BUSM1228 – Quantitative HR Analytics Project A2

Executive Summary

 This report analyses employee termination trends at TFC using HR data sourced from Kaggle. Focusing on two research questions, it investigates the impact of employee satisfaction and absenteeism on reasons for termination, and how managerial influence correlates with termination patterns. Visualisations show that employees who were dissatisfied or frequently absent were more likely to leave due to being unhappy or seeking other positions. Additionally, discrepancies in termination reasons between managers suggest that leadership style and support directly affect employee retention. The findings provide practical insights to help TFC improve its retention strategies and management development.

Introduction

Employee turnover is a costly issue that affects organisational productivity and morale. By applying people analytics, companies can move from reactive to proactive HR strategies (Minbaeva, 2018). This report focuses on the relationship between employee satisfaction, absenteeism, and termination, as well as the influence of direct managers. Using visual data exploration and HR theory, the goal is to uncover patterns that inform better workforce management.

 Body -

1. Analytical Research Questions
2. People Analytics outputs
3. Storytelling
4. Recommendations

Research questions:

• How do employee satisfaction and absenteeism influence the reason for termination?
• How does an employee’s manager influence their reason for leaving?

 Narrative 1 – Absenteeism, Satisfaction & Turnover

• Setting:This analysis explores how low satisfaction and frequent absences are connected to voluntary resignations.
• Conflict:The data shows that unhappy employees or those frequently absent are more likely to leave for other opportunities or due to dissatisfaction.
• Resolution:Organisations must track absentee trends and satisfaction scores to identify at-risk employees early and implement retention strategies, such as employee check-ins and development plans.

Narrative 2 – Manager Impact on Turnover

• Setting: Managers play a central role in shaping the employee experience.
• Conflict: Some managers have high turnover rates due to “Unhappiness” or “Career Change”, pointing to potential issues in leadership or team dynamics.
• Resolution: Manager training programs, 360-degree feedback, and mentorship initiatives could reduce turnover and promote healthier workplace culture.

5. Recommendations

• Develop early warning systems that track absences and declining satisfaction to flag employees at risk of resigning.
• Implement regular employee engagement surveys and link them to team-level insights to identify management-related issues.
• Provide leadership development programs for managers with high resignation rates in their teams.
• Foster open communication through skip-level meetings and anonymous feedback channels.

1. Analytical Research Questions – 200 words Develop and explain two analytical research questions by analysing the dataset and data dictionary. Analytical Research question 1 (similar for question 2) –

Develop analytics research questions 1 and 2 based on quantitative data analysis. Explain reasons behind the choice of each question. Use journal articles (e.g., empirical research) to support the critical discussion. Follow a coherent and cohesive structure in each paragraph (6-7 sentences approx.). This is applicable for the following sections.

2. People analytics outputs – 200 words Draw PA outputs and use digital objects (e.g., Power BI, excel) to create visualisation elements (e.g., graphs, tables, charts, etc.). Briefly explain PA outputs. PA outputs (similar for PA output 2, 3, 4, etc.). It could be more than 2 outputs. It is important to link to the analytical research questions.

3. Storytelling 450 words - Apply storytelling skills based on the PA outputs to develop people analytics insights. Use journal articles (e.g., empirical research) to support the critical discussion. Storytelling 1 (similar to other storytelling) Tell a story about why it is a critical insight and what might have happened or will happen to the organisation based on the PA insights and inputs.

4. Recommendations - Provide insightful recommendations to the executive team for further implementation. Recommendation 1 (similar for other recommendations) Make a clear connection between recommendations and analytical research questions. The recommendations should be based on theoretical and empirical research helping the organisation overcome the business problems identified through people analytics.

Research questions:  

1. How does the employee satisfaction and the employees sum of absences affect their reason of termination?  

2. How does the manager of the employee affect the reason of absence for the employee?  

3. How does the marital status affect absent score and how does this therefore affect their performance score of the employee?   

4. What is the relationship between salary and performance score? - add another layer with department or split with male and female  

 Narrative:  

1. Setting: 3 this data relates to those who are married vs unmarried or single in the company and how many days they take of absence and how does this affect their performance. This si important to employees and organisations  

2. Conflict: 3 The data illustrates that those who are unmarried have a lower percentage of absences and this correlates with a higher performance score.   

3. Resolution: 3 There are several reasons why an employees performance score could be lower due to their martial status. This could be because of increased family commitments if the employee is married and has a family, therefore leading to more absent days as they may have to look after their children, which could affect their performance score.  

 Narrative:  

1. Setting: 4. This data affects employees and organisations. It is important as performance score of employees critically affects the organisations success (reference) this is because based on HR analytics performance is linked closely to motivation of employees  

2. Conflict: This data illustrates that the higher the salary of the employee the higher the performance score.