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PurposeThis research analyzed the existing academic and grey literature concerning the technologies and practices of people analytics (PA), to understand how ethical considerations are being discussed by researchers, industry experts and practitioners, and to identify gaps, priorities and recommendations for ethical practice.Design/methodology/approachAn iterative “scoping review” method was used to capture and synthesize relevant academic and grey literature. This is suited to emerging areas of innovation where formal research lags behind evidence from professional or technical sources.FindingsAlthough the grey literature contains a growing stream of publications aimed at helping PA practitioners to “be ethical,” overall, research on ethical issues in PA is still at an early stage. Optimistic and technocentric perspectives dominate the PA discourse, although key themes seen in the wider literature on digital/data ethics are also evident. Risks and recommendations for PA projects concerned transparency and diverse stakeholder inclusion, respecting privacy rights, fair and proportionate use of data, fostering a systemic culture of ethical practice, delivering benefits for employees, including ethical outcomes in business models, ensuring legal compliance and using ethical charters.Research limitations/implicationsThis research adds to current debates over the future of work and employment in a digitized, algorithm-driven society.Practical implicationsThe research provides an accessible summary of the risks, opportunities, trade-offs and regulatory issues for PA, as well as a framework for integrating ethical strategies and practices.Originality/valueBy using a scoping methodology to surface and analyze diverse literatures, this study fills a gap in existing knowledge on ethical aspects of PA. The findings can inform future academic research, organizations using or considering PA products, professional associations developing relevant guidelines and policymakers adapting regulations. It is also timely, given the increase in digital monitoring of employees working from home during the Covid-19 pandemic.

Social media (SM) are widely used by nonprofit organizations (NPOs). However, little is known about how they are used for fundraising, especially regarding their benefits/disbenefits, and the optimum strategies for maximizing value from such campaigns. The study presented here aimed to address this gap by collecting, analyzing and synthesizing the results of the corpus of published academic research on this topic. Of 194 potentially relevant search results generated from seven international online databases, only 71 (62 studies) fully met the inclusion criteria. Most of these qualifying studies were published in social science journals in the past three years and derived from high-income countries. Our findings indicate that the benefits NPOs can obtain from using SM for fundraising include increased transparency and accountability, operational, involvement and engagement, and improved organizational image (although in respect of the two latter, outcomes can be mixed). The strategies for NPOs' SM use for fundraising focused either on generic management of social media for NPO’s fundraising or on management of some specific SM fundraising campaigns.

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By drawing on macro‐categories of key human resource (HR) management interventions recommended by the Organization for Economic Co‐operation and Development (OECD) during the Covid‐19 pandemic, this study aimed to explore whether and how Intensive Care Units (ICU) have strengthened their HRs during the first year of Covid‐19 emergency. A rapid review was conducted to provide a quick synthesis of the literature in English identified in the Web of Science Core Collection (WoS), PubMed, and Scopus databases. A total of 68 articles qualified for the final analysis. The findings illustrated that health organisations were often guided by staffing ratios to estimate capacity to care, aimed to modify the scope of practice of providers, redeployed both internal and external staff to ICUs, created and adapted the Covid‐19‐specific staffing models, and implemented technological innovations to provide services to the unprecedented number of patients while protecting the physical and mental health of their staff. The insights of this research should be helpful for health leaders, HR Managers, and policymakers who have faced unprecedented challenges and tough decisions during this emergency. The findings could also inform beyond‐Covid‐19 ICU policies and guide future research.