HRP extras

Workload

Analysis: A tool used to predict and

plan future work and skills requirements (the
number of persons required and the
skills)based upon historical data.
Job design (the specification of contents, methods and
relationship ofjobsin order to satisfy technological and
organizational requirements as well as the social and personal
requirements of thejobholder.)is

the important
component for work load analysis.
Work Study Technique is used to analyze workload.

Work Study Technique is used to analyze workload

Work study technique is based on the volume operation

and work efficiency of personnel. Volume of operation
is derived from the organizational plan documents and
increase/decrease in operation can be measured.
Planned output
Standard output per hour x standard hours per person

1) Activity Analysis for each activity of all individual workers for several days (a
complex job):
2) Creation of a job list (a very simple process);
3) Preparation of job description sheet with each fragmented step of activity for
each job type listed in the job list (somewhat complex job);
4) Time test for measurable jobs to be conducted on selected population of workers
at various places for time taken by each worker for each individual step of every
job segment out of the job description sheet (The most complex part);
5) Work measurement (quantification) of total No. of different jobs entrusted to
each workers with time intervals, i.e., daily, weekly, monthly, yearly, or casually;
6) Analytical estimation of time for jobs that cannot be time tested easily and
arriving at a workable standard time for such jobs (a tough job);
7) Arriving at the average time taken by each individual time test performer for
each step of job and job as a whole separately to arrive at some measurable time
factor for each job;
8 ) Working out some sufficient coefficient for the unforeseen items of work and
events, like interruptions, distrubances, inward calls, visitors, personal attendance
on call by superiors, attending to call of nature, attending to queries from internal
audit, statutory audit, tax audit, vigilance inquiries, and so on;

Leveraging metrics as part of your HR strategy

HR is not hire and fire and the metrics brings value to

the table -STRATEGIC HR METRICS EXAMPLES
Monthly Turnover Rate= (number of separations during
month / average number of employees during month) x
100).
Revenue per Employee= total revenue / total number of
employees. This is especially important when evaluating
the cost of a lost employee due to voluntary or
involuntaryturnover.
Yield Ratio=
percentage of applicants for a recruitment sourcethat
make it to a determined stage of the application process.

 Human

Capital Cost= Pay + Benefits + Contingent Labor

Cost / Full Time Equivalents.
HR to Staff Ratio= Employees / Human Resources Team
Members. This ratio is important since during the recession
HR departments have reduced in number dramatically. HR
serves as the internal customer support staff just like call
center customer service employees serve as external facing.
Return on Investment= (total benefit total costs) x 100.
Promotion Rate=Promotions / Headcount.
Percentage Female at Management Level=Female
Management Level Employees/Management LevelHeadcount.
This formula can also be used when evaluating executives at
a female level and other diversity categories like veterans and
race.

 Employee

Absence Rate= number of days

in month / (average number of employees
during month x number of days). I have used
this analysis to look at employee absence
rates for different departments and
managers. Sometimes the best way to
determine if their is a culture or manager
opportunity is through evaluating the
percentage of absences by department or
manager.
Workers Compensation Cost Per
Employee=total workers compensation cost
for year / average number of employees.

Workers Compensation Incident

Rate=(number of injuries and/or illnesses per 100
full-time employees total hours worked by all
employees during the calendar year) x 200,000.
Overtime per Individual Contributor
Headcount=Overtime Hours/Individual
Contributor Headcount.
Average Employee Age= Total Age of Employees
/ Headcount. This is an important metric in my mind
when looking at succession planning and forecasting
staffing areas of opportunity as older workers begin
to consider retirement. Also an important metric
when calculating benefits cost for your organization.

Workers Compensation Incident

Rate=(number of injuries and/or illnesses per 100
full-time employees total hours worked by all
employees during the calendar year) x 200,000.
Overtime per Individual Contributor
Headcount=Overtime Hours/Individual
Contributor Headcount.
Average Employee Age= Total Age of Employees
/ Headcount. This is an important metric in my mind
when looking at succession planning and forecasting
staffing areas of opportunity as older workers begin
to consider retirement. Also an important metric
when calculating benefits cost for your organization.