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Open Access
Article
Publication date: 6 January 2022

Steven McCartney and Na Fu

According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform…

3058

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Open Access
Article
Publication date: 9 July 2020

Tina Peeters, Jaap Paauwe and Karina Van De Voorde

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…

13645

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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).

Practical implications

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.

Originality/value

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.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 7 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 5 June 2017

David Green

Given its relative novelty, the field of people analytics remains rather obscure in terms of its success criteria. The purpose of this paper is to unveil some of the…

2345

Abstract

Purpose

Given its relative novelty, the field of people analytics remains rather obscure in terms of its success criteria. The purpose of this paper is to unveil some of the hidden secrets of people analytics.

Design/methodology/approach

The paper reviews the common characteristics of those companies who have already been successful with it in their operations to date.

Findings

These 16 best practices cover the role of the CHRO and the employees as well as HR’s general position within a company.

Practical implications

While not all of the 16 best practices need to be in place, incorporating a few of them will provide significant benefit to businesses and employees.

Social implications

While several of the best practices laid out in this paper directly impact personnel policies, they also all empower HR managers to be a force for good through optimised people analytics.

Originality/value

The paper presents a hitherto scattered set of best practices as forerunners in the novel field of people analytics.

Details

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

Keywords

Article
Publication date: 6 July 2020

Vicenc Fernandez and Eva Gallardo-Gallardo

This paper aims to contribute to the literature on human resources (HR) digitalization, specifically on HR analytics, disentangling the concept of analytics applied to HR…

4927

Abstract

Purpose

This paper aims to contribute to the literature on human resources (HR) digitalization, specifically on HR analytics, disentangling the concept of analytics applied to HR and explaining the factors that hinder companies from moving to analytics. Therefore, the central research questions addressed in this study are: what does HR analytics encompass? What impedes the adoption of analytics in HR within organizations?

Design/methodology/approach

The authors performed a comprehensive literature review on analytics as applied in HR. The authors relied on two of the major multidisciplinary publication databases (i.e. Scopus and WoS). A total of 64 manuscripts from 2010 to 2019 were content analyzed.

Findings

The results reveal that there is an ongoing confusion on HR analytics conceptualization. Yet, it seems that there is an emerging consensus on what HR analytics encompasses. The authors have identified 14 different barriers for HR analytics adoption grouped into four categories, namely, data and models, software and technology, people and management. Grounding on them the authors propose a set of 14 key factors to help to successfully adopt HR Analytics in companies.

Originality/value

This paper brings clarity over the conceptualization of HR analytics by offering a comprehensive definition. Additionally, it facilitates business and HR leaders in making informed decisions on adopting and implementing HR analytics. Moreover, it assists HR researchers in positioning their paper more explicitly in current debates and encouraging them to develop some future avenues of research departing from some questions posed.

Details

Competitiveness Review: An International Business Journal , vol. 31 no. 1
Type: Research Article
ISSN: 1059-5422

Keywords

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

6725

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

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…

4328

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

Article
Publication date: 25 September 2019

Patti P. Phillips and Jack J. Phillips

Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with…

Abstract

Purpose

Human capital analytics (HCA) is integral to all other human capital processes. With a mature analytics practice, leaders can make better decisions more quickly and with greater confidences. This paper aims to describe results of research that shows how organizations in Middle East countries are investing in HCA. Specifically, it describes as follows: the extent to which they are investing; types of projects in which they are investing; and factors critical to making analytics work.

Design/methodology/approach

While research may include respondents from organizations in developing countries, only recently have efforts been made to monitor progress specifically in these countries. This paper attempts to describe the most recent findings of such research, paying specific attention to the use of HCA in the Middle East.

Findings

Organizations in the Middle East embrace HCA. While still in its infancy, analytics is poised to be a strategic driver that will lead to improved organizational performance.

Originality/value

Whether investing in leadership development, talent acquisition, employee engagement or talent development, analytics plays a central role in informing decisions about people investments. To make HCA work, Middle East organizations plan to continue building capability through training; embracing technology and striving to link data across programs and platforms; and integrating systems, processes and people with other functions, particularly finance. In the end, organizations will seamlessly integrate HCA into all processes to drive organization performance.

Details

Strategic HR Review, vol. 18 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 12 July 2022

Charles Cayrat and Peter Boxall

This paper aims to respond to questions being raised about the challenges, risks and impacts of Human Resource Analytics (HRA). Based on a study of 40 companies, it…

200

Abstract

Purpose

This paper aims to respond to questions being raised about the challenges, risks and impacts of Human Resource Analytics (HRA). Based on a study of 40 companies, it discusses the implications of HRA for practitioners, praxis and practices in HRM and adds to this a concern with whether HRA is enhancing mutuality in employment relationships.

