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HRMIS DATA ANALYSIS AND RECOMMENDATIONS

HRMIS DATA ANALYSIS AND RECOMMENDATIONS 12

HRMISDATA ANALYSIS AND RECOMMENDATIONS

April18, 2014

Humanresources department is undeniably the most important department inany organization. The department of human resource management shouldbe designed to maximize workers output in line with the organizationsstrategic objectives. Human resources management is tasked with theprerogative of managing affairs of all employees from recruitmentand development, performance appraisals, managing remuneration andmotivation packages to management of statutory industrial relationsas pertains employees affairs within the organization balancingorganization’s practices with government regulations.

Traditionally,human resources management was basically transactional work pay rollmanagement, but with the advent of technological advancement,globalization, company consolidation practices and advanced HRresearch, human resources management has transcended beyond itstraditional role of managing workers to more strategic tasks such astalent management, diversity, mergers and succession planning.However, the role of HR remains paramount in the management ofemployees. It is through the human resource that employee’sexperiences are molded, branded and constantly developed. Throughperformance evaluations, the human resources are able to select besttalents for particular jobs. Furthermore, the HR department managesemployee medical leaves, annual leaves, discipline and facilitatingseparation and termination of the employees(Paauwe &amp Boon 2009).

Analysisand Strategic Recommendations

Report1

AnalysisHRIS Report 1

Thedata in this report indicates the performance evaluations conductedin the County Department in the period between years 2002 to year2012 among 13 departmental areas Administration, Behavioral Health,county clerk, county counsel, DA, Facilities services, HumanResources, Juvenile Hall, Library, probation, public Health, Publicworks and the Sherriff. The administration had eight performanceevaluations conducted from the year 2007, 2009, 2010, and 2012,behavioral health sub department had 79 performance evaluationsbeginning year 2005 to 2012, County clerk unit had 15 performanceevaluations conducted between years 2002 to year 2012.

Thecounty counsel had 13 performance evaluations conducted between year2006 to 2012 with year 2011 having more evaluations than the of therest years. Looking at the tabulation shows that the DA unit had 17performance evaluations, the Facilities services sub department had29 performance evaluations, 8 performance evolutions in the humanresources, 50 performance evaluations in the juvenile hall, 12 in theLibrary, 60 performance evaluations in the Probation unit, 91performance evolutions in the public health, 66 in the Public worksand 58 performance evaluations in the Sherriff unit.

Overall,year 2012 had more performance evaluations, followed by 2010, 2011and 2009 with the total number of performance evaluations conductedbetween years 2009 to year 2002 falling drastically. The publichealth sub department had the highest number (91) of performanceevaluations followed by Behavioral health sub department (79),public works (66), Probation (60), Juvenile Hall (50), Facilitiesservices (29) and the rest had less than 20 performance evaluationsconducted. In addition the tabulated data indicates that, performanceevaluations between 2002 and year 2008 were less compared toevaluations done between year 2008 and year 2012. The overallanalysis is that, the distribution and administration of performanceappraisals is not regular and consistent in departments, employeeshead count and time.

StrategicRecommendation HRISReport 1

Performanceevaluations are important tools in any organization human resourcemanagement for assessing employees job performance, productivity,strength, weakness, morale, creativity and innovativeness. As such,it’s imperative for the HR manager in this firm to overseeperiodic, regular and systematic administration of performanceappraisals to all employees and departments and on convenient cycles.This helps the organization gather important feedbacks in time forthe purpose of employee training, development, counseling,disciplinary actions, job status report in line with organizationobjectives and for reward compensation (Paauwe&amp Boon 2009).

Theanalysis of performance evaluations indicates that there wasirregular and inconsistency in the administration of performanceappraisals particularly between 2002 to year 2008. The human resourceneeds to have a plan of systematic periodical cycle in whichperformance appraisals will be administered equally to all employeesshorter cycles (i.e. bi-weekly, every six months or every quarter)performance appraisals in all departments in a systematic orderlymanner. For instance, if the HR decides to administer performanceappraisals every three months this should be applied to all subdepartments and all employees uniformly in order to have a closeranalysis of all employees job performance and in relative comparisonto the other departments. This is important in aligning and managingorganization resources for a successful PA. In addition, such asystematic process would help the HR organize for the next stepsystematically in relation to the analysis of performance results.

