Background & Purpose: Human resources are the main factor in gaining competitive advantage and survival of organizations, thus they are also considered a source of organizational value creation. In this regard, in today's competitive world, measuring the amount of value created by employees is of great importance, as not all employees have equal value. The best employees should be appreciated and efforts should be made to retain them. Previous models have assessed the qualitative value of employees' lifetime, but there is a scientific and research gap in the field of numerical and quantitative measurement of the value of employees' lifetime, especially in production units Therefore, the main goal of this research is to design a computational model for the lifetime value of employees using a human resources analysis approach in one of the automotive group companies in the press shop unit, which is of particular importance.
Methodology: This research, in terms of its goal, is considered as a developmental-applied study, and in terms of data collection, it is an analytical-case study. In terms of approach, it has a mixed (nested) approach. In the qualitative phase, the focus group questionnaire and focus group method were used to extract the indicators of employee income and cost valuation, and in the quantitative phase, real data from the automotive industry were used as the basis for calculating the quantitative value of employee lifetime. The statistical population in the qualitative phase included 16 managers, deputies, and experts from the automotive group, who were selected as a focus group. In the quantitative phase, 15 operators from the press shop unit of one of the automotive group companies were selected.
Findings: According to the qualitative phase results, 11 main indicators for measuring costs and 16 indicators for measuring employee income were identified. The quantitative phase results showed that not all employees have the same value; some employees had negative value, while others had very high value. Therefore, employees were classified into three categories: low-value, medium-value, and high-value employees. Overall, the results showed that the lifetime value of operators 1 to 4 is negative, meaning these employees have not created value equivalent to the costs incurred for their recruitment and training over three years.
Conclusion: Accordingly, it is recommended that the managers of the production company and the country's automotive industry focus more on employee training programs, especially practical and skill-based training. This is because acquiring experiential knowledge and improving their skill levels will result in greater value creation. Additionally, they should make every effort to retain their skilled and experienced employees, as the highest value creation is attributed to this group of employees.