Kaplan University Davenport Financial Analyst and Marketing Coordinator HW See attachments. choose ten jobs from the spreadsheet data to calculate the foll

Kaplan University Davenport Financial Analyst and Marketing Coordinator HW See attachments. choose ten jobs from the spreadsheet data to calculate the following HR metrics.1 Time to hire/average time to hire 3 Offer acceptance ratio 4 Above average performance management yield ratio 5 Employee referral program success 7 Average time until promotion or pay raise Job Posted
1st Interview
Offer Accepted
# Days
Salary
1
Secretary
1/23/18
2/12/18
-20 $
35.000
2
Legal Secretary
1/23/18
2/15/18
-23 $
47.000
3
Office Clerk
1/27/18
2/21/18
-25 $
28.000
4
Legal Assistant
2/2/18
2/12/18
-10 $
52.000
5
Maintenance Technician
2/3/18
2/23/18
-20 $
45.000
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
MK
37
38
39
40
41
42
43
Assistant Librarian
Marketing Manager
Vice President of Sales
Project Manager
Sales Associate
Account Manager
Web Developer
Website Designer
Accounting Clerk
Payroll Clerk
Packaging Assistant
Sales Representative II
Marketing Coordinator
Event Planner
Assistant Buyer
Secretary
Operations research analyst
Financial Analyst
Brand Marketing Assistant
Marketing Assistant
Editor
Office Coordinator
Office Associate
Manager
Secretary
Receptionist
Sales Associate
Department Assistant
Department Clerk
Maintenance Technician I
IT Manager
Social Media Sales Clerk
Social Media Customer Service
Customer Service Clerk
Customer Service Manager
Finance Clerk
Secretary
2/5/18
2/11/18
2/15/18
2/15/18
3/1/18
3/2/18
3/11/18
3/15/18
3/22/18
3/25/18
3/31/18
4/2/18
4/2/18
4/6/18
4/18/18
4/23/18
4/18/18
5/6/18
5/12/18
5/23/18
6/4/18
6/14/18
6/30/18
7/7/18
7/23/18
8/15/18
8/24/18
9/1/18
9/12/18
9/19/18
9/23/18
10/1/18
10/3/18
11/3/18
11/15/18
11/19/18
12/1/18
12/12/18
3/13/18
2/26/18
3/28/18
3/31/18
3/19/18
4/2/18
3/26/18
3/31/18
4/1/18
4/2/18
4/12/18
4/16/18
4/20/18
5/3/18
4/30/18
5/2/18
5/12/18
6/1/18
6/2/18
6/2/18
6/15/18
7/12/18
7/15/18
8/5/18
8/6/18
9/1/18
9/3/18
9/17/18
9/30/18
10/1/18
10/3/18
10/15/18
10/16/18
11/20/18
11/30/18
12/1/18
12/20/18
1/2/19
Electrician
-36
-15
-41
-44
-18
-31
-15
-16
-10
-8
-12
-14
-18
-27
-12
-9
-24
-26
-21
-10
-11
-28
-15
-29
-14
-17
-10
-16
-18
-12
-10
-14
-13
-17
-15
-12
-19
-21
$ 40.000
$ 78.000
$ 125.000
$ 75.000
$ 68.000
$ 95.000
$ 50.000
$ 50.000
$ 45.000
$ 40.000
$ 28.000
$ 65.000
$ 38.000
$ 46.000
$ 45.000
$ 35.000
$ 75.000
$ 76.000
$ 78.000
$ 40.000
$ 95.000
$ 40.000
$ 36.000
$ 65.000
$ 37.000
$ 28.000
$ 68.000
$ 38.000
$ 29.000
$ 55.000
$ 110.000
$ 35.000
$ 35.000
$ 35.000
$ 55.000
$ 35.000
$ 38.000
$ 65.000
44
45
46
12/12/18
12/17/18
12/29/18
IT Help Desk Specialist
HR Generalist
Mail Room Clerk
averages
12/24/18
1/3/19
1/17/19
-12 $
-17 $
-19 $
-844
-18
50.000
65.000
28.000
Offered Accepted
Ratio
Performance Referrals
1
1
100%
4
2
1
50%
1
1
1
1
Last pay
raise
3%
Questions
4,5
3%
100%
3
2%
1
100%
4,5
3%
3
1
33%
3
2
1
1
1
1
2
1
1
1
1
1
2
2
3
1
1
2
2
2
1
1
3
1
3
1
1
1
1
2
1
1
1
1
2
2
1
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
50%
100%
100%
100%
100%
50%
100%
100%
100%
100%
100%
50%
50%
33%
100%
100%
50%
50%
50%
100%
100%
33%
100%
33%
100%
100%
100%
100%
50%
100%
100%
100%
100%
50%
50%
100%
50%
50%
3
4,6
5
4,7
3,6
3,4
4
4
2,8
4
3
3
4
4,5
4,2
3,8
4
4
4,3
4,3
4,5
5
4
4,5
3,5
3,4
3,7
3,6
3,5
3,9
4,4
3
3,8
4
5
