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The purpose of this paper is to address the barriers to the rapid development of effective HR analytics capabilities in organizations.

Literature and conceptual review of the current state of HR analytics.

“HR analytics” is used to refer to a too-wide array of measurement and analytical approaches, making strategic focus difficult. There is a misconception that doing more measurement of HR activities and human capital will necessarily lead to actionable insights. There is too much focus on incremental improvement of existing HR processes, detracting from diagnosing the problems with business performance. Too much time is spent on mining existing data, to the detriment of model building and testing, including collecting new more appropriate data. Too much energy is consumed with basic tasks of data management. Stakeholders avoid action by nitpicking the details of the data.

Practitioners who follow the guidance provided should find that their application of HR analytics leads to more relevant and actionable insights.

More effective application of HR analytics should lead to better decision making in organizations and more effective resource allocation.

A new look at the field of HR analytics that synthesizes the research literature and current practice in organizations.

Analytics enable HR to make strategic contributions, but not all analytics offer equal insights. Alec Levenson compares the usefulness of ROI, cost‐benefit, and impact analysis. He also explains why the time is right for HR to build an HR analytics centre of expertise and create a foundation of analytic skills across the function.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Greater focus is the key to better HR analytics. The authors summarize their six recommendations that will ensure the efficiency and effectiveness of HR analytics.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

If HR is to make a true impact on the performance of itsorganization, it must be a team player. Working in the HR equivalent of the ivory tower, with little or no awareness of your industry, customers or competitors, let alone other internal business functions, is no longer good enough. What’s required is a new set of skills forthe HR practitioner and a new approach to working life.