PepsiCo is a multinational snack, food and beverage corporation. They have lots of interests in marketing, manufacturing and distribution of foods, snacks and other products. Headquarter of PepsiCo is situated in New York. It was founded in 1965 (Dutta, Dutta & Sengupta, 2016). Consistent and significant business growth has been delivered over the past few years. It is believed that iconic brands of PepsiCo are available in nearly 200 countries (Dutta, Dutta & Sengupta, 2016). Sales are generated at the retail level of more than $98 billion. Training efficiency and employee happiness might be used as qualitative HR metrics.
Employee Happiness: First HR Metric
Employee happiness or employee satisfaction is a valuable HR metric. Satisfied employees are always productive in nature. They perform for the organization with dedication. They also love to work overtime for the prosperity of the organization (Oswald, Porto & Sgroi, 2015). The happiness of employee is related to commitment to the organization, as well as a commitment to the job. Conflict or work stress can be happened due to the less satisfaction in any part of the PepsiCo. Sales of PepsiCo had crossed $30.42 billion and Pepsi had become the third largest employer in the world (Tanwar, 2013). These are the reasons why employee happiness is taken as a HR metric.
Training efficiency : Second HR Metric
Training efficiency is a necessary HR metric. The effectiveness of training should be measured. It will help to make the more profit for PepsiCo. Efficiency of training is defined as the ratio of training expenses per employee and training effectiveness. Obviously, proper training helps people to become a better employee. It is to be noted that training is used to connect employee with PepsiCo. People will learn quickly when they enjoy their work. PepsiCo provides training for 4 to six weeks. This is helpful to prepare employee for new role. These training programmes based on industry are very competitive (Langer et al., 2013). Hence, training effectiveness is required. Therefore, training efficiency should be taken as a HR metric.
Limitation and Benefits of Each HR Metric
Work satisfaction is necessary to expand the business of the organization. Happy employees are always committed to the organization. Sometimes, it becomes difficult to measure the happiness of the workers. Worker satisfaction cannot be measured properly through a survey. Bias may arise in the survey (Sengani, 2015). Hence, it is a limitation of this HR metric. Efficient training is needed to work properly in an organization. This helps the worker to work in the organization precisely. Hence, there is an advantage to take training efficiency as a HR metric. Sometimes, the expert trainer is not found to train the workers efficiently. Thus, it may be noted as a limitation of the HR metric.
Reason why People like to work
Of late, More than 185,000 employees are working for the organization all over the world. The career growth model motivates employees to work sincerely. Talent management model, a major development framework is used at PepsiCo. A wide range of opportunities is offered to anyone (Sengani, 2015). PepsiCo has a vibrant and diverse workforce. The atmosphere of the work place also motivates the employees. These are the major reasons why people like to work here.
Benefit Program
They would face a shortage of midlevel directorial talent because their business expanded and some midlevel managers reached retirement eligibility. The new employee is not being recruited in a huge number. Thus, the existing employees have to maintain the work pressure as the business is expanding. Some managers will retire soon. Hence, it will take some times to make a good relationship between new midlevel managers and employees. It is to be noted that Operational cost-benefit analyses discuss on the topic how to improve activities (Muzumdar, 2014). The organization will investigate ways to lower recruiting-related expenses. The advantages of outsourcing the benefits function against keeping it in-house; etc is compared by costing such activities. Strategic cost-benefit analyses are derived from the strategy of the firm and operational goals.
How HR Metrics Influences Credibility as Strategic Partner
Employee satisfaction will help to achieve growth through mergers and acquisitions. Employee satisfaction helps to expand the business. On the other hand, Unsatisfied workers have a bad impact on the business. They focus on forming strategic alliances in the global scale. Unscheduled absence rate is a HR metrics. It helps to track the percentage of absent workers in a given period. An over time is also provided. Absence levels can differ from time to time. It is expected that absence rate will be relatively low and stable. The business will grow rapidly if the absence rate is less. The high absence rate will affect the business badly. They will focus on emerging markets and organizational culture (Cascio & Boudreau, 2014). They have been tried to increase the level of association of individual brands with PepsiCo company values. They also try to promote the idea of One PepsiCo. They also focus on building new capabilities, commercial agenda, increasing costs and fostering a culture of collaboration.
Effectiveness of the Use of Qualitative and Quantitative Methods as HR Metrics in Organizations
There are so many quantitative HR metrics such as cost per hire, engagement of employee and productivity of the workforce. Certainly, the quantitative HR metrics is more valuable. Often it is not enough to know the total turnover of the organization. Risk factors should be kept in mind while HR metrics are used in an organization (Beyene, Nigusie & Tariku, 2014). The metric measures deficiencies of the organization. It also helps to create discoverable information. It may create misleading or inaccurate information depending on the data interpretation. Some metrics may de-motivate retention. Employee surveys can be used to measure metrics. There are so many qualitative metrics like employee happiness, training efficiency etc. Qualitative HR metrics will help the organization to develop the understanding of the organizational issues in an effective way. Performance metric helps the organization to evaluate the performance of workers and the organization in the business market (Olund, 2017). Understanding the potential of an employee can also be developed using this type of HR metric (Owen, 2014). The company uses skill metric to measure the knowledge of employee related to the work. Hence, it can be concluded that it is more important for HR professionals to be competent in qualitative methods as well as quantitative methods.
References:
Beyene, A., NIGUSIE, E., & TARIKU, M. (2014). AN ASSESSMENT OF CAPITAL INVESTMENT DECISION IN THE CASE OF MOHA SOFT DRINK INDUSTRY SC (Doctoral dissertation, ST. MARY’S UNIVERSITY).
Cascio, W., & Boudreau, J. (2014). HR strategy: optimizing risks, optimizing rewards. Journal of Organizational Effectiveness: People and Performance, 1(1), 77-97.
Dutta, A., Dutta, A., & Sengupta, S. (2016). A Case Study of Pepsico Contract Farming For Potatoes. IOSR Journal of Business and Management (IOSR-JBM), IES Management College and Research Centre, pp-79.
Langer, N., von Bastian, C. C., Wirz, H., Oberauer, K., & Jäncke, L. (2013). The effects of working memory training on functional brain network efficiency. Cortex, 49(9), 2424-2438.
Muzumdar, P. (2014). A Study of Business Process: Case Study Approach to PepsiCo.
Olund, M. M. (2017). How Human Resources Policies Affect the Diversity of Applicant Pools A Qualitative Study (Doctoral dissertation, Northcentral University).
Oswald, A. J., Proto, E., & Sgroi, D. (2015). Happiness and productivity. Journal of Labor Economics, 33(4), 789-822.
Owen, G. T. (2014). Qualitative methods in higher education policy analysis: Using interviews and document analysis. The Qualitative Report, 19(26), 1.
SENGANI, M. V. (2015). A Pragmatic Study on Workers Participation in Management. Management, 1, 793.
Tanwar, R. (2013). Porter’s generic competitive strategies. Journal of business and management, 15(1), 11-17.
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