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1 – 10 of over 2000
Article
Publication date: 13 February 2019

Michael DiClaudio

Employee and workforce insights are the greatest competitive advantage for organizations dealing with the disruption and uncertainty driving dramatic changes in today’s…

4472

Abstract

Purpose

Employee and workforce insights are the greatest competitive advantage for organizations dealing with the disruption and uncertainty driving dramatic changes in today’s workplace. Embedded in this is the growing expectation of the human resource (HR) function to understand how workforce analytics informs the business and fuels success. This paper aims to explore how the HR function can achieve this.

Design/methodology/approach

The evolution of the “Future of HR” and how it is moving from “descriptive and diagnostic” to “prescriptive and predictive.”

Findings

According to KPMG’s 2019 Future of HR survey: 37 per cent of respondents feel “very confident” about HR’s actual ability to transform and move them forward via key capabilities such as analytics and artificial intelligence (AI). Over the next year or two, 60 per cent say they plan to invest in predictive analytics. Among those who have invested in AI to date, 88 per cent call the investment worthwhile, with analytics listed as a main priority (33 per cent). Despite data’s remarkable ability to deliver news insights and enhance decision-making, 20 per cent of HR believe analytics will be a primary HR initiative for them over the next one to two years, and only 12 per cent cite analytics as a top management concern.

Research limitations/implications

Taking a page from meeting customer needs, innovative technologies such as AI and the cloud, data analytics can give an organization the potential to gather infinitely greater amounts of information about customers.

Practical implications

Today’s workforce analytics focuses mostly on what happened and why. For instance, you might have tools for identifying areas of high turnover and diagnosing the reasons. But thanks to advancements in technology and data analytics capabilities, HR is better-positioned to be the predictive engine required for the organization’s success.

Social implications

There has never been a better time for HR to create greater strategic value, as the potential for meaningful workforce insights and analytics comes within reach. Even advancements in cloud-based systems for human capital management are coming packaged with analytics and visualization capabilities, enabling HR leaders to integrate people data with other data sources, such as customer relationship management, for a full view of the business.

Originality/value

This paper will be of value to HR leaders and practitioners who wish to use predictive analytics and emerging technology to drive performance improvement and gain the insights about their workforces.

Details

Strategic HR Review, vol. 18 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

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…

2997

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

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…

4893

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: 26 April 2022

Natasha Zafar, Muhammad Ali Asadullah, Muhammad Zia Ul Haq, Ahmad Nabeel Siddiquei and Sajjad Nazir

The firms use training evaluation practices (TEPs) to determine the return of billions of dollars spent on employee training and development activities. The firms need to…

Abstract

Purpose

The firms use training evaluation practices (TEPs) to determine the return of billions of dollars spent on employee training and development activities. The firms need to modernize the set of TEPs for evidence-based workforce management decisions. This study aims to examine a mediation mechanism to explain how human resource (HR) professionals’ design thinking (DT) mindset strengthens the set of TEPs using predictive workforce analytics (PWAs).

Design/methodology/approach

The authors used SPSS computational named MLMED to test the proposed relationships by collecting data from 180 management professionals serving in subsidiaries of multinational corporations in Pakistan.

Findings

The statistical results demonstrated that DT is not directly related to firms’ TEPs. However, the statistical results supported the mediating role of firms’ use of PWAs between DT and TEPs.

Originality/value

The findings offer a new perspective for firms to use HR professionals’ DT mindset for modernizing the set of existing HR practices.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

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: 10 December 2021

Elissa Tucker

The purpose of this APQC (American Productivity and Quality Center) research study is to understand which strategic workforce planning approaches are currently in use;…

Abstract

Purpose

The purpose of this APQC (American Productivity and Quality Center) research study is to understand which strategic workforce planning approaches are currently in use; whether these approaches are meeting business needs; and what workforce planning challenges organizations are facing today.

Design/methodology/approach

This study involved survey research with 236 valid respondents representing organizations from a wide range of industries, regions, workforce sizes and revenues. American productivity and quality center (APQC) identified 46 “best-in-class” workforce planners from among these organizations based on their consistent achievement of superior results from workforce planning.

Findings

Best-in-class workforce planners are doing more than closing skills gaps and reducing skills surpluses. They are optimizing talent. Leveraging technology, varied work arrangements and employee development, they assemble the optimal mix of talent to achieve business goals.

Originality/value

The findings provide insight into how best-in-class workforce planners build a strong foundation for effective workforce planning through the distinctive ways they use process, people, technology and time. Organizations that adopt the practices and approaches of best-in-class workforce planners can drive improvements in their own workforce planning process.

Details

Strategic HR Review, vol. 21 no. 1
Type: Research Article
ISSN: 1475-4398

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…

4315

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: 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…

2219

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. 51 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 18 May 2021

Clotilde Coron

With a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources…

Abstract

Purpose

With a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources used to quantify HRM? (2) What are the methods used to quantify HRM? (3) What are the objectives of HRM quantification? (4) What are the representations of quantification in HRM?

Design/methodology/approach

This study is based on an integrative synthesis of 94 published peer-reviewed empirical and non-empirical articles on the use of quantification in HRM. It uses the theoretical framework of the sociology of quantification.

Findings

The analysis shows that there have been several changes in HRM quantification over 2000–2020 in terms of data sources, methods and objectives. Meanwhile, representations of quantification have evolved relatively little; it is still considered as a tool, and this ignores the possible conflicts and subjectivity associated with the use of quantification.

Originality/value

This literature review addresses the use of quantification in HRM in general and is thus larger in scope than previous reviews. Notably, it brings forth new insights on possible differences between the main uses of quantification in HRM, as well as on artificial intelligence and algorithms in HRM.

Details

Personnel Review, vol. 51 no. 4
Type: Research Article
ISSN: 0048-3486

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…

13574

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

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