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This research aims to explore whether or how organizations adopt people analytics (PA), its value and potential socio-technical factors that can enable or hinder PA projects by disrupting and reshaping human resource management. We do this by focusing on the Italian context.

We conduct a scoping review of data collected between 2018 and 2022 via Google Alerts (GA), a content change detection and notification service that is gaining popularity in scholarly research.

Our findings suggest that the diffusion of PA applications in Italy, especially those of a descriptive nature, is growing. Most of the existing PA applications are positioned in a positive technocratic light, envisioning the value of PA for both employees and organizations. The value for the latter appears to be direct, while the value for employees is realized through organizational initiatives. The findings also suggest that while enablers can vary between PA application types, the barriers, especially technological and environmental, are generic for both descriptive and predictive/prescriptive PA applications.

Theoretically, we propose a framework for analyzing PA applications, their values, enablers and barriers. Methodologically, we present and describe in detail a novel approach, drawing on GA that can be used to study PA in specific contexts. Practically, our study serves as a helpful point of reference for managers planning or implementing PA in Italy, for benchmarking PA in Italy over time and for comparative international studies.

According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform evidence-based decision-making and improve business outcomes. However, existing people analytics literature remains underdeveloped in understanding whether and how such promises have been realized. Accordingly, this study aims to investigate the current reality of people analytics and uncover the debates and challenges that are emerging as a result of its adoption.

This study conducts a systematic literature review of peer-reviewed articles focused on people analytics published in the Association of Business School (ABS) ranked journals between 2011 and 2021.

The review illustrates and critically evaluates several emerging debates and issues faced by people analytics, including inconsistency among the concept and definition of people analytics, people analytics ownership, ethical and privacy concerns of using people analytics, missing evidence of people analytics impact and readiness to perform people analytics.

This review presents a comprehensive research agenda demonstrating the need for collaboration between scholars and practitioners to successfully align the promise and the current reality of people analytics.

This systematic review is distinct from existing reviews in three ways. First, this review synthesizes and critically evaluates the significant growth of peer-reviewed articles focused on people analytics published in ABS ranked journals between 2011 and 2021. Second, the study adopts a thematic analysis and coding process to identify the emerging themes in the existing people analytics literature, ensuring the comprehensiveness of the review. Third, this study focused and expanded upon the debates and issues evolving within the emerging field of people analytics and offers an updated agenda for the future of people analytics research.

Today, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.

The research described in this paper is based on the popular methodology proposed by Becker et al. (2009) and the procedure for maturity evaluation developed by Gastaldi et al. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.

We define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.

This paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.

To the best of the authors’ knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.

The purpose of this paper is to explore the key ingredients that people analytics teams require to contribute to organizational performance. As the information that is currently available is fragmented, it is difficult for organizations to understand what it takes to execute people analytics successfully.

To identify the key ingredients, a narrative literature review was conducted using both traditional people analytics and broader business intelligence literature. The findings were summarized in the People Analytics Effectiveness Wheel.

The People Analytics Effectiveness Wheel identifies four categories of ingredients that a people analytics team requires to be effective. These are enabling resources, products, stakeholder management and governance structure. Under each category, multiple sub-themes are discussed, such as data and infrastructure; senior management support; and knowledge, skills, abilities and other characteristics (KSAOs) (enablers).

Many organizations are still trying to set up their people analytics teams, and many others are struggling to improve decision-making by using people analytics. For these companies, this paper provides a comprehensive overview of the current literature and describes what it takes to contribute to organizational performance using people analytics.

This paper is designed to provide organizations and researchers with a comprehensive understanding of what it takes to execute people analytics successfully. By using the People Analytics Effectiveness Wheel as a guideline, scholars are now better equipped to research the processes that are required for the ingredients to be truly effective.

Despite the growth and adoption of human resource (HR) analytics, it remains unknown whether HR analytics can impact organizational performance. As such, this study aims to address this important issue by understanding why, how and when HR analytics leads to increased organizational performance and uncover the mechanisms through which this increased performance occurs.

Using data collected from 155 Irish organizations, structural equation modeling was performed to test the chain mediation model linking HR technology, HR analytics, evidence-based management (EBM) and organizational performance.

The study's findings support the proposed chain model, suggesting that access to HR technology enables HR analytics which facilitates EBM, which in turn enhances organizational performance.

This research contributes significantly to the HR analytics and EBM literature. First, the study extends our understanding of why and how HR analytics leads to higher organizational performance. Second, the authors identify that access to HR technology enables and is an antecedent of HR analytics. Finally, empirical evidence is offered to support EBM and its impact on organizational performance.

Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.

The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.

The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.

The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.

This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.

This paper investigates the constraints an organisation faces when using recruitment agencies and having to trade-off between the speed of hiring a candidate, the cost of a candidate and the match of the candidate against the job requirements across different job seniorities. We analyse how technology can shift the cost and hiring speed in spite of these constraints.

The research design is exploratory, quantitative and cross-sectional. The study employed a two-factor, unbalanced class Analysis of Variance (ANOVA) including interaction effects to test the difference between the means of the class of interest and a control class.

Our empirical findings confirm that (1) the technological innovation of a recruitment agency marketplace can liberate organisations from their time, cost and quality hiring constraints, accelerating the time to hire by four times and reducing costs by over 12%, and (2) these results hold across varying role seniority levels.

This study contributes to the existing literature in three ways: (1) it introduces the recruitment triangle from project management into the recruitment literature; (2) it demonstrates how technological innovations such as recruitment agency marketplaces are able to provide a shift in the constraints posed by the recruitment triangle.

Though business analytics capability continues to attract considerable industrial and scholarly attention, its holistic performance implications, especially in the post-COVID-19 period, have not been fully understood. Thus, there have been calls for a full understanding of the implications of BAC for achieving holistic, sustainable outcomes among firms. This study therefore examines the influence of BAC on the three dimensions of sustainable performance. We also proposed the mediating role of circular economy implementation.

We tested the proposed model using survey data from 246 managers of manufacturing firms in Ghana. Partial least squares structural equation modelling was employed to validate the model.

Our findings showed that BAC significantly enhances both sustainable performance and circular economy implementation. We also found a significant association between CEI and sustainable performance. We further found significant partial mediation of CEI in the BAC sustainable performance nexus.

Our study offers thoughtful insights for managers, policymakers and the academic community that firms should simultaneously implement circular models alongside building analytics competencies in the quest to achieve balanced performance outcomes.

To the best of our knowledge, our study is among the very few attempts to understand the mechanism that channels the benefits of BAC for a holistic, sustainable outcome.

The purpose of the paper is to explore the meaning of Human Resources (HR) analytics and introduce the HR analytics cycle as a proactive and systematic process for ethically gathering, analyzing, communicating and using evidence-based HR research and analytical insights to help organizations achieve their strategic objectives.

Conceptual review of the current state and meaning of HR analytics. Using the HR analytics cycle as a framework, the authors describe a seven-step process for building evidence-based and ethical HR analytics capabilities.

HR analytics is a nascent discipline and there are a multitude of monikers and competing definitions. With few exceptions, these definitions lack emphasis on evidence-based practice (i.e. the use of scientific research findings in adopting HR practices), ethical practice (i.e. ethically gathering and using HR data and insights) and the role of broader HR research and experimentation. More importantly, there are no practical models or frameworks available to help guide HR leaders and practitioners in doing HR analytics work.

The HR analytics cycle encompasses a broader range of HR analytics practices and data sources including HR research and experimentation in the context of social, behavioral and organizational science.

This paper introduces the HR analytics cycle as a practical seven-step approach for making HR analytics work in organizations.