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OHM (505) People Management Professor: Dr. Kaushik Chaudhuri: Case - Agoda: People Analytics and Business Culture (A)

The document discusses Agoda, a subsidiary of The Priceline Group focused on people analytics and business culture. Agoda's CEO planned to use data analytics to improve human resource processes like recruitment, performance evaluations, and compensation. This included building systems to provide real-time market compensation data to managers and implement peer evaluations. The goal was to help managers make better decisions to prioritize people development. Potential benefits of the proposed tools included helping set appropriate salaries and assisting strong performance, but drawbacks could include defensive managers and bias in recruitment data. The summary provides an overview of the key points regarding Agoda's data analytics goals and initiatives.

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Arpita Gupta
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138 views11 pages

OHM (505) People Management Professor: Dr. Kaushik Chaudhuri: Case - Agoda: People Analytics and Business Culture (A)

The document discusses Agoda, a subsidiary of The Priceline Group focused on people analytics and business culture. Agoda's CEO planned to use data analytics to improve human resource processes like recruitment, performance evaluations, and compensation. This included building systems to provide real-time market compensation data to managers and implement peer evaluations. The goal was to help managers make better decisions to prioritize people development. Potential benefits of the proposed tools included helping set appropriate salaries and assisting strong performance, but drawbacks could include defensive managers and bias in recruitment data. The summary provides an overview of the key points regarding Agoda's data analytics goals and initiatives.

Uploaded by

Arpita Gupta
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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OHM(505) People Management

Professor: Dr. Kaushik Chaudhuri

CASE- AGODA:

P E O P L E A N A LY T I C S A N D
B U S I N E S S C U LT U R E ( A )

B Y A N U K U L PA N D I T A

ROLL NO.2110120006

I - G L O B A L M B A AT S H I V N A D A R U N I V E R S I T Y
Flow of Presentation

Background of Agoda

Analyse the potential of the proposed data management tool: Scope of improvement and
drawbacks?
What are the other data driven insights needed? What data needed? How are they
collected/analysed and presented?
What suggestions would you give to the CEO?
•The chief executive officer of Agoda Company Pte Ltd
(Agoda), a subsidiary of The Priceline Group, Inc,
planned to use data analytics to alter the company's
human resource processes in the spring of 2016.
•The goal was not merely to collect more data, but to use
it to aid managers in making better decisions.
Background of Agoda •Recruitment, performance evaluation, and
remuneration were the three main focuses of this
exercise.
•As Agoda's top executives tried to turn the company
into one that prioritised people and development, they
confronted a number of issues connected to gathering,
managing, and using vast amounts of data.
Q1)Analyse the potential of the proposed data management
tool: Scope of improvement and drawbacks?

Potential of the proposed data management tool:


• Compensation and benefits, performance evaluation and promotion, and recruitment are all areas where the
suggested data management systems attempt to improve Agoda. A system was built in the pay and benefits
business that displayed real-time market compensation prices as well as salary and bonus correlation
information.
• Using these strategies, managers will be able to hire the best employees and set their own salary and bonuses.
Because Agoda is a global company, standard salary ceilings imposed across the board would be unsuccessful in
attracting top talent. As a result, these data management tools assist managers in determining how much money
to allocate to their employees based on their specific circumstances.
Q1)Analyse the potential of the proposed data management
tool: Scope of improvement and drawbacks?(continued)

• In the second category, performance and evaluation, employees are evaluated by their peers, and the results are shared
with the employee, their supervisor, and the department head. These performance evaluations are conducted using
department-specific surveys. These tools assist managers in assisting employees who require extra training and
demonstrating which areas deserve the most attention. It also identifies where managers fail to adequately teach their
employees.

• The anticipated Greenhouse system would be used to implement the third area, which is critical to the company's long-
term success and growth, namely recruitment. Using this tracking system, the personnel department would be able to
track, gather, analyse, and present data about applicants in order to improve the recruitment process. This will assist
managers in better hiring and recruiting employees, as well as displaying the most effective methods. It is possible to
repeat and modify which questions and methods of interviewing and recruitment are most effective in selecting
successful employees across multiple departments by understanding which questions and methods of interviewing and
recruitment are most effective in selecting successful employees.
Q1)Scope of improvement

•To determine the breadth of improvement, a survey of business units completed after a set
length of time can be employed.
•Managers should have full decision-making authority.

•The point to consider is that CnB (compensation and benefits) should not be determined solely
by the company's competitors, but also by the state of the economy.
Q1)Drawbacks

The inability to evaluate and compare across departments and over time is one of the key
concerns with frequent alteration of performance assessment questions. These tools also
expose managers' flaws, prompting them to become defensive or bury data so that it cannot be
reviewed. Managers' use of these tools was a big source of concern, which could be linked to a
culture problem with the traditional HR department. One of the major drawbacks of employing
a recruiting system to assist in the recruitment process, such as the Greenhouse system, is that
the algorithms utilised in the system may have built-in biases based on past accomplishments.
Q2)What are the other data driven insights needed? What data
needed? How are they collected/analysed and presented?

Other Data driven Insights required-


Data collected-
• Employee loyalty and job satisfaction  Observing and conducting surveys and focus
• The company's resources and technological groups
advancements are required
 Adding extra MIS software
• Employees' enthusiasm for a certain job
• Changes in personnel policies are required  Interviews with various persons
• Employees must strike a work-life balance in order to Data presented-
produce better results
 Qualitative analysis can be done using MIS
technologies
Other data needed-
 MIS technologies such as Greenhouse
• Employees' routines and schedules Software and Excel.
• Employee interest and opinions on current policy
• Market competitor information
My recommendations to the CEO are as follows: It should focus on the
niche market because it is incredibly profitable. It should either aim for a
larger market or place its products in a niche market. Agoda Data might use
a differentiation technique based on how industry aspects are depicted in the
case name case study.

What Agoda Data can implement a differentiation strategy in which it aims to


stand out in its industry by providing a value proposition that customers like.
suggestions Agoda Data can select one or more qualities that will make it stand out to
clients with specific requirements.
would you give
to the CEO?
Agoda can strive to be the most cost-effective manufacturer in the business.
It can become a cost leader in a variety of ways, depending on industry
considerations and structure. While pursuing a cost leadership strategy, Its
data can evaluate – (pursuit of economies of scale, proprietary technology,
supply chain management alternatives, supplier variety, preferential access
to raw materials) and other factors.
What suggestions would you give to the CEO?(continued)

A committee of experts should be formed


When a problem occurs in the case study, to identify the issues, understand
management should take responsibility everyone's interests, list the possible
for it and attempt to remedy it. The most solutions for solving the problems,
effective way for the organisation to deal evaluate the options in these courses of
with the problem, in my opinion, is action, document the committee's
through open and transparent agreement, make a contingency
communication. agreement, and monitor and evaluate the
problem-solving procedures.
Thank You

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