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Article
Publication date: 11 December 2018

Subhashini Durai D., Krishnaveni Rudhramoorthy and Shulagna Sarkar

The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of…

Abstract

Purpose

The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively.

Design/methodology/approach

The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment.

Findings

Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance.

Practical implications

Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices.

Social implications

The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage.

Originality/value

The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.

Details

Human Resource Management International Digest, vol. 27 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

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Book part
Publication date: 16 November 2020

Tobias Rex, Sudeshna Bhattacharya, Kanimozhi Narayanan and Pawan Budhwar

Human resource analytics (HRA) is a practice that is emerging within the human resources function. This chapter aims to provide an overview of the knowledge that currently…

Abstract

Human resource analytics (HRA) is a practice that is emerging within the human resources function. This chapter aims to provide an overview of the knowledge that currently exists about HRA and to identify facilitators and restraints of using HRA. Based on both emerging trends in the literature and in-depth interviews with key practitioners in the field, the authors deduce recommendations for organisations to effectively employ HRA. The analysis shows that HRA is ready to add value towards organisational effectiveness, although barriers exist in realising its potential for the same. Facilitators of HRA include the right set of competencies, with relationship building identified as especially important.

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

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Article
Publication date: 2 February 2021

Yusra Qamar and Taab Ahmad Samad

This paper aims to identify the current research trends and set the future research agenda in the area of human resource (HR) analytics by an extensive review of the…

Abstract

Purpose

This paper aims to identify the current research trends and set the future research agenda in the area of human resource (HR) analytics by an extensive review of the existing literature. The paper aims to capture state of the art and develop an exhaustive understanding of the theoretical foundations, concepts and recent developments in the area.

Design/methodology/approach

A portfolio of 125 articles collected from the Scopus database was systematically analyzed using a two-tier method. First, the evolution, current state of the literature and research clusters are identified using bibliometric techniques. Finally, using content analysis, the research clusters are studied to develop the future research agenda.

Findings

Based on the bibliometric analysis, network analysis and content analysis techniques, this study provides a comprehensive review of the existing literature. The study also highlights future research themes by identifying knowledge gaps based on content analysis of research clusters.

Research limitations/implications

The evolution and the current state of the HR analytics literature are presented. Some specific research questions are also provided to help future research.

Originality/value

This study enriches the literature of HR analytics by integrating bibliometric analysis and content analysis to develop a more systematic and exhaustive understanding of the research area. The findings of this study may assist fellow researchers in furthering their research in the identified research clusters.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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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

Keywords

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Book part
Publication date: 9 August 2017

Janet H. Marler, Felippe Cronemberger and Carson Tao

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…

Abstract

Purpose

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?

Methodology/approach

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.

Findings

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.

Practical implications

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

Social implications

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.

Originality/value

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.

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Article
Publication date: 12 March 2018

Shweta Shrivastava, Kritika Nagdev and Anupama Rajesh

This paper aims to highlight the importance of analytics and its advantages in the human resource domain using the example of Google, which has extensively used analytics

Abstract

Purpose

This paper aims to highlight the importance of analytics and its advantages in the human resource domain using the example of Google, which has extensively used analytics to improve various aspects of people management.

Design/methodology/approach

The paper discusses human resource analytics and illustrates how it has been successfully implemented by Google to enable better decision-making.

Findings

Implementation of analytics in the area of human resources can make people-related decision-making objective, transparent and data-driven and, thus, make the function “quantitative” in nature.

Originality/value

Although analytics has been widely implemented in functions such as finance and marketing, it is yet to gain a strong foothold in the domain of human resources. This paper discusses how Google, a leading organization in the field of technology, has been able to take impactful people-related decisions with the help of analytics.

Details

Human Resource Management International Digest, vol. 26 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

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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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Article
Publication date: 15 June 2021

Sheshadri Chatterjee, Ranjan Chaudhuri, Demetris Vrontis and Evangelia Siachou

The purpose of this study is to explore the negative consequences of human resource analytics applications using the privacy calculus approach.

Abstract

Purpose

The purpose of this study is to explore the negative consequences of human resource analytics applications using the privacy calculus approach.

Design/methodology/approach

By using the existing literature and privacy calculus theory, a theoretical model has been developed. This model helps to examine the benefits and risks associated with HR analytics applications. The theoretical model was validated using the partial least square structural equation modeling (PLS-SEM) technique with 315 respondents from different organizations.

Findings

HR analytics provides multiple benefits to employees and organizations. But employee privacy may be compromised due to unauthorized access to employee data. There are also security concerns about the uncontrolled use of these applications. Tracking employees without their consent increases the risk. The study suggests that appropriate regulation is necessary for using HR analytics.

Research limitations/implications

This study is based on cross-sectional data from a specific region. A longitudinal study would have provided more comprehensive results. This study considers five predictors, including other boundary conditions that could enhance the model’s explanative power. Also, data from other countries could improve the proposed model.

Practical implications

The proposed model is useful for HR practitioners and other policymakers in organizations. Appropriate regulations are important for HR analytics applications. The study also highlights various employee privacy and security-related issues emerging from HR analytics applications. The study also discusses the role of leadership support for the appropriate usage of HR analytics.

Originality/value

Only a few research studies have explored the issues of HR analytics and its consequences. The proposed theoretical model is the first to consider the negative consequence of HR analytics through privacy calculus theory. In this perspective, the research is considered to be novel.

Details

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

Keywords

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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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

Keywords

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