Workforce efficiency analytics
A methodology for assessing labour requirements and calculating frontline staffing by hourly time slot, based on outlet workload and production capacity.
Read the case studyPeople analytics
People analytics for management decisions
Data collection and BI reporting for an employee retention programme: activity tracking, HR team KPIs, headcount and turnover measures, and workforce cost analysis.
Project leadContext and challenge
The HR department requested a data flow to support an employee retention and loyalty programme developed by HR. HR already had a methodology for working with employees, but needed a way to collect implementation data and present it in a clear dashboard. The project also needed to consolidate core HR metrics and assess the costs of hiring, retaining and losing employees.
My contribution
I led the people analytics project, organising data collection and consolidating reporting on the retention programme and HR performance. Together with HR, I developed methods for calculating measures and for HR staff to collect and maintain data. HR had designed the retention programme and its methodology; my work provided the data, implementation monitoring and cost analysis to support it.
Approach and solution
Data collection and maintenance procedures
- Worked with HR to define the data needed to support the programme and calculate its measures. We developed collection and maintenance procedures for HR staff so that employee-related activities were consistently recorded.
- Organised the flow of collected data into consolidated reporting. Information on programme activities, the workforce and HR team performance formed the basis for dashboards and regular monitoring.
Monitoring the retention programme and employee interactions
- Reporting covered one-to-one meetings, salary indexation, additional employee communications and training. The dashboard showed delivery of the activities specified in HR’s programme and highlighted areas requiring attention.
- Employee assessment history, signs of excessive workload and research into departure factors complemented activity tracking. These data helped HR prepare for one-to-one meetings, discuss employment conditions and prioritise retention work.
Core HR metrics and the cost of workforce decisions
- Separate reporting consolidated changes in average headcount, employee turnover with a distinction between key and other employees, and recruitment lead times. Calculation methods were developed jointly with HR.
- Worked with HR to assess the costs of recruitment, retention and employee departures. Financial measures complemented headcount and turnover data, enabling the department to evaluate spending on the existing workforce and new hires.
HR team KPIs and consolidated management reporting
- The data collection work led to the definition of HR team KPIs covering employee interactions and delivery of the retention programme. These formed the basis of reporting to monitor the HR team’s own performance.
- Brought programme monitoring, workforce metrics and departmental KPIs into a common reporting system. HR could review activity delivery alongside workforce changes and the associated financial costs.
Outcome
HR’s work with employees became systematic and transparent, supported by consistent data maintenance, retention programme monitoring and departmental KPI reporting. HR gained visibility into the costs of hiring, retaining and losing employees and could account for them when planning workforce activities.
This was a team project. Figures are based on the project team’s materials, with my role identified separately.
Back to case studiesGet in touch
I’d be happy to discuss working together
We can discuss ongoing collaboration, a project or a specific analytical task. Contact me by email or WhatsApp.
I live in Tbilisi, Georgia.
I am available for remote collaboration only and am not open to relocation.
I work under employment contracts governed by the Russian Labour Code, civil-law services contracts (GPH), employment contracts governed by the Georgian Labour Code, or as an individual entrepreneur registered in Georgia.