Toward evidence-based HR

Abstract

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The dark sides of people analytics: reviewing the perils for organisations and employees

“…Prior integrative literature reviews have primarily focused on what people analytics is and how it operates (Falletta & Combs, 2020;Marler & Boudreau, 2017), how it should be implemented (Angrave et al, 2016;Boudreau & Cascio, 2017;Fernandez & Gallardo-Gallardo, 2020), the value proposition it offers (Tursunbayeva et al, 2018;van den Heuvel & Bondarouk, 2017;Werkhoven, 2017a), and how it can influence performance (Aral et al, 2012;Peeters et al, 2020;Sharma & Sharma, 2017). Most of the prior integrating literature took a functional approach to people analytics (Peeters et al, 2020;van der Togt & Rasmussen, 2017), converging on how it can help improve firms' effectiveness, but paying less attention to this approach's ethical challenges, possible consequences, and risks (for exceptions, see conceptual papers, Gal et al, 2020;Leicht-Deobald et al, 2019). Therefore, we seek to advance the literature on people analytics by systematically mapping the field, identifying common themes in the literature, and consolidating what we know and do not know about the field (Paré et al, 2016;Rowe, 2014).…”

“…This prevents merging employee data with data from other functional areas such as finance, sales, or production, and analysing it (Boudreau & Cascio, 2017;Kassick, 2019;Levenson & Fink, 2017). Silo mentalities in companies can also prevent HR professionals from combining HR data with data on other productivity and performance determinants, thus precluding HR from achieving meaningful objective performance outcomes (Bhardwaj & Patnaik, 2019;van der Togt & Rasmussen, 2017). Also, HR professionals tend to be situated in relatively peripheral positions in the organisational hierarchy (Angrave et al, 2016;Greasley & Thomas, 2020).…”

People analytics effectiveness: developing a framework

“…Data management: Proper data management is seen as a must-have capability of any people analytics team to keep the trust of employees and to comply with the law (Van den Heuvel and Bondarouk, 2017;Van der Togt and Rasmussen, 2017). Therefore, procedures and rules should be in place with regard to how data should be managed, maintained, and stored (Davenport and Harris, 2017).…”

The science and practice of workforce analytics: Introduction to the HRM special issue

“…Since then, there has been a plethora of studies across the domains of job design, recruitment, selection, performance management, rewards, and change management. Recognition of this body of work has led to the creation of the evidencebased management movement (Marler & Boudreau, 2017;Rynes & Gulik, 2007;van der Togt & Rasmussen, 2017), which emphasizes using extant research to inform management policy, practice, and implementation. Workforce analytics takes this concept a significant step further, in that it uses existing research to inform study design and instrumentation and the firm's own data to develop and test the model.…”