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HR Metrics and Workforce Analytics, Exams of Human Resource Management

University of KentHuman Resource Management

HR Metrics and Workforce Analytics

Typology: Exams

2021/2022

Available from 02/07/2024

EmmaMoss
EmmaMoss 🇬🇧

100 documents

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HR Metrics and Workforce Analytics
Exam 1
sizes
1. Human resources metrics and workforce analytics are hot topics in organizations
of all _____.
Interest
2. ________ is rising, and organizations are reaching out to learn more about useful
metrics and analytics and how they can use them to improve organizational
effectiveness.
Interest
3. ________ in mining human capital data has been on the rise since the
implementation of integrated HRIS and digitized HRM processes.
interest
4. Although the use of HR metrics and workforce analytics is not new, various
factors are driving increased ________.
sources
5. An important driver is the widespread implementation of integrated HRIS and the
greater availability of information from third-party _______.
Today's HRIS
6. _____'_ ____ builds on the capabilities of faster and more capable computers,
improved connectivity through organizational networks and the Internet, and the
availability of user-friendly analytics software.
information
7. These changes have fundamentally altered the dynamics of human capital
assessment in organizations, driving the marginal cost of assessment lower,
while providing the potential for near real-time analysis and distribution of
___________.
information
8. These pull methods avoid the e-mail clutter associated with push systems, but
pull systems can be ineffective because managers may not know what
___________ is available or when or where to look for the ___________.
workforce analytics
9. These factors, combined with recent and growing interest in evidence-based
management, account for the rapidly growing interest in HR metrics and
_________ _________.
Kaplan
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Exam 1

sizes

  1. Human resources metrics and workforce analytics are hot topics in organizations of all _____. Interest
  2. ________ is rising, and organizations are reaching out to learn more about useful metrics and analytics and how they can use them to improve organizational effectiveness. Interest
  3. ________ in mining human capital data has been on the rise since the implementation of integrated HRIS and digitized HRM processes. interest
  4. Although the use of HR metrics and workforce analytics is not new, various factors are driving increased ________. sources
  5. An important driver is the widespread implementation of integrated HRIS and the greater availability of information from third-party _______. Today's HRIS
  6. _____'_ ____ builds on the capabilities of faster and more capable computers, improved connectivity through organizational networks and the Internet, and the availability of user-friendly analytics software. information
  7. These changes have fundamentally altered the dynamics of human capital assessment in organizations, driving the marginal cost of assessment lower, while providing the potential for near real-time analysis and distribution of ___________. information
  8. These pull methods avoid the e-mail clutter associated with push systems, but pull systems can be ineffective because managers may not know what ___________ is available or when or where to look for the ___________. workforce analytics
  9. These factors, combined with recent and growing interest in evidence-based management, account for the rapidly growing interest in HR metrics and _________ _________. Kaplan

Exam 1

  1. ______ and Norton's introduction of the balanced scorecard further refined managers' thinking about metrics. HR metrics
  2. __ _______ are data that reflect some descriptive detail about given processes or outcomes, for example, success in recruiting new employees. HR metrics
  3. __ _______ and workforce analytics information can be reported in several ways. organization's HR programs; training programs
  4. In the domain of human resources, these often reflect attributes of the ____________'_ __ ________ and activities or related outcomes such as the number of applicants attracted, turnover rate, headcount, or the cost of conducting ________ ________. Workforce analytics
  5. _________ _________ refer to strategies for combining data elements into metrics and for examining changes in metrics or the magnitude of relationships among them. decisions
  6. Such analyses can inform managers about the current or changing state of human capital in an organization in ways that impact their _________. decisions
  7. A caution here, though, is that organizations tend to conduct these analyses independent of the existing data that managers currently use to make _________. Understanding
  8. _____________ what opportunities and problems managers face can suggest relevant analyses that can support better decisions. analyses
  9. These ________ then determine what metrics the organization needs, what data elements are relevant and need to be captured, and how these data elements should be combined. organizations
  10. Benchmarking is a method of creating useful comparisons between or within _____________. The Saratoga Institute was the first systematic effort to develop information on standard HR metrics to inform managers about differences in HR outcomes among major _____________.

Exam 1

veracity

  1. It is suggested that big data is characterized by volume, variety, velocity, and ________. veracity
  2. Finally, big data must have ________. volume
  3. It offers ______ because it provides large amounts of data on which analyses can be based. insights
  4. In most cases, data sets as large as several hundred or thousand instances are sufficient to identify useful trends, although there are instances in which very large volumes of data may permit additional ________. data; data elements
  5. Big ____ offers variety through access to a wider range of ____ ________. New insights; new
  6. ___ ________ may be generated by incorporating ___ types of data into analyses that were previously not available to the organization. Social media
  7. ______ _____, for instance, can be mined to identify characteristics of applicants who may be high performers, but the more important question is whether these data provide incremental validity for selecting employees beyond the practices organizations are currently using to make hiring decisions. Velocity
  8. ________ refers to the speed at which data can be generated. ________ is the big data characteristic most likely to consistently create value for organizations. decision cycles
  9. In big data, data are generated at much faster velocities, resulting in organizations being able to generate relatively large samples of data on which to conduct analyses very quickly, which can dramatically shorten ________ ______. Veracity
  10. ________ refers to the quality of the data collected by the organizations. HR

