How are metrics, analytics, and benchmarking developed and used in the HR context?

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Module 3 – Case
METRICS & ANALYTICS; 360-DEGREE FEEDBACK; INTERNSHIPS/APPRENTICESHIPS
Assignment Overview
Signature Assignment: Quantitative Reasoning, Reinforced Level
In this assignment, your quantitative reasoning skills will be assessed at the “reinforced” level. The Quantitative Reasoning rubric will be useful for this purpose. In MGT511, quantitative reasoning skills were assessed at the “introduced” level. Finally, in HRM599 your skills will be assessed at the “emphasized” level.
Case Assignment
Background: Judith and Eric Sultan own a business providing HR decision-making expertise to employers across the nation. The name of their business is HRM Analysis Services. Their business is located in Phoenix and has grown exponentially since 2005. Up to this point they have not had their own employees, but instead hired established consultants (often called management analysts) to work on a project-by-project basis.
They want to hire three full-time management analysts to work in three different locations: San Francisco, Philadelphia, and Miami. The analysts would scout out work in their designated regions and manage the contracting and oversight of contractual consultants.
Judith and Eric plan to keep ownership of the company, but want to step away from the day-to-day as soon as the business is working well enough without them.
The focus of this assignment is to assist Judith and Eric with the selection of three Management Analysts by coming up with a weighted formula of important selection factors. The Job Applicants Table shows the applicants who applied for the position. See What Management Analysts Do for a description of the position.
Your task is to:
Develop a formula to quantify the merits of each applicant based on the factors provided. Justify why you gave heavier weight to some factors over others.
Develop your own visual/graphic showing how each applicant fared.
Discuss your visual/graphic in essay format.
Recommend 6-8 applicants to proceed to a panel interview phase.
Critique the process of identifying best candidates to proceed in a selection process by using a custom-designed formula applied to each candidate.
Use at least 3 library sources to help strengthen your discussion. Reference all material cited.
Your paper plus table(s) should be at least 4-5 pages (not including cover sheet and reference page).
Note: There is no right or wrong formula to use. Use your best judgment for a formula based on the factors in the table given. Be sure to also spend time on the critical-thinking/analysis phase of this assignment.
For instruction on writing papers, citing sources, proper referencing, and so forth, use Trident University’s Student Guide to Writing a High-Quality Academic Paper.
Upload your paper plus table by the module due date.
Module 3 – Background
METRICS & ANALYTICS; 360-DEGREE FEEDBACK; INTERNSHIPS/APPRENTICESHIPS
Metrics & Analytics
For the past several years, HR has been all abuzz about metrics and analytics. Everyone is talking about how to measure the effectiveness of HR programs and assess their impact on organizational outcomes. Well, what’s this talk all about? What are metrics? What are analytics? What is benchmarking? How are metrics, analytics, and benchmarking developed and used in the HR context? Also, what are scoreboards and dashboards? Answers to these questions will come from the reading and research in this module.
Required Material
ASQ.org. (n.d.) What is a decision or Pugh matrix? Retrieved from https://asq.org/quality-resources/decision-matrix.
Higgins, J. (2014). Bringing HR and finance together with analytics. HR Magazine, 59(11), 44-46. Retrieved from ProQuest in the Trident Online Library.
Lowisz, S. (July 2008). Six good metrics. Recruiting Intelligence (ere.net). Retrieved from http://www.ere.net/2008/07/07/6-good-metrics/.
Mahoney-Phillips, J., & Adams, A. (2010). Getting the measure of HR. Strategic HR Review, 9(1), 5-9. Retrieved from ABI/INFORM Global in the Trident Online Library.
Roberts. M. (Nov. 17, 2018). How hiring managers screen job applicants. Retrieved from https://www.thebalancecareers.com/how-do-hiring-managers-screen-job-applications-1669574.
Shah, S.; Horne, A.; and Capella, J. (April 2012). Good data won’t guarantee good decisions. Harvard Business Review. Retrieved from https://hbr.org/2012/04/good-data-wont-guarantee-good-decisions
Zielinski, D. (2014). Get analytical. HRMagazine, 59(11), 61-62. Retrieved from ProQuest in the Trident Online Library.
