An evidence-based review of HR Analytics

An Output Model for Human Resource Development Analytics

“…Several authors implicitly identify DIKW types of objects based on transformations performed by the analytics defined, including Cooper (2012), Ernst & Young (2014), Evans (2015), Feinzig (2015), Fitz-enz (2009), Fitz-enz, Phillips, and Ray (2012), KnowledgeAdvisors (2007), Marler and Boudreau (2017), Norris, Baer, andOfferman (2009), andSharda, Asamoah, andPonna (2013). Four of the transformations DOI: 10.1002/piq Performance Improvement Quarterly addressed types of quantitative analysis frequently used to convert data to information, including Cooper (2012), Evans (2015), Fitz-enz (2009), Marler andBoudreau (2017), and Sharda, Asamoah, and Ponna (2013). Feinzig (2015), Fitz-enz, Phillips, and Ray (2012), and Norris, Baer, and Offerman (2009) referred to transformation processes operating on data to extract or assess the data.…”

“…Fitz-enz, Phillips, and Ray (2012) identify one of the outputs of analytics as decisions that improve performance. Bassi (2011), Evans (2015, Marler and Boudreau (2017), and van Barneveld, Arnold, and Campbell (2012) emphasize data-driven decisions as an output of analytics. This emphasis on data-driven decisions is important for two reasons.…”

Enhancing the trustworthiness and credibility of human resource development: Evidence‐based management to the rescue?

“…In this regard, Barends and Rousseau () advise the development of organization‐specific logic models to combine information about inputs, activities, and outcomes related to HR and management decisions. HR analytics enabled by information technology use descriptive, visual, and statistical analyses of data related to HR processes, human capital, organizational performance, and external economic benchmarks to enable data‐driven decision‐making (Marler & Boudreau, ). HR analytics would benefit from closer adherence to the evidence‐based practice principles in shifting focus from the analysis of easily available HR‐related data to developing valid and relevant metrics to analyze valid business challenges (Barends & Rousseau, ; Rasmussen & Ulrich, ).…”

Working with monsters: counting the costs of workplace psychopaths and other toxic employees

“…In other words, organisations need to adopt a human resources analytics approach, and actively gather relevant data in their own businesses, including but not limited to employee turnover, engagement, presenteeism and absenteeism. However, despite evidence linking this approach to organisational performance (Marler and Boudreau, ), HR analytics remain a relatively unknown and therefore unutilised strategic tool; an unfortunate state of affairs for which the HR profession is primarily responsible. As Ulrich () noted some time ago, the human resources function tends to have a beleaguered reputation when it comes to articulating their contribution to organisational performance.…”