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Article
Publication date: 11 November 2020

Steven McCartney, Caroline Murphy and Jean Mccarthy

Drawing on human capital theory and the human capital resources framework, this study explores the knowledge, skills, abilities and other characteristics (KSAOs) required…

Abstract

Purpose

Drawing on human capital theory and the human capital resources framework, this study explores the knowledge, skills, abilities and other characteristics (KSAOs) required by the emerging role of human resource (HR) analysts. This study aims to systematically identify the key KSAOs and develop a competency model for HR Analysts amid the growing digitalization of work.

Design/methodology/approach

Adopting best practices for competency modeling set out by Campion et al. (2011), this study first analyzes 110 HR analyst job advertisements collected from five countries: Australia, Canada, Ireland, the United Kingdom and the USA. Second a thematic analysis of 12 in-depth semistructured interviews with HR analytics professionals from Canada and Ireland is then conducted to develop a novel competency model for HR Analysts.

Findings

This study adds to the developing and fast-growing field of HR analytics literature by offering evidence supporting a set of six distinct competencies required by HR Analysts including: consulting, technical knowledge, data fluency and data analysis, HR and business acumen, research and discovery and storytelling and communication.

Practical implications

The research findings have several practical implications, specifically in recruitment and selection, HR development and HR system alignment.

Originality/value

This study contributes to the evolving HR analytics literature in two ways. First, the study links the role of HR Analysts to human capital theory and the human capital resource framework. Second, it offers a timely and empirically driven competency model for the emerging role of HR Analysts.

Details

Personnel Review, vol. 50 no. 6
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 29 April 2021

Rajasshrie Pillai and Brijesh Sivathanu

To understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR

Abstract

Purpose

To understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR data quality along with descriptive and predictive financial and non-financial metrics.

Design/methodology/approach

This work utilizes the grounded theory method. After the literature was reviewed, 113 HR managers of multinational and national companies in India were interviewed with a semi-structured questionnaire. The collected interview data was analyzed with NVivo 8.0 software.

Findings

It is interesting to uncover the descriptive and predictive non-financial and financial metrics of HR practices and their influence on organizational performance. It was found that HR data quality moderates the relationship between the HR practices outcome and HR metrics. This study found that HR metrics help in HR decision-making for strategic HRM and subsequently affect organizational performance.

Originality/value

This study has uniquely provided the descriptive and predictive non-financial and financial metrics of HR practices and their impact on HR decision making, strategic HRM and organizational performance. This study highlights the importance of data quality. This research offers insights to the HR managers, HR analysts, chief HR officers and HR practitioners to achieve organizational performance considering the various metrics of HRM. It provides key insights to the top management to understand the HR metrics' effect on strategic HRM and organizational performance.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 7 January 2020

Pauli Dahlbom, Noora Siikanen, Pasi Sajasalo and Marko Jarvenpää

The purpose of this paper is to focus on how the HR function takes advantage of human resource analytics (HRA), including big data (BD), and discuss factors hindering HRA…

Abstract

Purpose

The purpose of this paper is to focus on how the HR function takes advantage of human resource analytics (HRA), including big data (BD), and discuss factors hindering HRA and data utilization. Moreover, the authors discuss the implications of the HRA-induced role transformation of the human resource (HR) function.

Design/methodology/approach

This is an explorative case study based on qualitative interviews in nine leading Finnish companies.

Findings

The results indicate that both technical and human obstacles, operating with very basic HR processes and traditional information systems and poor data quality, hinder adoption of advanced HRA. This, combined with lacking skills in analytics and business understanding, inability to go beyond reporting, misconceptions related to BD and traditional compliance-oriented HR culture pose further challenges for the data analytics capacity and business partner role of the HR function. Senior executives expect no significant advancements of HRA, while HR professionals saw potential value in BD, although skepticism was not uncommon. The results point toward a need for increased cooperation with data analysts and HR professionals in provision and understanding the HR-related data for business-related decision making. Furthermore, cultural change and organizational redesign may be called for, in addition to overcoming technological obstacles related to BD, for it to have an impact on HR practices. HRA utilization and role transition of the HR function seem closely related and this transformation can be mutually reinforcing.

Originality/value

This study provides and theorizes explorative data on HRA within a group of some of the largest Finnish companies, pointing toward an immature state of the art in BD and HRA utilization and there being a relationship between HRA and the role transition of the HR function in organizations.