Design/methodology/approach

Using an abductive approach, the authors analyzed data from semistructured interviews with an HRA leader or specialist in 40 large organizations.

Findings

While wrestling with the challenge of data quality and integration, the practice of descriptive analytics is widely adopted in these companies and the majority can demonstrate improvement in the efficiency and effectiveness of HR activities through predictive analytics. The analytical competence of HR specialists is an ongoing issue. While much more research is needed, the companies in the authors’ sample demonstrated some valuable examples of mutual gains from HRA.

Practical implications

Education in HRA must not only help to raise quantitative competencies among HR specialists but should also help them to ask critical questions about the theoretical propositions and subjective data points being built into HRA. Boundary spanning is important to enable effective HRA and processes for employee voice to be improved. Arguably, the time has come for a more formalized data analytics' strategy in large organizations.

Originality/value

This paper provides evidence on how HRA is being implemented in large companies, including how HRA leaders are managing its challenges and risks and the impacts it is having on business and employee outcomes.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 4
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 15 December 2021

Yeling Jiang and Mesut Akdere

The purpose of this paper is to examine the evolution of the concept of human resource analytics (HRA) and propose an operational framework demonstrating the sources…

Abstract

Purpose

The purpose of this paper is to examine the evolution of the concept of human resource analytics (HRA) and propose an operational framework demonstrating the sources generating data for HRA, as well as the impact of HRA on multiple levels in the organization.

Design/methodology/approach

A review of literature was conducted to present the existing body of knowledge and build upon for the development of an operational framework for successful implementation of HRA as a human resources (HR) process.

Findings

Building upon the existing literature, this paper presents an operational HRA framework, positioning HRA as an analytical process through integrating advanced statistical methodology. HRA presents a tool to obtain evidence-based analytical results for improving people-related performance, operational effectiveness, and ultimately the impact of the business strategy. By using HR big data, HRA impacts multiple organizational levels, from individual employees to HR functions and the organizational strategy.

Practical implications

While research on data analytics has recently flourished across various management fields, this has not been the case for the broader field of HR. This is especially a growing concern as the lack of understanding of the basics and fundamentals of people analytics in the field of HR may delay the effective implementation and operationalization of HRA and present additional barriers impacting on-going HR activities, as well as HR’s role as a strategic business partner. HR practice may greatly benefit from gaining an understanding of HRA and the multi-levels of impact it may have on the organization.

Originality/value

This paper explores various concepts related to HRA by examining terms such as “HR metrics” vs “HR” and “HR big data” vs “big data.” Furthermore, the comprehensive HRA operational framework presented in this paper provides HR professionals and researchers with a better understanding of HRA in the age of data analytics and artificial intelligence.

Details

Industrial and Commercial Training, vol. 54 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 12 November 2018

Gavin Walford-Wright and William Scott-Jackson

This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR…

4576

Abstract

Purpose

This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR management (SHRM) and business strategy. It focuses on how an organisation can embrace the world’s leading technology and compose a unique technology stack to overcome its challenges in talent acquisition.

Design/methodology/approach

This paper opted for a blend of qualitative and quantitative data gathered through interviews, online questionnaires and the literature review of relevant secondary data. The justification of the primary research methodology was to gather valid and reliable data to inform decisions and address the research question.

Findings

The analysis of the data shows a significant improvement in all the key metrics related to the talent acquisition process after the implementation of “Talent Rising” model. The role of a recruiter and the talent acquisition team has radically changed and has now become an internal strategic partner with aligned interest, an advisor to the organisation. There is an increase in the use of new media/technology to attract candidates and with the increase in millennial candidates entering the workforce, social media will be increasingly important in talent branding and attraction; the digital by default generation is already here.

Research limitations/implications

The “Talent Rising” model has been specifically created and designed to be used by others: organisations, academics and policy makers. It is a “plug and play” tech stack model which can be used like an a la carte menu dependent on the actual requirements (and investment appetite) for each organisation.

Practical implications

This paper includes implications for the creation of a people analytics and talent technology framework to reduce cost per hire, reduce time to hire and increase quality of hire.

Originality/value

This paper fulfils an identified need to study how people analytics and technology can drive talent acquisition strategy.

Details

Strategic HR Review, vol. 17 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

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