INSTITUTE –University School of

Business
DEPARTMENT -Management
Program Name
Course Name: HR Analytics
MSC Name:Dr. Neema Gupta
Designation: Associate Professor
Chandigarh University
Topic: Lean Organizations and HR

UNIT-1 – HR
Analytics in DISCOVER . LEARN . EMPOWER
Perspective

1
 Learning Objectives Lean Organizations and
HR
CO Title Level
Number Will be covered in the
lecture

CO1 To understand the concepts and practical Remembe

relevance of HR analytics in an organizational set-
r
up.
 
Topics for Discussion

• Lean Organizations – Concept

• Continuous Improvement and HR
• Waste Targets as a Part of Lean Cultures
• Process Waste Removal- HR Analytics
• Success Stories
• Continuous improvement through HR Analytics
• Summary

3
.

• Lean Organizations – Three Ideas

• Can You Recall?

4
Lean Organizations – Concept

• DELIVER VALUE

• ELIMINATE WASTE

• CONTINUOUS IMPROVEMENT

5
Continuous Improvement and HR Functions
• Continuous improvement was popularized back in the 1950s as part of Toyota’s manufacturing
strategy. Since then, it has had a pervasive impact on project management across industries.

• Most recently, NOT ONLY MATURE ORGANIZATIONS BUT startups and agile software
development teams adopted this Approach.

• Building a culture in which everyone is constantly focused on the elimination of waste in their
environment through HR department led interventions.

• So what does waste look like in HR?

• Lean practitioners would agree that redundancies, extra processing steps, multiple approval
levels, and misaligned human talent and skills constitute waste. 

6
Continuous Improvement and HR Functions

• Identification in Talent Acquisition

• Identification in Learning & Development

• Identification in Performance Management

• Identification in Total Rewards Implementation

• Identification in Employee Maintenance

7
Waste Targets as a Part of Lean Cultures

• Identification in Talent Acquisition

• Identification in Learning & Development

• Identification in Performance Management

• Identification in Total Rewards Implementation

• Identification in Employee Maintenance

8
Process Waste in Talent
Acquisition Process

What is your cycle time between posting a job, recruiting, selecting,

and finally having an employee on board and adding value to the
organization?

This process typically contains unnecessary complexities,

redundancies, and extra steps that are not value-added.
For example,
What documentation is required to complete a job requisition?
How many approvals are needed before the job is posted?
Are managers selecting candidates for interviewing via e-mail?
Are candidates fronting travel expenses requiring reimbursement?
Are new hire materials collected manually or electronically?

Typically, these areas are prime spots to identify waste activities in

your HR process.

9
Process Waste Removal- HR
Analytics
An HR shared services delivery model is designed to eliminate these
forms of waste through leading practices such as:

centralization of processes to eliminate redundancies and duplicate

effort, realignment of skills with more value-added work
activities,

the use of business tools and technology to improve service quality,

and an emphasis on continuous improvement.

The ultimate goal of the Lean enterprise is to create a culture that is

continuously working to eliminate waste in processes, deliver
high-quality products or services, and effectively align skills with
work.

Best-in-class HR service delivery models have the same objectives.

It is not about the terms you use to define your journey (e.g.,
waste, Lean, non-value added). It is about the ultimate goal of
Continuous Improvements through HR Analytics 10
Process Waste Removal- HR
Analytics
An HR shared services delivery model is designed to eliminate these
forms of waste through leading practices such as:

centralization of processes to eliminate redundancies and duplicate

effort, realignment of skills with more value-added work
activities,

the use of business tools and technology to improve service quality,

and an emphasis on continuous improvement.

The ultimate goal of the Lean enterprise is to create a culture that is

continuously working to eliminate waste in processes, deliver
high-quality products or services, and effectively align skills with
work.

Best-in-class HR service delivery models have the same objectives.

It is not about the terms you use to define your journey (e.g.,
waste, Lean, non-value added). It is about the ultimate goal of
Continuous Improvements through HR Analytics 11
McKinsey & Co.

• For example, McKinsey cites a case study of a major U.S. insurance company that implemented a bonus
program in an effort to retain employees but saw little success.

• Then, the company began to apply data analytics to understand at-risk workers, and they uncovered a
trend:

• people who were on smaller teams, went longer between promotions, and who reported to lower-
performing managers were all more likely to leave.

• Instead of pouring money into these employees, the company began pouring resources into making
stronger managers.

12
HR Analytics’ Applications

• Hiring The Right Talent With Competency Acquisition Analytics

• Recruitment Channel Analytics

• Classification Analysis To Determine The Success Rate Of Teams

• Attrition Analysis

• Personalizing Training Programmes

• Capacity Analytics And Utilization

• Improving Employee Performance

• Anomaly Detection Analysis

13
HR Analytics’ Applications

• https://www.business-standard.com/article/technology/talent-acquisition-ai-based-hr-platform-captu
res-behavioural-insights-120080101049_1.html

• https://www.business-standard.com/content/b2b-manufacturing-industry/ramco-to-supply-dabur-it-
solutions-for-hr-operations-114091800871_1.html

14
Pool Question-1

Lean Organization can also be applied in HR Functions of an

organization.

• Yes

• No

15
 Blackboard
Assessment Pattern

Components HT-1 HT-2 Assignment Surprise Business GD Forum Attendance Scaled

Test Quiz Marks

Max. Marks 10 10 6 4 4 4 2 40

16
References
• Moore,D., McCabe, G., Duckworth, W., and Alwan, L. 2008. The Practice of Business Statistics: Using Data for Decisions, 2 nd Ed., New York: W.H.
Freeman. ISBN: 9781429221504

• Fitz, J., Mattox II, J. 2014. Predictive Analytics for Human Resources. Wiley Publication. ISBN: 9781118893678
• R1 Becker, B., Huselid, M., Ulrich, D. 2001. The HR Scorecard: Linking People, Strategy, and
• Performance. Harvard Business Press. ISBN: 9781578511365

• Fitz, J., The New HR Analytics- Predicting the Economic Value of Your Company’s Human Capital Requirements. Harper Collins Publishers.
ISBN: 9781118893678
• Websites:
• https://www.scottmadden.com/insight/applying-lean-to-hr-service-delivery/
• https://www.jigsawacademy.com/can-hr-analytics-really-improve-a-companys-performance/
• https://acuvate.com/blog/advanced-analytics-in-hr-applications-and-examples/
• https://www.michiganstateuniversityonline.com/resources/business-analytics/applications-of-data-analytics-in-people-management/
• Video links:
• https://www.youtube.com/watch?v=8EXS9wR0VRc

• https://www.youtube.com/watch?v=GJIk9ufu22M
THANK YOU