Analysing HR performance

  • Created by: finleyyy
  • Created on: 03-02-20 11:49

Cultural iceberg

'The way we do things around here'

Overt- structure- roles/responsibilities- how work is shared out

Covert- physical resources, moral perspectives, personalities of key workers, significant events, perception, environmental perspective- values, ethicsa, uniforms, brand identity, ownership, government links, international workers.

Human resource planning

1- Supply analysis

  • Internal supply- existing workplace
  • External supply- outside- agency staff, subcontractors, outsourcing

2- Demand analysis

  • Existing demand
  • Potential demand

Think about roles and responsibilities or workers and departments/teams.

Unlikely yhat there is enough demand for supply, or supply for demand

3- Gap analysis

  • Shortages
  • Surplus
  • Management response to the gap

Franchise- organisation. Franchisor sells the franchise and a franchisee buys it.

Labour turnover = the proportion of employees leaving a business over a period of time- usually a year.

Number of employees leaving / Average number of employees over the time period x 100

Labour retention = the proportion of employees with a specified length of servuce (normally one or more years) as a proportion of the workforce.

Number of employees with one or more years service / Overall workforce number x 100

Why people leave jobs:

  • New/better job
  • Treated unfairly (organisations fault)
  • Retire
  • Pregnancy
  • Death
  • Moving out of area

Improving labour turnover and retention rates

  • Monitoring and benchmarking
  • Exit interviews
  • Recruitment and selection
  • Induction and training
  • Reducing turnover of long term workers

Problems associated with high labour turnover and low retention rates

  • Losing employees- losing experienced workers, means it’ll


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