GLOBAL TECH EMPLOYEE PERFORMANCE ANALYSIS FOR THE YEAR 2023
- Cosmas Ashibeshi
- Feb 24
- 7 min read
INTRODUCTION
In today’s fast-paced work environment, employee performance is a critical metric for organizational success. This report presents a detailed performance rating analysis of Global Tech employees for the year 2023. Using data-driven insights, the report examines various factors influencing employee performance, including division strength, demographic attributes, and training impact.
The dashboard provides an intuitive visualization of workforce distribution and performance trends, enabling HR professionals and management to make informed decisions. By understanding these patterns, organizations can optimize resource allocation, enhance training programs, and improve overall employee productivity.
This report serves as a valuable tool for identifying performance drivers and implementing strategic improvements to foster a more efficient and motivated workforce.
DATA CLEANING
The dataset for this project was downloaded from Kaggle and it underwent several data cleaning steps to enhance its accuracy and consistency.
Removing Duplicates: I identified and removed duplicate rows to maintain data integrity and consistency.
Splitting Combined Data: The text to column feature was used to separate multiple datapoints within a single column, ensuring proper categorization.
Correcting Misspelled Words: I Identified and fixed spelling errors to improve data clarity and accuracy.
Standard Table Conversion: The dataset was transformed into a structured Excel table to enable easier management, automation, and dynamic analysis.
These steps ensured the dataset was clean, well-structured, and ready for meaningful insights.
PRE-ANALYSIS
Before building the charts, I conducted a pre-analysis to better understand the dataset and guide my storytelling process. This involved breaking down the data into meaningful components:
Project Split: I categorized the data points into dependent and independent variables, helping me understand the relationships within the dataset and what types of insights could be extracted.
Potential Analysis & Questions: From the grouped variables, I generated key questions that the dataset could answer. This step highlighted the potential insights hidden within the data, even before visualizing it.
Preliminary Insights: By thinking through the questions and data points, I uncovered early insights, which made it easier to shape the narrative and focus the analysis on valuable outcomes.
Storytelling: Once I had a clear understanding of the dataset, I could tell a story from it. By putting together the relationships between the datapoints and the insights uncovered.
Industry & Stakeholders: This process helped me identify the relevant industry, the stakeholders who would benefit from the analysis, and what success would look like for the organization based on the findings.
ANALYSIS OF THE CHARTS
Biggest Division by Staff Strength
This chart shows that Field Operations has the highest staff strength (747 employees), followed by General — Con (474) and Engineers (261). Aerial (181), Wireline Construction (175), and Project Management — Con (172) have moderate staffing, while General — Sga (112) and Splicing (108) are the smallest divisions. This indicates that Field Operations and General — Con require the most workforce, likely due to operational demands. In contrast, Splicing and General — Sga may involve specialized or administrative roles needing fewer employees.
Best Division By Employee Rating
Field Operations has the highest employee rating (2280), followed by General — Con (1403) and Engineers (764). Aerial (534), Project Management — Con (518), and Wireline Construction (503) have moderate ratings, while General — Sga (325) is the lowest-rated division. The strong ratings in Field Operations and General — Con suggest high employee satisfaction, possibly due to effective management or work conditions. In contrast, General — Sga may require improvements to boost employee experience and engagement.
The Best Employee Age Group by Rating
The 57–66 age group ranks as the best-performing employees with a score of 1516, closely followed by 37–46 (1435), 67–76 (1430), and 27–36 (1417) age groups. The 47–56 (1164) and 17–26 (1058) groups show moderate performance, while the 77–86 age group (443) has the lowest rating. The strong performance of older age groups suggests experience and stability contribute significantly to employee effectiveness, while younger employees may need more training and mentorship to improve.
Employee Age Count
This pie chart represents the Employee Age Count, with the 57–66 age group having the highest count at 516, followed closely by the 37–46 (483), 67–76 (478), and 27–36 (468) groups. The 47–56 group (400) has the lowest representation.
It suggests a relatively balanced workforce across middle-aged and older employees, with fewer younger workers in the dataset.
Rating By Race
The chart shows employee ratings by race, with Asian employees receiving the highest rating (1772), followed by Black (1707) and White (1703) employees, who have nearly identical scores. Other (1672) and Hispanic (1609) employees have lower ratings, with Hispanics being the lowest. This might be due to the strong work ethic often associated with Asians and possibly blacks, leading to higher performance evaluations. However, other factors like workplace culture, opportunities, or biases could also contribute to these variations.
Performance Rating by Marital Status
The chart shows performance ratings by marital status, with single employees having the highest rating (2214), followed by married employees (2132). Divorced (2074) and widowed employees (2043) have the lowest ratings. This trend might suggest that single employees have fewer personal responsibilities, allowing them to focus more on work. Married employees also perform well, possibly due to stability and motivation from family responsibilities. However, divorced and widowed employees may experience emotional or financial stress, which could impact their performance.