Report2

AnalysisHRISReport 2

Thedata indicates employees’ termination tabulation on the basis andnature of termination during the year 2012. The pie chart representsstatistical illustration in size on the number of employees separatedfrom the organization for various reasons. It is evident that thelargest percentage of employees 97, 59% separated from theorganization through resignation voluntary, 42,21% separatedthrough retirement, 18,14% were rejected after three months for lowjob performance, 2,1% were dismissed by the organization while 10,5%separated from the organization for unknown reasons. This tabulationshows that majority of employees separated from the firm resigned inthe year 2012, while an equal large number departed from the firmthrough rejection, dismissal and other unknown reasons.

Inthe HR practice, this indicates a serious critical problem in therecruitment process, employee retention and general management. Whileit is normal for employees to resign in any organization, the numberis always relatively small compared to the number of involuntaryseparation. The percentage of employees rejected and dismissed maybejustified if their performance record did not much the organizationsgoal objective. There are various reasons why majority of theemployees resigned, left for unknown reasons this could be due tolow motivation, poor remuneration package, un motivating workenvironment, lack of promotion or career development or poor workingrelations with the management of the firm. In addition, the reportsets forth many questions regarding the training and development ofstaffs in order to promote productivity. This report furtherindicates that the firm does not have the right mechanisms to ensureemployee retention, motivation and development.

StrategicRecommendation HRISReport 2

Theorganization needs to reinvent clear and elaborate human resourcepolicies in regard to recruitment selection, job training anddevelopment. To start with, to limit the number of employeesdismissed after three months for low work output as expected by theorganization, it is important that the firm carry out competitiverecruitment through careful assessment of candidates experience andskills. This will enhance selection of best experienced candidatesthereby reducing the number of dismissed due to low work output.Similarly, the firm needs to restructure its compensation strategy inorder to retain and motivate employees. This means giving eachemployee competitive total package depending on their capacity andjob performance. This should include financial, health, leave,housing, travel and good work environment (Paauwe&amp Boon 2009).

Inaddition, the firm needs to adopt a training and developmentcurriculum in which employees are constantly trained in regard totheir particular jobs. Further to this is the creation of a relaxedand lively work environment where team work, cooperation and decisionmaking incorporate employees. This helps the employee feel part ofthe organization and responsible for their job performance. In short,the organization needs to promote a matrix or horizontalorganizational structure that incorporates input from all employeesthis will lower the number of employees resigning, dismissed for lowwork output or those who leave without reason.

Report3

AnalysisHRIS Report 3

Thisreport indicates the number of employees who were out on medicalleave in various months of year 2012. From the graph, the month ofJuly had the highest number of employees out on medical leave (56),followed by Dec (48), August (42), June (40), November and April 32each, in the rest of the months the number of employees out onmedical leave was below (30). According to the graphicalillustration, the trend in medical leave increased drastically fromJanuary to July when it significantly dropped in September, but thenumber trend again rose drastically until December.

Whileit’s normal for employees to ask for medical leave, the largenumber of medical leaves taken in July, December, August and Junecould be a case of sick leave abuse. Based on the overall medicalleave days distribution there is a common pattern in which the numberof employees on medical leave peaked and lowered. This can cost thefirm a lot through lost sales, failure to meet work deadlines andoverall performance of the firm. Therefore, assessing whether theemployees are abusing medical leaves is very critical to the HR.

StrategicRecommendation HRISReport 3

Itis imperative for the Human Resource to investigate on the irregularand observable pattern of medical leave days taken by the employees.The HR needs to determine if the employees exploited and misused theleave policies the pattern on the graph indicates un usual data.It’s not possible to have the number of employees going for medicalleave increasing in a given period of time (Paauwe&amp Boon 2009).Therefore, the Human Resource needs to monitor the application anduse of medical leaves and address any abuse by recognizing theproblem with sick leave abuse to rectify the problem early, assessthe number of employees abusing medical leaves, assessing the natureof leave application employees need to justify that they have a realmedical problem by availing doctors reports and use procedure andregulations when granting medical leaves.

