Analysing HR performance

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…