Human Resource

Introduction

Ayles Networks is a well-established Internet Technology networking company which has over 3000 employees from all over the Southwestern United States. As the Human Resource Director, I have been asked by the CEO to employee statistical techniques in gauging training, staffing, HR assessments, which the company currently uses.

Data Types

The data types which would be used are qualitative and quantitative research types, in order to evaluate the effectiveness of training, staffing, and HR assessments at the company. Surveys will be conducted, using questionnaires in order to come up with quantitative results. The questionnaires will consequently have two sections, one which will be for the managers, and the other one will be for the assistants (NARULA, 2015). The main reason for having two sub sections in the questionnaire is to provide two points of view from the two sectors.

When it comes to qualitative research, observations and interviews will be used. The main intention of this data type is to collect qualitative information on the three functions of human resource which are: training, performance appraisal and recruitment (Lange & Houran, 2015). The instruments will first and foremost be validated in order to ensure the quality of information is obtained.

Statistical Data Treatment

The following statistical tools will be employed in order to facilitate the interpretation and analysis of data.

Central Tendency Measures (Mode, Median and Mean)

This measures will consequently be used to determine the distinctive employees’ traits, and those who perform different functions of human resource (SamGnanakkan, 2010). In addition, they will also be used to designate them together with different profile variables which include gender, age, number of years in the company and position.

Variability Measures (Standard Deviation and Variance)

Variability measures are responsible for measuring the productivity distance level, with that of other variables of the respondents from the mean. Thus, they will used in order to measure if the performance of a specific employee is below, or within the average production level of the teams, or otherwise the unit where he or she belongs (NARULA, 2015).

T-Test

            This technique will used in order to determine if there is any significant difference in the subject scores before and even after the training program. Critical values will therefore be compared with computed t-values, at a very high level of significance which may reach up to 95%, in order to ensure if the hypothesis will be rejected or not. The effectiveness of the program would also be indicated trough large gain scores which is obtained by the difference concerning post-test and pre-test scores. When there are only two groups being compared, t-test of difference between means is usually applied (SamGnanakkan, 2010).

ANOVA

            ANOVA is also a test of difference. It is however applied, only if there more than two groups, which is, three groups being compared (Lange & Houran, 2015). In the current situation, ANOVA will be employed when comparing the levels of employees’ productivity as grouped according to the status of the employees, that is, full time, part time, and project based (NARULA, 2015).

Regression Analysis

This technique will be employed in order to determine how effective one variable can be used in order to predict another variable. A good example is the expenses of training and the level of employees’ productivity.

Other Statistical Techniques

            There are very many statistical techniques which can be used to in assessing training, staffing and HR assessments in the company. These techniques may therefore include the following; regression analysis, nominal group technique, scenario forecasting, trend analysis and ratio analysis (Lange & Houran, 2015).

            Trend analysis is a method which is used in forecasting training, staffing, and HR assessment requirements on the basis of the organizational index, and it is commonly used by most companies in forecasting. Trend analysis consequently forecasts, the future, through using the past experiences, thus making it easier for the assessment to be done in a critical way (NARULA, 2015).

            Scenario forecasting is a technique which is consequently used in the exploration of the possibility of any future developments and the changes, hence identifying the interaction of indefinite future events and trends. In this case, it can be used to assess the possibility of any future changes and developments in the workforce (SamGnanakkan, 2010).

            Nominal group is a technique which involves decision making, and it is consequently used for groups of different sizes. This method is useful particularly for groups which want to make decisions quickly, either through voting, or want the opinion of everyone to be used as traditional voting. This is a method which consequently allows the assessment to be successful, since it enables the Human Resource department to use the opinions of both the managers and the workforce, in coming up with ideas on how to improve their functions (NARULA, 2015).

            On the other hand, ratio analysis is a method which makes forecasts based on ratios between underlying factors and the number of employees required (SamGnanakkan, 2010). This method consequently enables the human resource department to be able to clearly come with training techniques, based on the number of the employees, thus effectively executing the training according to its plans (Lange & Houran, 2015).

Conclusion

            Ayles Networks can now be able to effectively use this techniques, as a means of improving its performance. As the HR director, I strongly that this techniques will not only enable the company to forge forward, but they will also help in improving the performance of the company, through making the workflow to be systematic. This will consequently result in high productivity and increased employee work output.

Reference

NARULA, S. (2015). HR ANALYTICS: ITS USE, TECHNIQUES AND IMPACT. CLEAR International Journal Of Research In Commerce & Management, 6(8), 47-52.

SamGnanakkan, S. (2010). Mediating Role of Organizational Commitment on HR Practices and Turnover Intention among ICT Professionals. Journal Of Management Research (09725814), 10(1), 39-61.

Lange, R., & Houran, J. (2015). "Quality of Measurement": The Implicit Legal Cornerstone of HR Assessments. Employee Relations Law Journal, 40(4), 50-64.