Report4

AnalysisHRIS Report 4

Thisgraph indicates the number of employees who separated from the firmand according to the number of years served. Its surprising to notethat the data collected between the period of 2003-2011 on the numberof employees who separated from the firm its evident that majorityof employees 940 separated from the firm after working for only (0-4)years only. This group was followed by 336 employees who separatedfrom the firm after working for (5-9) years, 174 employees separatedfrom the firm after working for (10-14) years, 94 employees leftafter working for (15-19) years, the rest, below than 50 employeesleft the firm after working for more than 20years. From the graphdata, majority of employees who separated from the organization hadonly worked for less than ten years. This data is correlated to thereport in HRIS Report 2, where majority of employees separated fromthe firm through resignation, dismissal and rejection.

StrategicRecommendationHRIS Report 4

Thegraphical data, represents a trend where majority of employees leavesthe organization after working for a short period of time in theorganization and therefore, the management needs to assess thereasons why this is so. It is necessary for the HR to strengthentheir policies on employees’ development and retention. This isonly possible through enhancing creating a work environment whereemployees feel motivated, have good work relationships, offerscompetitive remuneration, good work communications and developemployee’s career through promotion and internal trainings.

Thiswill motivate and retain important workforce for a long time andcaution the firm against mass migration of employees from theorganization. In addition, the HR needs to constantly assess theneeds of the employees in regard to personal life, job descriptions,motivation and recognition as part of retaining experienced andproductive workforce for long time. This will caution the firmagainst unnecessary and constant expenses associated with newrecruitments procedures (Paauwe&amp Boon 2009).

Report5

AnalysisHRIS Report 5

Thereport on these tables indicates various issues one is that thereexists inconsistent performance appraisal for the different employeesin the various sub departments. For instance, Ari Sanchez, thoughhave worked in the organization for a year have never been assessedthrough performance appraisal, for the rest of employees in theirvarious departments and career history, indicates that performanceevaluations were irregularly administered. While many sub departmentshad more than three evaluations others had none. More surprising isto note that, two employees who got promoted the secretary and theoffice specialist I, no records exist to show the date of theirperformance appraisal though evaluation rank is awarded. Majority ofemployees took non compensatory leaves personal and medical leavedays while only few took Family medical leave days.

StrategicRecommendation HRISReport 5

Fromthe analysis of data in HRIS Report 5, the HR needs to embrace aregular evaluation module for all employees regardless of theiremployment tenure. It is also important the human resources keepupdated records of evaluation in line with promotion and hiring. Inaddition, the HR needs to restructure personal leave days to limitemployees taking more leave days in short aggregated time. Forinstance, an employee taking more than 45 dais of personal leavecould adversely affect the organization. All leaves are important toemployees but HR needs to put measures and limit the number of daysgiven for personal leaves. This helps to avoid leave abuse andaffecting the productivity of the organization (Paauwe&amp Boon 2009).

Summary

OverallAnalysis and Strategic Recommendation

Lookingat the overall reports indicates that, the organization hasinconsistency in performance appraisal administration. Anotherobservation was that many employees could be abusing medical andpersonal leave days especially on extended time. This observationtallied with mass resignation and employment termination fromemployees indicates a serious crisis on employee development andretention. The organization data indicates that a high number ofemployees separate from the firm after working for short period oftime. This means that the Human Resources management has failed inthe selection, employee retention, leave management and regularperformance appraisals administration (Paauwe&amp Boon 2009).

Itis important for the Human resources management to adopt a systematicand periodic performance appraisal administration in order to assessjob performance of all employees on regular basis. Secondly, the HRneeds to assess and if possible restructure its selection andrecruitment process in order to select competent, determined andskilled workforce. Improve on employee motivation, work environmentand retention strategies to lower the number of employee’sresigning and leaving the firm after working for a short time. Thisis the major problem indicated in the reports. Furthermore, the HRneeds to re-assess policy on leave day’s application in order toidentify and close loopholes for leave day’s abuse. This can bedone through critical assessment on employees need for leave.

Reference

Paauwe,J., &amp Boon, C. (2009). ‘StrategicHRM: A critical review,’(pp. 38-54). London: Routledge. Print