Exam 1

  1. __ is plagued by inconsistencies and inaccuracies, and these problems must be fixed in order for planning and prediction to be meaningful. data, HR; data present; data
  2. When these problems are fixed for structured ____, __ will then be able to embrace the wealth of value found in the relatively unstructured ____ _______ in market and social ____. future
  3. Predictive analysis involves the creation of models of organizational systems that can be used to predict what will happen at some point in the ______. systems
  4. Often this involves efforts to predict future outcomes for current organizational _______. systems
  5. Pull _______ are ways of making information available to managers so that they can access any of it at a point in time when it will be most useful for their decision making. interventions
  6. It can also involve predicting how changes in the environment, like wage rates or unemployment levels, will influence key outcomes or predicting the consequences of planned organizational _____________. interventions
  7. Accurate models can be used to estimate the input required to generate given levels of output, estimate the joint effects of environmental change or organizational action, and generate sophisticated hypotheses about the effects of new or untested _____________. ones
  8. Predictive analysis attempts to use analytics to make organizational planning more proactive by integrating data on the direction and magnitude of future internal and external actions so that decision makers can act to enhance positive effects or mitigate negative ____. organization
  9. Predictive analysis includes a range of tools from trend analysis to more sophisticated models that might estimate the likelihood for individual employees to leave the ____________.

Exam 1

Second

  1. ______, a computer-based algorithm always applies the optimum decision rule, which human decision makers, who often substitute their own judgment in making decisions, do not. today
  2. Although the artificial intelligence of science fiction envisions substituting computers for human judgment in tasks with uncertain inputs and ambiguous decision rules, that capability does not exist _____. circumstances
  3. But in _____________ in which decision rules are unambiguous, artificial intelligence can greatly enhance the effectiveness of decision making, freeing up human decision makers to spend more time in decision contexts that are more ambiguous and uncertain, where humans are comparatively more effective. Machine learning
  4. _______ ________ involves the use of algorithms that can examine large bodies of moderately structured or unstructured data to learn relationships among data elements that can be useful to improving decision making. Modeling
  5. ________ and optimization refer to efforts to create highly accurate models of key organizational systems. outcomes, modeling; outcomes
  6. If data mining reflects initial attempts by the organization to understand the system of influences driving organizational ________, ________ represents a more complete and accurate understanding of the system of relationships and interrelationships among variables affecting ________. Workforce modeling; modeling application
  7. _________ ________ is a ________ ___________ that attempts to understand how an organization's human capital needs would change as a function of some expected change in the organization's environment. organization's product, entry; organization's businesses; organization
  8. This change may be a shift in the demand for the ____________'_ _______, _____ into a new market, divestiture of one of the ____________'_ __________, or a pending acquisition of or merger with another ____________. process
  9. This _______ builds on and enhances a human resource planning program, which is covered in more detail in Chapter 9.

Exam 1

things

  1. The evidence-based management movement argues that managers should base their decisions on data drawn from the organization and evidence about the actual functioning of its systems in lieu of personal philosophies or untested models and assumptions about "how ______ work." Ayres
  2. _____ describes how Google uses operational experiments to test the effectiveness of the ad words used on its Web site. process efficiency
  3. Currently, a substantial amount of workforce analysis and reporting addresses HR administrative _______ __________. effectiveness
  4. These metrics focus on how well the HR department accomplishes critical HRM processes that support organizational _____________. Metrics
  5. _______ in this area might include cost per hire, days to fill positions, percentage of performance reviews completed on time, and HR department costs as a percentage of total costs or as a percentage of sales. impact organization effectiveness
  6. However, in many cases, how well HR processes are executed has only limited potential to ______ ____________ _____________. organization; organization's objectives
  7. How well HR processes are executed is important but often less critical than assuring that the ____________ has the right processes in place to support the ____________'_ __________. process improvement
  8. Operational effectiveness analyses focus on organizational _______ ___________. capital interventions
  9. Here, the objective is to identify opportunities to improve operational outcomes through improved human _______ _____________. HR professionals
  10. Often, this requires analysts to utilize the technical competence of the __ _____________.

Exam 1

  1. result
  2. As a ______, they may only skim the information sent through push systems or, even worse, not attend to it at all.
  3. Examples; examples
  4. ________ include posting HR metrics and analytics analyses and reports on internal company Web sites, offering access to searchable information repositories, or providing access to analytics tools as ________.
  5. dashboard
  6. A common form of reporting HR analytics data is in the form of a _________.
  7. Dashboards
  8. __________ reflect efforts to align real-time analysis of organizational and HR processes as well as an increased capacity to aggregate organizational data.