3,4
3,9
4,5
1
3
4
5
7
1
1
2
2
1
2
2%
2%
3%
4%
3%
3%
3%
3%
3%
1%
3%
2%
2%
3%
3%
3%
2%
3%
3%
3%
3%
3%
4%
3%
3%
2%
2%
2%
2%
2%
2%
3%
2%
2%
3%
4%
2%
2%
3%
1
1
1
67
1
1
1
46
100%
100%
100%
69%
4,6
4,5
2,4
180,3
3,9
1
11
3%
3%
2%
122%
2,7%
A search online for HR metrics will result in numerous lists
all claiming to be the most useful HR metrics today, but
there are some that are more useful than others. One of the
top metrics used in HR is the Cost of HR per Employee. If
you have an HR person or more than one person, this is
how much you pay the HR team versus how many total
employees you have. It helps you determine whether you
need an employee dedicated to HR or multiple HR
employees.
How You Calculate It: The total salary & benefits package
of your HR team divided by the number of employees. This
is an efficiency metric and your ratio will depend on your
style of business. For example, if you have all salaried, fulltime employees, you probably will need an HR person by
the time you hit 30-50 people; if you have a restaurant with a
lot of part-time hourly staff, you might not need an HR
person until far more due to their part-time nature (i.e., no
benefits).
Here are some other important metrics that you will find on
an organization’s HR Scorecard. These HR metrics really
home in on recruiting and performance.
Metric 1: Time to hire/average time to hire
What It Means: Recruiting processes can take far too long
at some companies and it can mean that you lose talent.
Having a recruitment process that is around 4-6 weeks to fill
positions is desirable in order to save time and money. The
time to hire is from when a candidate starts the interview
process until they accept your offer.
How You Calculate It: Look up the number of days that
each job you offered took to be filled from the time the
candidate started interviewing, and then divide it by the
number of jobs. For example, let us say that you posted four
jobs throughout the last 90 days, and all four resulted in
successful hires. The hiring process took anywhere between
5 and 9 weeks from start to finish, as seen below:
32 + 54 + 45 + 40 = 171 / 4 = 42.75 average time to hire for
January 2019
Metric 2: Cost per hire/total hiring cost
What It Means: Similar to above, you should be also
tracking what you are spending on recruiting, such as
applicant tracking systems, recruitment software, or
sponsoring job posts. You also should include the man
hours it takes for recruiting (i.e., reviewing resumes, phone
screens, and interviewing).
How You Calculate It: This may be more of an estimate or
an average, especially if you include people’s salaried time
on hiring. Do your best to add up all the time and expenses
for recruiting in one year, and then divide that cost by the
number of hires.
Metric 3: Offer acceptance ratio
What It Means: This is a simple metric of how many people
accept the job versus how many decline the offer. This will
tell you if your offerings are off (i.e., compensation is too low,
no benefits, etc.).
How You Calculate It: Divide the number of offers accepted
over the number of offers given.
In the January 2019 example under Metric #1, your offer
acceptance ratio was 100%.
Metric 4: Above average performance management yield
ratio
What It Means: This is a measure of how many people are
performing at a high level per your performance review
system.
