HR metrics and workplace analytics involves the collection and analysis of workforce data in a company to comprehend its functionality alongside determines mechanisms for optimizing the functions to achieve the goals and reap better outcomes.

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Regional Hospital Case study
Question 1
HR metrics and workplace analytics involves the collection and analysis of workforce data in a company to comprehend its functionality alongside determines mechanisms for optimizing the functions to achieve the goals and reap better outcomes. The Human Resources department is responsible for ensuring that workers are productive and work in a favorable environment (Boon et al., 2019). For this purpose, the human resources department typically keeps the record of all candidates and employees working for them, providing them with a wealth of data about their institution’s manpower.
HR metrics and workplace analytics improves employee retention or minimize attrition rate. This data can assist the hospital’s management in identifying and demystifying the patterns and causes of attrition among workers. It unearths the reasons for employee turnover or any issues that may prompt a turnover. They may include lack of skills, overworking, management issues, and an inappropriate workplace environment. Understanding the issues that may lead to attrition allows the organization to execute timely interventions to prevent this from happening. Ekka (2021) argues that the HR metrics and workforce analytics assist in identifying the gap areas where workers may be facing difficulties in achieving the targets and goals. It requires the management to use team assessments and surveys to establish the underlying issues.
HR metrics and workplace analytics would ensure a productive workforce at the Regional Hospital. They would allow the organization’s management to comprehend the entire workforce; hence, proper knowledge on the kind of policies, environment, and teams that may work best to improve the company’s overall performance. It is noteworthy that the hospital spends 80% of its operational costs on employee expenses; hence, it expects the best in terms of productivity and commitment. As a result, HR metrics and workforce analytics would ensure a proper match of optimal skills and employee numbers for all the shifts to guarantee constant success.
The HR metrics and workplace analytics improve the hiring process since the hospitals is facing a shortage of nurses. By using the data, managers can know the positions within the company that needs specific talents, persons, backgrounds, and expertise (Ekka, 2021). This would improve the staffing decision; hence, preventing overstaffing and understaffing of departments that have continuously plagued the facility. Internally, improved labor resource allocation would ensure proper staffing for the shifts.
HR metrics and workplace analytics would reduce the cost of operations at the Regional Hospital. According to Ekka (2021), organizations are often looking for a mechanism to minimize the amounts spent on regular basis. With the intelligence tools, the hospital’s human resource personnel can identify the underperforming individual or departments. This can lead to elimination of the unnecessary resources.
Question 2
The Regional Hospital can use the HR metrics and analytics to identify employees who are highly likely to exit the organization due to a poor workplace environment. It is noteworthy the hospital is facing issues with staffing, leading to rampant cases of understaffing and overstaffing. According to Boon et al. (2019), understaffing lead to low employee morale and reduced satisfaction. This is attributed to increased workload; hence, fatigue and burnouts. Low morale translates to missed deadlines, loss of interest in the job, and increased pressure and stress (due to fixed deadlines). These scenarios can not only lead to a decline in overall productivity but also initiate higher employee turnover.
The metrics and analytics can be conducted in certain facilities or clinics to gain additional insight on the best staffing approaches. This would be important for the hospital’s shift managers, who are struggling to make proper staffing decisions. By assessing the staffing needs of different clinics, Regional Hospital would reduce the cost of patient care and minimize the chances of staff turnover.
Question 3
The metrics and analytics can be used to analyze employee performance and value. This features performance and potential, employee performance, goal tracking, company performance, and revenue per employee. Performance and potential involve a nine-box performance matrix that is based on performance. Employee performance assessment can be accomplished through peer reviews, manager assessment, self-assessment, or a combination of the three (Boon et al., 2019). Goal tracking is often done via performance management software that monitors employees’ personal goals, how they relate with the larger organizational objectives and the individual employees’ progress in achieving the goals. Company performance features a comparison of how well workers are performing versus how valued and involved they feel within the company (Ekka, 2021). Finally, revenue per employee is the total revenue in a certain period, divided by the number of employees.
The metrics and analytics can be used in determining employee engagement and retention at Regional Hospital. It involves metrics such as employee satisfaction, total turnover rate, retention rate, and retention rate per manager. Employee satisfaction denotes the number of workers who would recommend the company as an enabling place to work versus the number of workers who would not. Total turnover rate denotes the number of workers who leave the company within a certain period divided by the mean number of all employees (Boon et al., 2019). Talent turnover rate is the rate of turnover among the company’s high potential and performing workforce. On the other hand, the retention rate is the opposite of turnover. It is achieved by dividing the number of workers who remained in the organization over a certain period by the total number of workforce (Ekka, 2021). Retention rate per manager is the retention rate broken down by individual leaders and teams.
