Background

Shift Group's founder, Jungle Lim, is concerned with how the company can continue to grow sustainably and yet meet the career aspirations of his employees. In the previous annual year-end review and planning, Jungle spoke to his senior management team, challenging them to overhaul the processes in the company by making it more efficient and effective through digitalisation. "We are no longer a start-up but a mid-size company that must prove to our shareholders the worth of our company. What we have done as a start-up can no longer work as we grow to this size. We need to automate our processes by using what we do best for our clients and customers. We must rely on technology to gather clear and real-time data to help understand how we are doing as a company and make evidence-based and impactful decisions. Also, we will need to continue to grow our talent's competencies. To get this started, I will want to see all of staff undergo at least three training workshops and this includes all of us. I will be meeting with each of you to discuss your departments' needs and progress. Hopefully, we can see this being achieved at the next year-end review and planning meeting.", Jungle exclaimed with great enthusiasm.

In another meeting with the Human Resources (HR) department, Jungle asked the HR director, Sarah Azhari for updates on the new Human Resource Information System (HRIS) and whether the HRIS is able to produce data on the training activities and especially on the requirement for all staff to attend at least three training workshops. Sarah shared with Jungle that this is indeed possible, and she will be able to share some of these data with all staff. She also shared that she is training a team to create interactive data visualisations and hope to get the HR dashboard ready by the next year- end review and planning meeting.

For a start, in agreement with the founder, Sarah will track the training activities as shown in the following tables below. These data were obtained directly from the Learning Management System (LMS) that forms part of the HRIS. Table 3 represents the number of participants who attended training for each month. Table 4 represents the total number of hours of training completed for each month. Table 5 represents the current percentage of employees who have completed at least three training workshops across different departments. Table 6 represents the breakdown of skills in the training attended so far by the employees. Table 7 represents the breakdown of training attended so far by the employees that were developed and instructed internally versus those provided by external vendors.

Table3

MonthlyTrainingParticipationRatein2023

Month	Jan	Feb	Mar	Apr	May	Jun	Jul	Aug	Sep	Oct
Participants	25	33	31	29	23	28	27	26	17	20

Table4

MonthlyTrainingHoursin2023

Month	Jan	Feb	Mar	Apr	May	Jun	Jul	Aug	Sep	Oct
TrainingHours	107	194	155	129	136	145	123	109	126	186

Table5

EmployeesWhoParticipatedinAtLeastThreeTrainings(Year-to-Date)

Department	BD	FIN	HR	IT	MKT	R&D
Participation	75%	60%	90%	50%	85%	60%

Finance,HR,Operations,BusinessDevelopment,IT,Marketing,R&D

Table6

TrainingCompletionbySkills(Year-to-Date)

Types ofSkills	PercentageofTrainingCompleted
Sales	22
Finance	10
People Management	32
Technology	20
Others	16

Table7

ParticipationbyTrainingType(Year-to-Date)

	Internal	External
ParticipationRate	29%	71%

Question 1

The HR director is interested in visualising the data for the year-end review and planningmeeting. Shehasaskedyouastheteamleadtovisualisethedata.Indicate the appropriate charts and graphs to use for Table 3 to Table 7 with justifications.

Question 2

In anticipation of Jungle's emphasis on the need to have decisions based on evidence, Sarah is concerned whether the online training for leadership development has more value than the face-to-face training. She has tasked you to conduct a study to evaluate theutilityofthethesetwotrainingmethods.Table8showstheresultsofthestudythat was conducted.

Table8

TrainingMethodsUtility Results

Variable	Face-to-Face	Online
EffectSize	.70	.20
Costper Trainee	$8,000	$4000
DurationofTraining Effects	2 years	2 years

Assumingthatthetotalnumber ofemployeesthatcanbetrainedduringonebatchis20 employees for the face-to-face training and 30 employees for the online training. However,dollarvalueofonestandard deviationofperformancedifferenceisS$25,000 for the face-to-face training method and $15,000 for the online training method.

Calculatetheoverall utilityofthetwotrainings andrecommendwhichtrainingmethod should the company consider with elaborations and explain the key factors that contribute to the selected training based on the equation used.

Question 3

The HR director is interested to support the use of face-to-face training method with statistical evidence. Hence, the HR director has tasked you to conduct another study withtwogroupsofmanagers. Leadershiptrainingwasconductedviaface-to-facewith one group consisting of 20 managers while another group consisting of 20 managers hadthetrainingconducted online.Theengagementsurveyscoresoftheirsubordinates thatwasconductedattheyear-end wereretrievedfromtheHRISandtheaveragescores for each manager were analysed using a statistical software. The average scores can rangefrom1(verylowengagement)to10(veryhighengagement).Theoutputisshow in Table 9.

Table9

StatisticalOutput

Group	N	Mean	Std.Deviation	Std.Error Mean
Employee Engagement	Face-to- face	20	7.01	0.44	0.10
Online	20	5.82	0.38	0.08
	EmployeeEngagement Scores
Equalvariances assumed	Equalvariancesnot assumed
t	9.280	9.280
df	38	37.238
Sig.(2-tailed)	.000	.000
Std.Error Difference	0.13	0.13
95%CIofthe Difference	Lower	0.93	0.93
Upper	1.46	1.46

Analysethestatisticaloutput andwritethefull reportoftheoutput.