How You Calculate It: Unless you have a performance
management system in place with a quantified scoring
system (i.e., points of 1-5 or 1-10), this one will be hard to
calculate. If you have a points review system, you will want
to figure out the cut off for an above average performer (i.e.,
70 out of the 100 points), and then calculate how many
employees meet that out of the total number of employees.
(Assume that the scores range between 1 and 5, with 5
being the best possible score.)
Metric 5: Employee referral program success
What It Means: If you have an employee referral program
as one of your recruitment strategies, you’ll want to make
sure it does what it’s supposed to do–create referred
employees.
How You Calculate It: Calculate how many roles you’ve
had open and the number of referrals you’ve interviewed
(they don’t have to go all the way to offers, but they could–it
depends on what you define as a successful referral). If
you’ve had none, you might want to rethink your referral
program entirely and ask your employees why!
Metric 6: Performance versus potential (9 box grid
method)
What It Means: The 9-grid method compares performance
versus potential of employees. One of the companies we
look at in our performance management buyer’s guide,
Cornerstone, uses this method for their performance review
software.
How You Calculate It: You can take a look at
Cornerstone’s performance software
(https://www.cornerstoneondemand.com/recruiting/recruitinganalytics). We recommend using these examples because
creating your own 9-grid system can be a bit complex; using
an example might help you to then customize one for your
company.
The 9-box grid is an individual assessment tool that
evaluates an employee’s current and potential level of
contribution to the organization. The vertical columns of the
grid indicate growth potential, and the horizontal rows
identify whether the employee is currently below, meeting, or
exceeding performance expectations. The intersection of the
two determines the employee’s current standing and where
development may be needed.
The 9-box grid is most commonly used in succession
planning as a method of evaluating an organization’s current
talent and identifying potential leaders. When leadership
performance and potential are assessed and plotted on the
graph, individuals in the upper-right quadrant (Box 1) are
identified as high-potential candidates for succession, while
those in the lower-left quadrant (Box 9) may need to be
reassigned or removed from the organization.
The boxes on the grid indicate where investment needs to
be made to develop future leaders. Those people in box 1
should be ready for top leadership within 6 months to a year;
those in boxes 2, 3, or 6 have a longer timeline but can be
groomed for eventual movement to box 1.
A sample 9-box grid might look something like this:
The remaining boxes can be used to identify when coaching
or a change in job or responsibilities may be needed. It may
not be valuable to the organization to spend time and effort
attempting to salvage an individual with low potential and
poor performance; however, an individual with low potential
but effective performance may need to be engaged or
motivated in his or her current job.
When used correctly, the 9-box grid can be both a versatile
and a valuable tool for an organization, but HR professionals
are advised to become thoroughly familiar with it before
attempting to use it. Like any tool, it can be damaging to the
organization if used incorrectly.
Metric 7: Average time until promotion or pay raise
What It Means: This is how long it takes for an employee to
be promoted for exceptional success. It sounds like an odd
metric, until perhaps you think of how many people leave
you around the 2- to 5-year mark after not getting a
promotion.
How You Calculate It: Take your employee base and
calculate how long it took for any of them to be promoted, if
they have been. If you don’t do promotions, consider doing
this calculation with pay raises instead. Then divide the
amount of time by the number of employees that were
promoted (or given a raise).
Use this spreadsheet to complete the Case 1 assignment as
described below:
Case 1 Scorecard Data
From the spreadsheet provided, select 10 of the jobs filled in
2018 at Triox Corporation and complete metric calculations
for Metrics 1, 3, 4, 5, and 7 based on the HR metric data
provided. Once these five metrics are calculated for each
job, write a paragraph explaining what the calculations
represent to the company then answer the following
questions:
What is the benefit to an organization of using an HR
scorecard? What is the benefit to the HRM department?
Citation and reference style instructions are available
at https://owl.english.purdue.edu/owl/resource/560/10/. Also see
Trident University’s Student Guide to Writing a High-Quality
Academic Paper.
You will find the following useful as you critique sources:
Cornell University. (2015). Critically analyzing information
sources: Critical appraisal and analysis. Retrieved
from http://olinuris.library.cornell.edu/ref/research/skill26.htm
Cornell University. (2014). Evaluating Web sites: Criteria
and tools. Retrieved
from http://olinuris.library.cornell.edu/ref/research/webeval.html

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