Application Form
Excellence in HR Analytics
Definition: To recognize organizations that have effectively used HR analytics, such as technology tools, HR Matrices etc. to measure and
improve the overall performance of the organization
Section A - Participant Information
All questions are mandatory, unless stated otherwise. Your questionnaire may not be considered complete if these questions are left blank.
1. Company Name:_______________________________________________________________________________________
2. SHRM Membership Status:
Member
Non-Member
3. Type of Entity
 Large Companies
 MSME
[Definition of MSME: For Manufacturing sector: Enterprises which have an investment of not more than ten crore rupees in plant & machinery
For Service Sector: Enterprises which have an investment of not more than five crore rupees in equipment]
4. Nature of ownership in India:
 Corporate
 Partnership / HUF
 Trust
 Government body
 Foreign owned Multinational corporation

Other (specify) __________________________
5. Date of Incorporation in India (dd-mm-yyyy): ____-____-____
6. Revenues, as of FY 2014-15 (please tick in the relevant box below)
< INR 50 crore per year
INR 50-200 crore per year
INR 200-500 crore per year
> INR 500 crore per year
7. Number of Employees (as on 31st March, 2015): __________________________
8. Details of SPOC (Single Point of Contact): This could be the CHRO or relevant Functional Head.
 Name: _________________________________

Designation: ____________________________

Contact number : ________________________

Email address : __________________________

Postal address : __________________________
9. HR Metrics:
Metrics
Employee Growth Rate
Gender Ratio
Average Employee Age Group
Value added per employee (e.g. EBIDTA per employee)
Attrition Rate
Offer Drop %
FY 2013
FY2014
FY 2015
No. of Mandatory Trainings (Technical Skills)
No. of Mandatory Trainings (Soft Skills)
Revenue Growth (%)
Profit Growth (%)
Employee Engagement Scores
Customer Satisfaction Scores
Total People Investments (INR) including:
 Total amount spent on employees (Salaries, Benefits, Taxes,



Health insurance etc.):
Total amount spent in support of employees (Real estate,
communications, supplies, IT etc.):
Total amount spent in lieu of employees (Leasing company
expense, temp workers, costs related to outsourcing etc.):
Total amount invested in training & development (Learning
cost, travel cost, non-salary development costs etc.):
Management/Leadership Quality
Leadership engagement scoresAn index based on results from a set of relevant questions on an
employee survey. The Leadership Quality index should be based on a
set of survey questions that cover issues such as: Example:
 Vision - do leaders promote a convincing shared vision?
Alignment - are leaders providing clear direction that link
individual efforts to strategic direction?
 Drive for success - do leaders push to achieve challenging
'stretch' goals?
 Collaboration - do leaders create a collaborative atmosphere
and listen/ take inputs from employees
 Innovation - are leaders open to new ideas
Section B – Quantitative Measurements
This section covers the quantitative aspects of the initiatives under the concerned category. We strongly recommend providing all the
information that has been asked for, under this section as it will enhance your nomination and aid the jury in better evaluation of your
application.
Glossary of key terms used:
FY: Financial Year
FY 2015: First quarter of year 2015
Executives: The top three tiers of your organization i.e. the CEO, Executive Board (or equivalent) and first level reports (does not include Nonexecutive directors). If reporting for a business unit, data should represent the highest parent entity of your organization, not the senior team in
any business unit or country of operation.
Senior managers (Middle management) Level of experience: 8- 15 years
First level managers (Junior Management) Level of experience: 0-8 years
Others: All staff who do not have any people managerial responsibility (i.e. no one reporting to them)
Cost of Human Capital: All direct and indirect spend on Human Capital in your organisation
Net profit per employee: Net profit after taxes / total number of FTE
Return on Investment on your Human Capital: Investment = Revenue – (Expenses - Cost of Human Capital)
Cost of Human Capital
Cost of Human Capital to the total operating cost (Direct and Indirect spend)
FY 2013
%
FY 2014
%
FY 2015
%
Please specify the components that you have taken into consideration to account for total human capital cost:
Net profit per employee (PAT)
FY 2013
FY 2014
FY 2015
ROI on Human Capital Investment (revenue less total expenses less human capital expense)/human capital expenses)
FY 2013
FY 2014
FY 2015
Ratio of HR professional to all employees
FY 2013
FY 2014
FY 2015
What are the reasons for the changing ratio, if any?
Cost of total annual employee turnover
FY 2013
FY 2014
FY 2015
What is the rate of annual turnover in your industry? : ___________________
Cost of Annual voluntary turnover
FY 2013
FY 2014
FY 2015
Average cost per hire
FY 2013
FY 2014
FY 2015
Average benefit cost per employee
FY 2013
FY 2014
FY 2015
Employee absentee rate
FY 2013
FY 2014
FY 2015
Cost of employee absenteeism
FY 2013
FY 2014
FY 2015
Expenditure on HR technology and tools
FY 2013
FY 2014
FY 2015
What is your current and planned technology enablement of the below mentioned HR processes, in your organization?
HR Process
Talent Acquisition & People Flows
Learning and Development
Performance Management
Compensation & Rewards
Career/Succession Planning
Payroll
Attendance & Leave Administration
HR Record Keeping
Currently
technology
enabled/
supported
Plan to
technology
enable in next
12 months
Plan to
technology
enable in next
18 months
No plans for
technology
enablement
currently
Remarks/
Comments
On which of the following do you track and present metrics as part of your HR Dashboard to the management?
HR Process
Talent Acquisition & People Flows
Learning and Development
Performance Management
Compensation & Rewards
Career/Succession Planning
Payroll
Attendance & Leave Administration
HR Record Keeping
Do not have
specific
metrics
Have specific
metrics and
track them
List of specific metrics that are tracked
Section C - Qualitative Measurements
Qualitative measurements are based on initiatives that have been implemented or are ongoing in the organization. These would allow for
understanding and evaluating the nature of initiatives, the issues which were addressed by these initiatives, the impact on stakeholders and
efforts to sustain these initiatives.
What were the key issues/challenges faced for which an innovative initiative was required?
[Key pointers –Integration of HR analytics, alignment of HR strategy, contribution of human capital, employee productivity levels, employee
turnover, employee absenteeism etc.]
Describe the initiatives that emerged to address the above-mentioned issues/challenges and their key objectives
[Key pointers –HR dashboard set-up, applying HR technology, integrating Human Capital analytics, educating stakeholders on HR analytics,
measurement of employee productivity and efficiency etc.]
How did you assess the effectiveness of the initiatives undertaken and what were the results?
[Key pointers –ROI on Human capital, cost per hire, comparison with industry benchmarks, profit per employee, rate of customer satisfaction,
rate of product development, change in quality levels etc.]
What impact have your initiatives had on your key stakeholders?
[Key pointers –Enhanced organizational performance, improved competency levels, developed HR analytics orientation, leadership
effectiveness, employee satisfaction etc.]
What are the key factors that are required for the initiatives to sustain and grow over the next few years?
[Key Pointers – Financial and people investments, adaptation of HR analytics, updating of HR systems, HR analytics training programs, dynamic
HR policy etc.]
Please use the space below to add any further details/information