Question 4
Benchmarking is a structured process that compares different organizations or segments of an organization using qualitative and quantitative data. It is a continuous process in which organizations identify, estimate, challenge, and strengthen their practices on a regular basis in order to make them better. According to this definition, human resource benchmarking occurs when human resource policies, procedures, and measurements are evaluated and compared to other organizations (Boon et al., 2019). Benchmarking can be internal or external. External benchmarking involves comparing the organization with others within the same industry, while internal benchmarking entails comparing the performance of different departments with the same entity.
First, Regional Hospital can use benchmark other organization’s wage bills or expenditure on the employees. It may involve comparing its wage bill with the competitors or other companies within the industry. This requires a comparison of other organizations’ compensation plans for every position to determine any discrepancies (Boon et al., 2019). Such a process may provide insights that can prompt a review of salaries to match the current industry ranges.
Benchmarking the optimal skills for certain positions would be a winning approach for Regional Hospital in improving the workplace efficiency and quality of services. This boils down to assessing other companies’ recruitment strategies and the skills they consider critical for certain positions (Boon et al., 2019). This would make it easy for the hospital to match optimal skill to appropriate shits and attain consistent success.
It would also be important for Regional Hospital to proper shift management, especially on staffing. This involves assessing other hospitals’ patterns and strategies of ensuring proper staffing of all departments and shifts to prevent events of overstaffing and understaffing (Boon et al., 2019). Such a move may motivate additional recruitments in case of staff insufficiency. It may lead the management to assign additional staff to other clinics to offset any deficits.
The hospital’s management can conduct internal benchmarking on employee satisfaction across the departments and its clinics. It involves an assessment of the employee’s thoughts on the shift planning, shortage of nurses, compensation, overstaffing and understaffing at the facility, and uncertainty in healthcare legislation, and how these affect their performance and contribution to the organization (Boon et al., 2019).
Question 5
I would advise the management at Regional Hospital to fully understand the difference between the two prior to the implementation. HR metrics denotes the measurements utilized to determine the efficacy or effectiveness of human resource policies. They help in comparing diverse data points (Boon et al., 2019). For instance, a 7.5% turnover rate from the previous year’s 5% indicates a 50% increase. 50% is the metric while 5% and 7.5% are data points. Metrics do not indicate the cause but measures the difference between the numbers. On the other hand, workplace analytics denotes the quantification of people drivers on organization outcomes. They measure the reasons behind certain happening and their impacts (Opatha, 2020). Analytics usually help in tracking the impacts of metrics on the company’s performance.
It is important for Regional Hospital’s management to comprehend the issues to be addressed in order to apply the most effective and appropriate analytics and metrics. They include staff retention, employee performance, workforce satisfaction, and recruitment (Ekka, 2021). Application of appropriate analytics and metrics translates to accurate decisions and timely attainment of the goals.
Question 6
The past versus forecasting faults is major problems encountered with HR metrics and analytics. It is noteworthy that reporting the past happening may be less valuable compared to predicting the future (Ekka, 2021). Almost all the metrics report history. For example, learning about the poor turnover rate may be less valuable in a fast-changing world where a company’s turnover rate can double or triple in the next quarter. Metrics do not provide future occurrences to help the managers adopt proper prevention mechanisms (Boon et al., 2019). This problem predisposes the management to make sudden decisions or quickly react towards people-management problems that they could not mitigate before.
Tampering with the data may lead to wrong results and ineffective decisions. The intelligence from the metrics is usually as good as the data included. In this case, it is essential to find information that meets the CARE criteria (Ekka, 2021).
 Consistent- The data underlying the measurements should be measured progressively over time.
 Accurate- the data should be clear-cut, with minimal to zero errors in recording.
 Reliable- The metrics should be a dependable proxy of what the organization is attempting to examine or assess.
 Efficient- the cost of data collection must be minimal.
Thirdly, a lack of cohesiveness among the organization’s departments may affect the implementation of the metrics and analytics. Effective collaboration between the departments allows for easier collection of the required data.
References
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of management, 45(6), 2498-2537.
Ekka, S. (2021). HR ANALYTICS: WHY IT MATTERS. Journal of Contemporary Issues in Business and Government, 27(2), 2283-2291.
Opatha, H. H. D. P. J. (2020). HR Analytics: A Literature Review and New Conceptual Model. International Journal of Scientific and Research Publications, 10(6), 130-141.

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