Şimdi ücret farkı nasıl görünüyor?

Yeni işe alınanların iş seviye dağılımı farklı görünüyor. Yeni başlayanların saatlik çalışan olma olasılığı daha düşük; maaşlı veya yönetici olma olasılığı daha yüksek. İş seviyesi hesaba katıldığında, yeni başlayanların ortalama maaşı mevcut çalışanlardan daha mı yüksek? Ortalama maaşları hesapla ve sonra bölümün başlarında yaptığın çubuk grafiği yeniden oluştur; bu kez üç iş seviyesine göre bölmek için faceting ekle. Çubuk yükseklikleri ilk grafiğe göre birbirine daha mı yakın?

Bu egzersiz

İK Analitiği: R ile Çalışan Verilerini Keşfetme

kursunun bir parçasıdır

Kursu Görüntüle

Uygulamalı interaktif egzersiz

Bu örnek kodu tamamlayarak bu egzersizi bitirin.

# Calculate the average salary for each group of interest in the pay dataset
pay_grouped <- ___

Kodu Düzenle ve Çalıştır

Bu egzersiz

İK Analitiği: R ile Çalışan Verilerini Keşfetme

kursunun bir parçasıdır

IntermediárioNível de habilidade

4.8+

Kursa Ücretsiz Başlayın

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: Analyzing employee engagement Exercise 2: Importing the survey data Exercise 3: Which department has the lowest engagement?Exercise 4: Comparing other factors by department Exercise 5: Visualizing the engagement data Exercise 6: Visualizing several variables at once Exercise 7: Visualizing several variables at once with facets Exercise 8: Drawing conclusions from graphs Exercise 9: Is that difference meaningful?Exercise 10: Statistical significance - disengaged employees Exercise 11: Statistical significance - vacation days Exercise 12: Drawing conclusions from the 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: Yeni işe alınanlara adil ödeme yapmak Exercise 2: Ücret verilerini içe aktarma Exercise 3: Fark anlamlı mı?Exercise 4: Atlanan değişken yanlılığı Exercise 5: Atlanan değişken yanlılığı örnekleri Exercise 6: Başka hangi farklılıklar var?Exercise 7: Şimdi ücret farkı nasıl görünüyor?

Geçerli Egzersiz

Exercise 8: Saatlik işe alınanlar daha mı fazla kazanıyor?Exercise 9: Doğrusal regresyon Exercise 10: Yeni işe alınanların ücreti: basit bir regresyon Exercise 11: Yeni işe alınanların ücreti: iş seviyelerini hesaba katmak Exercise 12: Testlerden sonuç çıkarmak

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