Human Resource BenchmarkingCatholic Charities of St. Louis
Ben Zhang Alan Li
Bella HuBerlin Yan
Cecilia ZhangConnor Cheng
Member Information - 1
Ben Zhang Master of Science
Customer Analytics
Alan LiMaster of Science
Quantitative Finance
Bella HuMaster of Accounting
2
Member Information - 2
Berlin YanMaster of Science
Customer Analytics
Cecilia ZhangMaster of Science
Customer Analytics
Connor ChengMaster of Science
Accounting Analytics
3
Introduction
01Best Practices
04
Metrics and Data Analytics
02Interviews
05
HR Benchmarking System
03Conclusion and Recommendation
06
4
Challenges1. Determine Benefits/cultural environment as compared to other comparable employers.
2. Interview comparable agencies to determine industry HR best-practices.
3. Determine the motivators and psychographics of individuals who would exemplify an ideal employee for CCSTL
5
Introduction
Conducted a survey.
Sent our survey to 100+ agencies. (received 13 responses)
Randomly choose 2 employees to make interview about best practices.
01 Intro
6
02 Metrics and Data Analytics
HR department ratioThe overall average ratio of HR department to total
02 Metrics: Staffing Efficiency
Industry level:
2.6%
8
Turnover and Retention rate
Overall Full-Time Employee: Overall Part-Time Employee:
02 Metrics : Effectiveness of Hiring
Industry level:
Total turnover rate: 21.3%
9
New Employees
The average number of new employees joined in the most recent year : 72
The net growth of employees in the most recent year: 27
02 Metrics: Effectiveness of Hiring
10
Overall Average Tenure(Months)
02 Metrics : Employee’s Tenure
11
Overall Average Tenure (Months)
02 Metrics : Employee’s Tenure
12
Other: School schedules conflicted, Family considerations
Drivers for Voluntary Departure02 Metrics: Employee’s Tenure
Industry level:
Career change:23.6%
Compensation: 47.6%
13
Drivers for Involuntary Termination
Other: Unsatisfactory performance, Did not possess the skills necessary
02 Metrics: Employee’s Tenure
Industry level:
Layoff:28.6%
Performance: 58.4%
14
Benefits Other Than Compensation
Other: Monthly Cell Phone Stipend, One Mental Health Day per Fiscal Year per Employee, Long-term Care Insurance, Sabbatical (6 weeks paid after 7 years) , PTO donation, Self-care Days, Merit Days , Birthday Off
02 Metrics: Benefits (General)
15
Benefits Other Than Compensation
Unique Benefits CCSTL Have: Education/ Tuition Assistance (46%)
Student Loan Forgiveness (38%)
Benefits CCSTL Can Consider to Add: Vision Insurance(62%)
Personal Days(62%)
02 Metrics: Benefits (General)
16
Retirement 100% of the agencies have benefit on retirement plan
Maximum Percentage of Employee MatchAverage: 3.8
Median: 3 Mode: 3 Min: 3
Max: 7 (Catholic Charities of Louisville)
02 Metrics: Benefits (Retirement)
17
03 HR Benchmarking System
HR Benchmarking System
Focused Perspectives:
Staff Efficiency: The ratio between the HR department to staff
Effectiveness of Hiring: Turnover and retention (in one year), New Hiring
Employee’s Tenure: Voluntary and Involuntary termination, Length of Stay
Benefits: Benefit other than Compensation & Retirement, Retirement Plan
Other Potential Metrics:
Cost per hire
03 System
19
04 Best Practices
Best Practice
● Failed Recruitment○ Target Appropriate Audience & Identify Selling Points○ Perfect Other Best Practices
● Onboarding○ Start Onboarding throughout the Recruiting Process○ “Getting to know you”: Interactivity and Involvement○ Gather Feedback and Offer Redos
● Best Practice by Generation○ Mentoring Programs that pair Younger and Older Employees○ Offer Training for Younger Generation and Autonomy for Older Generation
04 Best Practices
21
Best Practice (cont’d)● Succession Planning
○ Emergency Succession Planning○ Departure-Defined Succession Planning○ Strategic Leader Development
● Employee Engagement Program○ E.g. Internal Quarterly Company-Wide Meetings, Training Courses
● Rewards and Recognition○ E.g. Written praise, Work anniversaries, Birthday
04 Best Practices
22
05 Interviews
Interview with Catholic Charities of St. Louis
05 Interview: CCSTL
Recruitment
■Best practices○Traditional Recruitment Process is Better
○Going with Trend(Using Social Medias to Recruit)
■What are the reasons behind failure recruitments?○Salary○ Long working hours
24
Employee engagement / awards programs
○ Monthly recognition on newsletter○ Specific programs vary by agencies
Best practice by generation
○ Mutual respect
Onboarding
○ Culture Based Engagement and Onboarding Program
Succession plan
05 Interview: CCSTL
25
Interview with Catholic Charities of St. Louis
COVID-19’s influence
○ Residential agencies having trouble catering to people with needs
■ E.g., people in need of food, medicine, specific addictions, and places to sleep
○ Difficult carrying out outdoor activities and one to one consulting
05 Interview: CCSTL
26
Interview with Catholic Charities of St. Louis
Interview with Catholic Charities of Southern Nevada
Recruitment
■Best practices○ Transparency - share as much information as they can with the candidates.○ Offer full time employments with good benefits
■What are the reasons behind failure recruitments?○ Location ○ Drug screen and background check process○ Job responsibilities○ Labor market
05 Interview: CCSN
27
Employee engagement program
■Before the coronavirus○ Agency-wide annual events ○ Holiday celebrations ○ Positive feedbacks
■Right now ○ More motivations
05 Interview: CCSN
28
Interview with Catholic Charities of Southern Nevada
COVID-19’s influence
■ Reevaluate and modify the existing best practices and policies
■ Adding new positions
■ Recruitment and retention
■ Remote work system
05 Interview: CCSN
29
Interview with Catholic Charities of Southern Nevada
06 Conclusion and
Recommendation
06 Conclusion
Strength
● Strong and spread networking
● Unique and special culture
● Attractive organization
Opportunity
● Develop online HR management
● Develop virtual charity activity
● Combine IT with operation
Weakness
● Comparatively low HR efficiency
● Need more techniques to find
suitable people
Threat
● Inconvenience caused by COVID-19
● Potential loss of talents
06 Conclusion
SWOT Analysis for CCSTL
31
Next step● Find the right person (compelling job description, passion, asking questions and
understand candidates’ thoughts) [Failure Recruitment ]
● Improve motivation mechanism [Employee Engagement]
● Improve compensation or benefits to enhance employees’ satisfaction, highlight employee accomplishments to deepen collective identities [Rewards and Recognition]
● Mentoring Program [Best Practices by Generations]
● Start Onboarding throughout the recruiting process for one week in order to increase the Interactivity and Involvement [Onboarding]
● Departure-Defined Succession Planning [Succession Plan]
06 Conclusion
32
Thank you
Any question?