The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources

Hamilton, Reg; Sodeman, William A.

doi:10.1016/j.bushor.2019.10.001

Cited by 151 publications

(135 citation statements)

References 31 publications

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“…The use of Big Data analysis requires a company to be transparent and have the consent of the persons affected. Also, company ISs should be protected so that the loss of personal data or the violation of an employees' privacy does not occur [42]. Via Big Data analysis, a company can enhance its productivity and fill job vacancies appropriately.…”

Section: Resultsmentioning

confidence: 99%

“…According to Lipkin [43], Big Data analysis related to HR that is transparently focused on how individual activities directly affect the company's performance can positively change the relationship between the employer and the employees [44]. For this reason, Hamilton and Sodeman [42] think that the application of Big Data analysis in the field of human resources can help strategically manage HC and bring higher individual performance as well as stability [45].…”

Section: Resultsmentioning

confidence: 99%

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Human Capital Management and Industry 4.0

et al. 2021

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Human capital (HC) is considered to be an important factor influencing the success of. The concept of human capital management (HCM) deals with the effectiveness of human capital, as the most precious intangible asset. However, with the advancement in technology and the introduction of Industry 4.0, the position of human capital in companies can alter with regard to the expected changes. On the other hand, new elements being brought in by Industry 4.0 will allow for the HCM process to be performed better, in favour of the improvement in the performance and competitiveness of companies. The aim of this article is to point out the interconnection between the concept of HCM and some elements of Industry 4.0, as well as to explain the findings from a questionnaire survey focused on how IT companies in Slovakia use information systems for the implementation of HCM, whether these systems enable them to analyse data related to HC, and whether these companies are prepared for the introduction of changes in this field in the future.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Human Capital Management and Industry 4.0

et al. 2021

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“… Assaker et al (2020) proposed that human capital in a high-end catering industry had a structural impact on enterprise performance using response unit segmentation technology. Hamilton and Sodeman (2020) used big data of the HRM center to identify and develop knowledge stars that contributed too much to enterprise innovation, so as to help enhance enterprise capacity. Therefore, along with previous literature studies, it was concluded that human capital had dimensions to improve enterprise performance.…”

Section: Methodsmentioning

confidence: 99%

The Effect of Venture Capital on Enterprise Benefit According to the Heterogeneity of Human Capital of Entrepreneur

et al. 2020

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This research was conducted for the purpose of exploring the role of venture capital (VC) based on the heterogeneity of human capital in the process of transforming innovation capabilities of enterprise into enterprise benefits and providing a reference for further research on enterprise performance development. In this study, 399 listed companies that obtained VC before 2018 from the China VC database and Wind China financial database were selected as research objects, and relevant data of patent number, return on equity, Tobin's Q ratio, and research and development (R&D) investment ratio of each enterprise were obtained. Enterprise innovation ability was introduced to construct the relationship model of human-capital VC, enterprise innovation ability, and enterprise benefit, and the relationship between human-capital VC, enterprise innovation ability, and enterprise benefit was analyzed by the multiple-regression model. The results show that the number of patents of invested enterprises has an extremely significant positive correlation with the human capital index (P < 0.001), and a significant positive correlation with the education level of personnel, the proportion of engineering professionals (P < 0.05). The return on equity and Tobin's Q ratio of enterprises have extremely significant positive correlations with the number of patents of invested enterprises (P < 0.001) and have a significant positive correlation with the number of patents of the invested enterprises × education level of the personnel, and the number of patents of the invested enterprises × proportion of engineering professionals (P < 0.05). All in all, the education level of the entrepreneur' s VC human capital and the proportion of engineering professionals can effectively improve the innovation ability of the enterprise, thus indirectly playing a value-added role in the improvement of enterprise benefits. The invested enterprises will also face the problems of scale diseconomy and financing constraint when their profitability is enhanced, so they need to optimize their own business strategies.

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“…The idea of big data is the continuous analysis and search for patterns within a limited set of data (test sample) by software. Those patterns are used to learn interrelationships between different variables and develop corresponding algorithms, which are then applied to a larger set of data in order to determine linkages and identify precise predictors (Hamilton and Sodeman 2020).…”

Section: New Approaches To Competence Strategiesmentioning

confidence: 99%

Traditional and new ways in competence management: Application of HR analytics in competence management

Karwehl

Kauffeld

2021

Gr Interakt Org

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This article within the magazine Gruppe. Interaktion. Organisation. (GIO) provides an overview of established and new ways in competence management, with a focus on the HR Analytics approach. Competence management has come a long way. Since the beginning of competence research in the 1970’s technological progress and altering competence demands among employees have drastically reshaped the landscape of employment. Handling complexity and large amounts of information has become essential in order to keep up with developments of today’s world. The globalised competition has fostered an increasingly intense ‘War for Talents’ under volatile circumstances. How can an organisation develop an anticipative competence strategy if there are so many variables regarding the future? Since digitalization and the evolving field of big data and predictive analytics enable new ways of information processing, new concepts for human resources management are required. The most prominent approach nowadays is a company-specific competence model that is derived from the organisational strategy. Employees are developed with regard to the competence strategy—even though it might turn out as too rigid to react flexibly to changing environmental conditions in a steadily faster global competition. We state that this process can be extended by a data-driven approach in order to support HR departments and achieve an improved rate of correct assessments for future HR developmental measures.

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The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources

Cited by 151 publications

References 31 publications

Human Capital Management and Industry 4.0

Human Capital Management and Industry 4.0

The Effect of Venture Capital on Enterprise Benefit According to the Heterogeneity of Human Capital of Entrepreneur

Traditional and new ways in competence management: Application of HR analytics in competence management

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