Optional Material
Boyd, N., & Gessner, B. (2013) Human resource performance metrics: methods and processes that demonstrate you care. Cross Cultural Management 20.2 (2013): 251-273. Available in the Trident Online Library.
Chhinzer, N., & Ghatehorde, G. (2009). Challenging Relationships: HR Metrics and Organizational Financial Performance. Journal Of Business Inquiry: Research, Education & Application, 8(1), 37-48. Available in the Trident Online Library.
Five steps to effective metrics. (2005). Strategic HR Review, 4(3), 7. Retrieved from ABI/INFORM Global in the Trident Online Library.
Mirza, B. (2011). Cost-per-hire metric standard open for comment. HR Magazine, 56(3), 80. Available in the Trident Online Library.
Wroe, N. (2012). Innovations in Talent Analytics. T+D, 66(8), 30-31. Retrieved from the Trident Online Library.
360-Degree Feedback
Required Material
Custom Insight (2018). What is 360 Degree Feedback? Retrieved from https://www.custominsight.com/360-degree-feedback/what-is-360-degree-feedback.asp
Hudson Global (2018). What is 360 degree feedback? Retrieved from https://www.youtube.com/watch?v=eT4tohLWeUw.
(Hudson Global, 2018)
Performance Experts (2017). 360 Degree Feedback. Retrieved from https://www.youtube.com/watch?v=FDgtrg7k8Y4.
(Performance Experts, 2017)
Optional Material
Bracken, D. W., Rose, D. S., & Church, A. H. (2016). The evolution and devolution of 360° feedback. Industrial and Organizational Psychology, 9(4), 761-794. Retrieved from ProQuest in the Trident Online Library.
Brett J, Atwater L. 360° Feedback: Accuracy, Accuracy, Reactions, and Perceptions of Usefulness. Journal Of Applied Psychology [serial online]. October 2001;86(5):930-942. Available from: Business Source Complete in the Trident Online Library
Nguyen, T., & Massingham, R. (2011). Using 360 degree peer review to validate self-reporting in human capital measurement. Journal of Intellectual Capital, 12(1), 143-74. Retrieved from ProQuest in the Trident Online Library.
Internships/Apprenticeships
Required Material
10 Benefits of Starting an Internship Program. Retrieved from http://www.internships.com/employer/resources/setup/benefits
The American Apprentice. (2013). HR Magazine, 58(11), 32-36. Retrieved from ProQuest in the Trident Online Library.
Career and Professional Development Center (2016). Tips on a successful internship, sponsored by General Electric. Retrieved from https://www.youtube.com/watch?v=QHhV3_AxRLE.
Houston, L. (2014, Apr 23). Top law company hails benefits of on-the-job training. Belfast Telegraph. Available in the Trident Online Library.
Intern Queen Inc. (2016). How to run a successful internship Program?|The Intern Queen. Retrieved from https://www.youtube.com/watch?v=hnSqhSaLFW8.
(Intern Queen, 2016)
Jones, D. A. (2011). Apprenticeships back to the future. Issues in Science and Technology, 27(4), 51-56. Available in the Trident Online Library.
Optional Material
10 Internship Characteristics that Attract Exceptional Interns. Retrieved from http://www.internships.com/employer/resources/setup/10-internship-characteristics-that-attract-exceptional-interns
Apprenticeship. (1992). Occupational Outlook Quarterly, 35(4), 26. Retrieved from ProQuest in the Trident Online Library.
Blackhurst, J. (2013). Collaborative training. Training Journal, 9-12. Retrieved from the Trident Online Library
Google (2013). Google Interns’ first week. Retrieved from https://www.youtube.com/watch?v=9No-FiEInLA.
(Google, 2013)
Lerman, R. I. (2011). In support of apprenticeships. Issues In Science & Technology, 28(1), 12. Available in the Trident Online Library.

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