| Pub. Date | : April, 2023 |
|---|---|
| Product Name | : The IUP Journal of Management Research |
| Product Type | : Article |
| Product Code | : IJMR020423 |
| Author Name | : Manju Nair |
| Availability | : YES |
| Subject/Domain | : Arts & Humanities |
| Download Format | : PDF Format |
| No. of Pages | : 21 |
The study attempts to explore the progress of HR Analytics (HRA) as predicted by researchers. It is based on a systematic review of articles on Web of Science database (2009-2021), research articles up to 2022 have been included through Google Scholar notifications so as to keep the study inclusive of the latest research on the topic. While doing so, the study looks at moderators that leverage HRA; the need for HR to up its analytics; and HRA finding its application in some HR practices more than others. The findings show a mixed opinion on HRA status and its perceived importance. While the predicted game changer is in its infancy now, it will be embraced by HR for sure, which for the time being is delayed due to lack of proper mindset, maturity, competency and organizational readiness. A clear vision, investments in building capability and in technical knowhow and HRA, practical frameworks to mentor HR, HRA team, consulting, data fluency, accessibility and analysis, knowledge and research, business acumen, management support, and updated and inclusive IT information for centralized storing can surely help in leveraging analytics in HR.
While living through a historic disruption in the world of work, HR is witnessing rapid changes in the professional space (McNulty, 2021). When it comes to learning and skill development of employees, analytics has an important role to play, which eventually is connected to talent retention. A critical analysis of how HR helps organizations identify factors that drive employee-employer relationship, both at individual and mass levels (Mitra, 2021), is essential because quality of data, ICT architecture, change management, data governance and business processes come to the forefront while operationalizing insights from analytics, in turn creating more value (Adnin, 2019).
With an objective to improve upon the evidence-based decisions on a day-to-day basis and eventually initiate the transformational practices in the organization - "HR Analytics is referred to as the systematic identification and quantification of
the people-drivers of business outcomes" (Van den Heuvel and Bondarouk, 2017).
HRA allows the organizations to balance experience, intuition and beliefs with
evidence and facts, thereby enabling HR department to focus on what actually
matters, what works, and what does not work" (Van der Togt and Rasmussen,
2017). HRA is the key to strengthening the ability of HR managers as it supports
high levels of organizational performance and builds on the reputation of HRM
within the organization (HRM International Digest, 2012).