Details

Baltic Journal of Management, vol. 15 no. 1
Type: Research Article
ISSN: 1746-5265

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Book part
Publication date: 11 November 2019

Fermin Diez, Mark Bussin and Venessa Lee

Abstract

Details

Fundamentals of HR Analytics
Type: Book
ISBN: 978-1-78973-964-0

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Article
Publication date: 1 May 1996

R.J. Castley

Discusses the limitations of labour market analysis (LMA), which is widely advocated as a successor to conventional manpower planning. Argues the need for a more…

Abstract

Discusses the limitations of labour market analysis (LMA), which is widely advocated as a successor to conventional manpower planning. Argues the need for a more systematic approach within the framework of policy formulation and implementation. The proposed “policy‐focused” approach would overcome some of the problems associated with LMA, in particular its lack of a disciplinary framework and operational process.

Details

International Journal of Manpower, vol. 17 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 March 2005

Alec Levenson

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…

Abstract

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.

Details

Strategic HR Review, vol. 4 no. 3
Type: Research Article
ISSN: 1475-4398

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Book part
Publication date: 15 July 2019

David E. Caughlin and Talya N. Bauer

Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data…

Abstract

Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data visualizations have become more accessible and more efficient to generate. In fact, virtually all enterprise resource planning and human resource (HR) information system vendors offer off-the-shelf data visualizations as part of decision-support dashboards as well as stand-alone images and displays for reporting. Plus, advances in programing languages and software such as Tableau, Microsoft Power BI, R, and Python have expanded the possibilities of fully customized graphics. Despite the proliferation of data visualization, relatively little is known about how to design data visualizations for displaying different types of HR data to different user groups, for different purposes, and with the overarching goal of improving the ways in which users comprehend and interpret data visualizations for decision-making purposes. To understand the state of science and practice as they relate to HR data visualizations and data visualizations in general, we review the literature on data visualizations across disciplines and offer an organizing framework that emphasizes the roles data visualization characteristics (e.g., display type, features), user characteristics (e.g., experience, individual differences), tasks, and objectives (e.g., compare values) play in user comprehension, interpretation, and decision-making. Finally, we close by proposing future directions for science and practice.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78973-852-0

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Article
Publication date: 5 June 2017

Sjoerd van den Heuvel and Tanya Bondarouk

Driven by the rapidly accelerating pace of technology-enabled developments within human resource management (HRM), human resource (HR) analytics is infiltrating the…

Abstract

Purpose

Driven by the rapidly accelerating pace of technology-enabled developments within human resource management (HRM), human resource (HR) analytics is infiltrating the research and business agenda. As one of the first in its field, the purpose of this paper is to explore what the future of HR analytics might look like.

Design/methodology/approach

Using a sample of 20 practitioners of HR analytics, based in 11 large Dutch organizations, the authors investigated what the application, value, structure, and system support of HR analytics might look like in 2025.

Findings

The findings suggest that, by 2025, HR analytics will have become an established discipline, will have a proven impact on business outcomes, and will have a strong influence in operational and strategic decision making. Furthermore, the development of HR analytics will be characterized by integration, with data and IT infrastructure integrated across disciplines and even across organizational boundaries. Moreover, the HR analytics function may very well be subsumed in a central analytics function – transcending individual disciplines such as marketing, finance, and HRM.

Practical implications

The results of the research imply that HR analytics, as a separate function, department, or team, may very well cease to exist, even before it reaches maturity.

Originality/value

Empirical research on HR analytics is scarce, and studies on scenarios, values, and structures of expected developments in HR analytics are non-existent. This research intends to contribute to a better understanding of the development of HR analytics, to facilitate business and HR leaders in taking informed decisions on investing in the further development of the HR analytics discipline. Such investments may lead to an enhanced HR analytics capability within organizations, and cultivate the fact-based and data-driven culture that many organizations and leaders try to pursue.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

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Book part
Publication date: 11 November 2019

Fermin Diez, Mark Bussin and Venessa Lee

Abstract

Details

Fundamentals of HR Analytics
Type: Book
ISBN: 978-1-78973-964-0

Content available
Article
Publication date: 14 July 2020

Salvatore V. Falletta and Wendy L. Combs

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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

Details

Journal of Work-Applied Management, vol. 13 no. 1
Type: Research Article
ISSN: 2205-2062

Keywords

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