

Joining % 60% 100%

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 Offer declined
Joined 0% Requirement
15% 15%
Renege
0%

Offer issued
15%

Campus size
37%

Selected
18%

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 4 9-Box Grid

3 3 33 7
Potential
1
1
1
2 2 33 5 2
2
2
1 3
2 22 6
3

0
0 1 Performance
2 3 4

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15
HR KRA for FY 2022-23 in Percentage

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 Talent
selection

Growth
Role &
culture
Responsib
around
ility
values

PMS

Goal
Regular Setting as
Performan per
ce Review business
plan
Learning
&
Developm
ent

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Performance Analysis-Gender Wise
Pe rform ance score - Ge nde r wise
800

700 670

600
P e r fo r m a n c e s c o r e s

500 Ac c ou n tin g& Fin .

Hu m an resou rc es
400 Produ c tion
272 292 R&D
300
223 Sales&Marketin g
185 187
200 144
114
100 71 71
32
0
Fem ale Male (blan k)

Ge n d e r

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Performance Analysis-Department Wise

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Current challenges Of Compensation
Problem :
The wages for machine operators into company are lower
compared to our competitors. Despite having a Skill
Development Program where temporary workers undergo a
six-month training period and become Assistant Machine
Operators upon evaluation, a significant challenge we face is
that after one year of service, many of them
leave to join competitors who offer much
higher salaries.

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120
(7-10) Yrs. 1
105 0
100
(5-7) Yrs. 7
9
80
(2-5) Yrs. 20
21
60
(1 - 2) Yrs. 21
106

40 35 0 20 40 60 80 100 120
23 Staff Operator
20
8 10
1 3
0
0
Ask to leave Better Medical Personal
Opportunity reason Reason
Operator Staff

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80
69
70 67

60

50

40

30 27
22
20

10

0
Year 2022 Year 2023
Operator Staff

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Outcomes :
Machine Operators are leaving to join competitors who offer
much higher salaries after (1-2) years of service, The attrition
rate of the Operator is higher than staff level.
Recommendation :
The company should conduct a market
analysis of competitors' compensation
structures and provide a comparable or
equivalent package to retain internally
developed talent at least.
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Thank You

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