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The aim of this paper is to explore the importance and development of HR consulting and change management skills.

The paper describes the results of a study of HR consulting and change management skills, and the practical application of consulting and change management skills through professional education combined with action learning in a major global corporation.

The HR professionals in the study, drawn from a wide range of organizations, industries and geographies, tend to have a much higher level of confidence in their consulting and change management skills than the line managers who participated in this research.

In addition to pointing out specific areas where consulting and change management skills need to be improved, the paper demonstrates the value of increased skills through a case example of the impact of improving HR professional consulting and change skills in a top European‐based and global energy company. Following the review of this initiative and its impact, the paper identifies specific practical steps and methods for increasing HR consulting and change management effectiveness.

This paper sets out to explore the value of HR in times of change, providing an overview of current organizational change issues and against this backdrop exploring perceptions and requirements of the HR function. It also seeks to look at the important role that HR can play in taking the lead in talent management activities that can help to secure future organizational sustainability.

Data were collected through Roffey Park's annual The Management Agenda survey, which encompasses a sample of 500 UK managers across a wide range of sectors, organizational sizes and national/international structures. Further organizational data was collected for two case studies; the latter case study on talent management was taken from The Talent Management Journey.

The paper offers a number of practical recommendations for HR professionals. These include that HR needs to be flexible to both changing business and people requirements; focus attention on customer needs and delivering value; and work in partnership with various stakeholders to ensure successful talent management processes.

The paper is based on original Roffey Park research, both The Management Agenda survey, now in its 11th year, and Roffey Park's The Talent Management Journey research guide. It translates the research findings into practical implications for HR professionals and organizations in times of change.

The purpose of this study was to investigate the roles of employee experience and top management commitment in the relationship between human resource (HR) records management culture and HR records privacy control in organisations in Ghana.

Structural equation modelling was used in analysing the data. Following the specification of the model, three main types of analyses were carried out. They were reflective measurement model analyses to test reliability and validity; formative measurement model analyses to test redundancy, collinearity, significance and relevance of the lower-order constructs; and structural model analyses to ascertain the explanatory and predictive powers of the model, significance of the hypotheses and their effect sizes.

The study confirmed that communication, privacy awareness and training and risk assessment are dimensions of HR records management culture. Concerning the hypotheses, it was established that HR records management culture is related to HR records privacy control. Also, the study showed that employee experience positively moderated the relationship HR records management culture has with HR records privacy control. However, top management commitment negatively moderated the relationship HR records management culture has with HR records privacy control.

Organisations committed to the privacy control of HR records need to ensure the retention of their employees, as the longer they stay with the organisation, the more they embody the HR records management culture which improves the privacy control of HR records. For top management commitment, it should be restricted to providing strategic direction for HR records privacy control, as the day-to-day influence of top management commitment on the HR records management culture does not improve the privacy control of HR records.

This study demonstrates that communication, privacy awareness and training and risk assessment are dimensions of HR record management culture. Also, the extent of employee experience and top management commitment required in the relationship between HR records management culture and HR records privacy control is revealed.

Despite talent management’s (TM) importance for improving organizations' competitiveness and resilience, the pandemic highlighted the weakness of organizational-level TM strategies. Therefore, the objective of this study is to investigate the moderating impact of HR analytics on the relationship between TM and its individual outcomes (talent motivation and quality of hires) and subsequently, their impact on organizational outcomes (talent retention).

The structural equation modeling (SEM) technique was used to analyze 219 online questionnaires administered to HR managers from European companies.

A positive relationship exists between TM activities and talent motivation as well as the quality of hires. Furthermore, HR analytics positively moderates these relationships. Finally, talent motivation and the quality of hires are positively related to talent retention.

This study offers several contributions to theory, as it analyzes TM from an individual perspective and provides further empirical confirmation of the potential benefits of HR analytics and additional grounding to the contingency theory.

Our results will allow practitioners to better orient their HR investments, with positive effects for their organizations and their employees.

This study demonstrates that HR analytics can help organizations adopt a human-centric approach to TM, thus increasing the chances for talents to fully express their potential.

This study takes a step forward toward considering TM outcomes from an individual perspective, responding to new generations' need to pay more attention to their individualities. HR analytics can be a suitable tool to do so, as it can provide insights and suggestions based on the actual organizational context, making TM a more data-driven process.