Training Type by Employee Performance Rating
The chart illustrates employee performance ratings based on training type. Communication skills training has the highest impact (1891), followed by project management (1735) and technical skills (1632). Leadership development (1605) and customer service (1600) show the lowest ratings. This suggests that strong communication enhances workplace performance significantly, while leadership and customer service training may require additional support or reinforcement to maximize effectiveness.
OBSERVATIONS
Top Division by Staff Strength
The Field Operations Division is the largest, employing 747 individuals, making it the most dominant division in the company. The General — Con Division follows with 474 employees, while the Engineers Division has 261 employees. The Splicing Division, with only 108 employees, has the smallest workforce among the listed divisions.
Employee Race by Performance Rating
Among racial groups, Asians have the highest performance rating at 1,772 points, followed closely by Blacks (1,707 points) and Whites (1,703 points). Employees categorized under “Other” have a slightly lower rating of 1,672 points, while Hispanics have the lowest performance rating at 1,609 points.
Performance Rating by Marital Status
Single employees perform the best, earning a total rating of 2,214 points. Married employees follow closely with 2,132 points, while divorced and widowed employees have 2,074 and 2,043 points, respectively. This suggests that marital status may influence work performance, with singles leading in overall ratings.
Performance Analysis of Division by Rating
The Field Operations Division leads in employee performance, accumulating 2,280 rating points. General — Con follows with 1,403 points, while the Engineers Division has 764 points. The General — Sga Division has the lowest performance rating, recording only 325 points, suggesting lower productivity or workforce size.
Employee Count by Age Group
The company has the highest number of employees in the 57–66 years age group (516 employees), followed by the 37–46 years group (483 employees) and the 47–56 years group (478 employees). The 67–76 years and 27–36 years groups have 468 and 400 employees, respectively, while the youngest group has the lowest workforce, indicating an aging workforce.
Performance Rating by Employee Age Bracket
Employees aged 57–66 years have the highest performance rating (1,516 points), closely followed by the 37–46 years group (1,435 points) and the 67–76 years group (1,430 points). However, performance declines significantly for employees aged 77–86 years (443 points), likely due to aging-related limitations.
Training Type by Employee Performance Rating
Training programs have varying impacts on performance, with Communication Skills Training having the highest impact (1,891 points). Project Management Training (1,735 points) and Technical Skills Training (1,632 points) follow. Leadership Development (1,605 points) and Customer Service Training (1,600 points) have the lowest impact, suggesting the need for improvements in these training areas.
RECOMMENDATIONS
From the analysis, Field Operations and General Co Divisions are critical to the company’s growth due to their large size. More resources should be allocated to these divisions to enhance productivity, while smaller divisions should be evaluated to determine if they can be integrated into others.
Additionally, Asians demonstrate high work efficiency, so the company should maintain a strong representation of Asians during recruitment. To improve performance across all ethnic groups, mentoring or specialized training should be provided for lower-performing employees. High-performing Asians can be paired with low-performing Hispanic employees to enhance productivity.
Employees aged 57–66 years are the most experienced and highest-rated. The company should leverage their expertise by assigning them mentorship roles for younger employees and exploring retention strategies, such as contract extensions post-retirement. Additionally, the onboarding process should be improved to better integrate and develop younger employees. Encouraging collaboration between older and younger staff will facilitate knowledge transfer, create a more supportive work culture, and increase overall productivity.
Since widowed and divorced employees have the lowest performance ratings, the company should introduce mental health support systems and counseling services to assist them. Work-life balance policies should also be reviewed to ensure they adequately address the needs of employees across different marital statuses.
Meanwhile, the Field Operations Division, which has the highest-rated employees, can serve as a model for other divisions. To foster competition, the company should introduce incentives or bonuses for the best-performing division at the end of the year. Successful strategies from top-performing divisions should be identified and replicated in lower-performing divisions, and specialized training should be provided to underperforming divisions to boost productivity.
Employees who attended Communication Skills Training demonstrated significantly better performance. To maximize this benefit, the company should make communication skills training mandatory for all employees and integrate communication skills into all other training programs. Additionally, the effectiveness of Customer Service Training should be evaluated to determine if improvements are needed in the curriculum or trainers.
To ensure continuous improvement, the company should track employee development and progress on a quarterly basis, making necessary adjustments based on observations and trends. High-impact training programs should be introduced to foster a culture of continuous learning and career progression across all levels.
CONCLUSION
Implementing these recommendations will drive higher productivity, employee engagement, and overall business growth. By strategically allocating resources to key divisions, leveraging high-performing employees for mentorship, and fostering a culture of continuous learning, the company can enhance efficiency across all levels. Addressing the needs of underperforming groups through targeted training, incentives, and support systems will create a more inclusive and motivated workforce. Regular tracking of employee progress and refining training programs will ensure sustained improvement and adaptability in an evolving business landscape. By taking these steps, the company can build a resilient, high-performing workforce and secure long-term success.
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