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Article
Publication date: 21 September 2021

Arnold Saputra, Gunawan Wang, Justin Zuopeng Zhang and Abhishek Behl

The era of work 4.0 demands organizations to expedite their digital transformation to sustain their competitive advantage in the market. This paper aims to help the human…

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Abstract

Purpose

The era of work 4.0 demands organizations to expedite their digital transformation to sustain their competitive advantage in the market. This paper aims to help the human resource (HR) department digitize and automate their analytical processes based on a big-data-analytics framework.

Design/methodology/approach

The methodology applied in this paper is based on a case study and experimental analysis. The research was conducted in a specific industry and focused on solving talent analysis problems.

Findings

This research conducts digital talent analysis using data mining tools with big data. The talent analysis based on the proposed framework for developing and transforming the HR department is readily implementable. The results obtained from this talent analysis using the big-data-analytics framework offer many opportunities in growing and advancing a company's talents that are not yet realized.

Practical implications

Big data allows HR to perform analysis and predictions, making more intelligent and accurate decisions. The application of big data analytics in an HR department has a significant impact on talent management.

Originality/value

This research contributes to the literature by proposing a formal big-data-analytics framework for HR and demonstrating its applicability with real-world case analysis. The findings help organizations develop a talent analytics function to solve future leaders' business challenges.

Details

The TQM Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 7 November 2019

Brijesh Sivathanu and Rajasshrie Pillai

This paper aims to examine the technology usage for talent management and its effect on organizational performance.

2271

Abstract

Purpose

This paper aims to examine the technology usage for talent management and its effect on organizational performance.

Design/methodology/approach

The grounded theory approach was used for this research. Semi-structured interviews with 122 senior HR officers of national and multinational companies in India were conducted after extensive literature review. NVivo 8.0 software was used for the analysis of the interview data.

Findings

Technology usage for talent management contributes to talent analytics and strategic HR management (SHRM). It was found that talent analytics and SHRM lead to developing a high-performing talent pool, which in turn contributes to organizational performance.

Originality/value

This study used the grounded theory approach to develop the proposed conceptual model for organizational performance using talent management technology. This study delivers important insights for talent managers, HR technology marketers and developers of technology.

Details

International Journal of Organizational Analysis, vol. 28 no. 2
Type: Research Article
ISSN: 1934-8835

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

Article
Publication date: 31 October 2011

Jeanne G. Harris, Elizabeth Craig and David A. Light

More and more, the leaders of business functions are turning for competitive insights to the massive data they can now capture. But to date, human resources departments

9634

Abstract

Purpose

More and more, the leaders of business functions are turning for competitive insights to the massive data they can now capture. But to date, human resources departments have lagged behind the efforts of marketing, IT, CRM and other functions. The purpose of this article is to show how executives can start using data to measure and improve HR's contributions to business performance.

Design/methodology/approach

The article identifies six analytical tools that HR can use to connect HR efforts to business performance. Survey results underscore the value of an analytical approach while revealing that many HR departments are heavily focused on internal measures rather than business outcomes. Each analytical tool is exemplified through case studies. A model is presented to suggest how executives can get started by focusing on five key areas.

Findings

Leading companies are using six analytical tools to improve the connection between HR investments and business returns: employee databases; segmentation of talent; targeted investments; customization of the employee value proposition; long‐term workforce planning; and talent supply chains.

Originality/value

As the case studies reveal, the tools identified here can help HR leaders actively shape their organization's future – managing talent and directing programs toward the long‐term needs of the business. Survey data shows that most companies increasingly seek to use analytics for long‐term advantage, and the model presented here can help HR executives take the first critical steps.

Details

Journal of Business Strategy, vol. 32 no. 6
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 1 November 2018

Andrew Mayo

The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective.

2742

Abstract

Purpose

The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective.

Design/methodology/approach

The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture.

Findings

The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisations need to define those individuals and groups where some specific attention will benefit the organisation; it is as important to understand the potential of all employees as it is to assess their performance; metrics should be chosen for all talent processes and related to business KPIs where possible.

Practical implications

This is a practical paper giving guidance to talent managers in organisations on how to apply and utilise people analytics.

Originality/value

This paper is based mostly on the writing, models and experience of the author.

Details

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

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…

4917

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

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.

Article
Publication date: 1 January 2012

Jeanne G. Harris and Elizabeth Craig

This paper aims to set out key steps in the development, engagement and retention of analytical leaders, showing why they are such a core resource, highlighting the key…

1844

Abstract

Purpose

This paper aims to set out key steps in the development, engagement and retention of analytical leaders, showing why they are such a core resource, highlighting the key types of analytical talent and focusing on the core skills needed to attain analytical proficiency.

Design/methodology/approach

The research is based on a comprehensive survey of 799 analytical professionals employed by large US companies across a range of industries carried out in July 2008, as well as on the book Analytics at Work by Thomas Davenport, Jeanne Harris and Robert Morison, which was published in 2010.

Findings

The research identified the core skills requirements for each of the four main types of analytical talent, highlighting the skill set needed by analytical leaders. Where developing and retaining this vital resource is concerned, it was found that analysts who understood their roles were six times more likely to be engaged than those who did not.

Practical implications

Organizations need to take steps to develop, care for and retain their analytical talent. This is a prerequisite for establishing analytical leadership in a recruitment market where competition for analytics talent is increasing all the time.

Originality/value

As well as drawing on exclusive research, the paper shows that Accenture uses case studies based on in‐depth interviews and thought leadership to demonstrate analytical leaders' unique qualities.

Details

Strategic HR Review, vol. 11 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

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

Keywords

Book part
Publication date: 26 November 2021

Alec Levenson, Maura Stevenson and Alexis Fink

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We…

Abstract

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.

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