This work examines the intersection between traditional human resource management and the novel employment arrangements of the expanding gig economy. While there is a substantial multidisciplinary literature on the digital platform labor phenomenon, it has been largely centered on the experiences of gig workers. As digital labor platforms continue to grow and specialize, more managers, executives, and human resource practitioners will need to make decisions about whether and how to utilize gig workers. Here the authors explore and interrogate the unique features of human resource management (HRM) activities in the context of digital labor platforms. The authors discuss challenges and opportunities regarding (1) HRM in organizations that outsource labor needs to external labor platforms, (2) HRM functions within digital labor platform firms, and (3) HRM policies and practices for organizations that develop their own spin-off digital labor platform. To foster a more nuanced understanding of work in the gig economy, the authors identify common themes across these contexts, highlight knowledge gaps, offer recommendations for future research, and outline pathways for collecting empirical data on HRM in the gig economy.

Despite the growing interest regarding companies' sustainability, its social dimension has mostly been neglected by academics and practitioners. Consequently, this study aims to address this issue by investigating if the adoption of human resource (HR) analytics can positively influence the impact of social sustainable operations practices (SSOP) on employees' motivation and engagement and the effect of these lasts on organizational retention.

Data were collected through online questionnaires addressed to 281 HR managers of heterogeneous companies from Europe and analyzed through a structural equation modeling (SEM) technique.

The findings confirmed the positive effect of SSOP on employees’ motivation and engagement, and of these last on employees’ retention. Furthermore, they confirmed that the usage of HR analytics positively moderates the relationship between SSOP and employees’ motivation and engagement.

This study contributes to both sustainable operations management and HR management literature streams. First, it adopts a multidisciplinary perspective which also considers evidence from HR management literature, allowing the authors to concentrate on the social dimension of sustainability. Second, it provided further insight regarding the adoption of a data-driven approach in relation to social sustainable operations management. Finally, it contributes to HR analytics-related literature by demonstrating its impact also on organizational aspects that are not directly controlled by the HR department.

Does the simultaneous vertical and horizontal alignment of HR systems positively impact innovation? The authors use the “innovation value chain” model to explore the interplay between the central strategic human resource management concepts of vertical and horizontal fit of HR systems and their role in positively impacting product innovation management.

The authors use the findings from a case study of a large multinational organization in the high-tech sector for the present study. In the first phase, the authors analyse responses to 20 qualitative interviews with senior business and HR executives at the organization using the grounded theory approach. In the second phase, the authors analysed six years of performance ratings and salary data for 4,500–5,500 employees.

Phase 1 of the study established the importance of innovation management as a strategic priority and the role of vertical and horizontal fit of HR systems and practices in positively impacting innovation management. Phase 2 reinforced the findings from Phase 1 by demonstrating the vertical and horizontal fit of the performance and compensation management processes towards furthering innovation management. Our study findings suggest that both forms of fit boost innovation management and interact to reinforce each other mutually, magnifying their respective positive effects towards improving innovation management.

While past studies have generally focused on the isolated role of either the HR system or that of a bundle of HR practices on innovation, the present study empirically demonstrates the simultaneous role of vertical and horizontal fit of HR systems and practices in furthering innovation management. The authors use interviews with senior executives and objective performance and salary data to provide the first experimental evidence of the mechanism of the interplay between the two forms of fit.

Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects.

In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed.

DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension.

This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated.

Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation.

This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises.

The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process.

This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

In this chapter, we apply diffusion of innovation theory and the theory of management fashion to examine the diffusion trajectory of human resource (HR) analytics in a U.S. context. We focus on the role mass media plays in influencing the diffusion process and address two research questions. First, does the mass media on HR analytics make observable the positive outcomes of HR analytics and is this related to increasing HR analytics adoption over time? Second, does the mass media on HR analytics show evidence of management trendsetting rhetoric?

We analyze published popular trade, business press, and peer-reviewed academic articles over a decade using a big data discourse analytical technique, natural language processing.

We find preliminary evidence that suggests that although the media has broadcasted positive outcomes of HR analytics, adoption has tailed off. In concert with the tailing off of HR analytic adoptions, the media appears to be recasting HR analytics as solving newer problems such as managing talent. Whether this shift makes a difference has yet to be determined.

Business press appears to influence the adoption process, both by broadcasting positive outcomes and through creating management fashion trendsetting rhetoric.

To promote the use of HR analytics, academic institutions and the HR profession need to train HR professionals in the use and benefits of HR analytics.

We lay the groundwork to improve our understanding of the role media plays in influencing how new HRM practices spread across organizations. We introduce the application of an emerging big data analytic technique, natural language processing, to analyze published media on HR analytics.