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Focus on Zara (retail store) Subject: Business Analytics Employee performance Analytics and metrics: Employee performance analytics Directly observable outputs Directly observable Inputs Less tangible measures
Focus on Zara (retail store)
Subject: Business Analytics
Employee performance Analytics and metrics:
- Employee performance analytics
- Directly observable outputs
- Directly observable Inputs
- Less tangible measures
- Leadership analytics
Analytics relating to employee aptitudes, skills, personalities and preferences
- Capability analytics
- Competency acquisition analytics
- Personality-related analytics
Analytics related to employee recruitment and retention
- Recruitment channel analytics
- Equity and inclusion analytics
- Employee churn analytics
Analytics related to employee engagement
- Employee surveys
- Corporate culture analytics
- Social media analytics of employee sentiment and enthusiasm
- Other engagement metrics
- What are three roles at your target organisation that multiple people are likely to have. (e.g., tellers at a bank, sales assistants at retail stores, or software developers at tech companies).
- For each role selected, what is the possible options for measuring performance of people in that particular role, and consider the pros and cons of each option in terms of the following things:
- First, its validity in terms of being a true representation of good performance in that role.
- Second, the feasibility of measuring the metric for everyone in the particular role on an ongoing basis.
- Next consider the ability of a given metric to be used in different types of HR analytics related to that role. For example, recruitment channel analytics and analytics related to equity and inclusion.
- Finally consider its generalisability for use in analytics across roles and functions. For example, to see if employees with particular demographic characteristics are performing better or worse than other employees.
- Recommendation about which performance metric(s) should be used for each role and why, based on your analysis.Should be recommended as though it's going to the person in charge of HR for your target organisation.
- The recommendation is the most important part - use all the metrics to carry out a well-written and thought out recommendation.
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