Meerdere variabelen tegelijk visualiseren met facets

In de visualisatie die je zojuist hebt gemaakt, liep de y-as op tot avg_salary, dat in de duizenden lag. Daardoor kon je de balken voor de andere twee variabelen die je wilde bestuderen niet zien. Hier ga je facetten gebruiken zodat elke variabele zijn eigen y-as heeft.

Deze oefening maakt deel uit van de cursus

HR-analytics: werknemersgegevens verkennen in R

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Oefeninstructies

Reproduceer de drie staafdiagrammen naast elkaar uit de vorige oefening en voeg daarna een facet-laag toe met facet_wrap().
Facet binnen facet_wrap() op measure, en stel de parameter scales = zo in dat de assen per measure mogen variëren.

Praktische interactieve oefening

Probeer deze oefening eens door deze voorbeeldcode in te vullen.

library(ggplot2)

# Create three faceted bar charts
___

Code bewerken en uitvoeren

Deze oefening maakt deel uit van de cursus

HR-analytics: werknemersgegevens verkennen in R

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In this chapter, you will get an introduction to how data science is used in a human resources context. Then you will dive into a case study where you'll analyze and visualize recruiting data to determine which source of new candidates ultimately produces the best new hires. The dataset you'll use in this and the other chapters in this course is synthetic, to maintain the privacy of actual employees.

Exercise 1: Welcome to the course!Exercise 2: Applications of human resources (HR) analytics Exercise 3: Looking at the recruiting data Exercise 4: Recruiting and quality of hire Exercise 5: Identifying groups in data Exercise 6: Sales numbers by recruiting source Exercise 7: Attrition rates by recruiting source Exercise 8: Visualizing the recruiting data Exercise 9: Visualizing the sales performance differences Exercise 10: Visualizing the attrition differences Exercise 11: Drawing conclusions

Gallup defines engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. There is disagreement about the strength of the connection between employee engagement and business outcomes, but the idea is that employees that are more engaged will be more productive and stay with the organization longer. In this chapter, you'll look into potential reasons that one department's engagement scores are lower than the rest.

Exercise 1: Medewerkerbetrokkenheid analyseren Exercise 2: De enquêtedata importeren Exercise 3: Welke afdeling heeft de laagste betrokkenheid?Exercise 4: Andere factoren per afdeling vergelijken Exercise 5: De betrokkenheidsdata visualiseren Exercise 6: Meerdere variabelen tegelijk visualiseren Exercise 7: Meerdere variabelen tegelijk visualiseren met facets

Huidige oefening

Exercise 8: Conclusies trekken uit grafieken Exercise 9: Is dat verschil betekenisvol?Exercise 10: Statistische significantie - niet-betrokken medewerkers Exercise 11: Statistische significantie - vakantiedagen Exercise 12: Conclusies trekken uit de tests

When employers make a new hire, they must determine what the new employee will be paid. If the employer is not careful, the new hires can come in with a higher salary than the employees that currently work at the same job, which can cause employee turnover and dissatisfaction. In this chapter, you will check whether new hires are really getting paid more than current employees, and how to double-check your initial observations.

Exercise 1: Paying new hires fairly Exercise 2: Importing the pay data Exercise 3: Is the difference significant?Exercise 4: Omitted variable bias Exercise 5: Omitted variable bias examples Exercise 6: What other differences exist?Exercise 7: What does the pay difference look like now?Exercise 8: Are hourly hires paid more?Exercise 9: Linear regression Exercise 10: New hire pay: a simple regression Exercise 11: New hire pay: accounting for job levels Exercise 12: Drawing conclusions from the tests

Performance management helps an organization keep track of which employees are providing extra value, or below-average value, and compensating them accordingly. Whether performance is a rating or the result of a questionnaire, whether employees are rated each year or more often than that, the process is somewhat subjective. An organization should check that ratings are being given with regard to performance, and not individual managers' preferences, or even biases (conscious or subconscious).

Exercise 1: Joining HR data Exercise 2: Importing the two datasets Exercise 3: Joining performance data Exercise 4: Performance ratings and fairness Exercise 5: Focus on high performers Exercise 6: Comparing distributions of high performers Exercise 7: Checking for omitted variable bias Exercise 8: Logistic regression Exercise 9: Linear and logistic regression Exercise 10: Performance ratings: a simple logistic regression Exercise 11: Performance ratings: accounting for job levels Exercise 12: Conclusions and recommendations

In many industries, workplace safety is a critical consideration. Maintaining a safe workplace provides employees with confidence and reduces costs for workers' compensation and legal liabilities. In this chapter, you'll look for explanations for an increase in workplace accidents.

Exercise 1: Employee safety Exercise 2: Importing and joining the accident data Exercise 3: Where is the highest accident rate?Exercise 4: Where did the accident rate increase most?Exercise 5: Focusing on the location of interest Exercise 6: Focusing on the problem location Exercise 7: Bringing in more data Exercise 8: Checking for omitted variables Exercise 9: Is that change isolated to the problem location?Exercise 10: Explaining the increase in accidents Exercise 11: Using regression to identify change drivers Exercise 12: What can you conclude?Exercise 13: Conclusion