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?