An ROI-based review of HR analytics: practical implementation tools

Ben‐Gal, Hila Chalutz

doi:10.1108/pr-11-2017-0362

Cited by 81 publications

(95 citation statements)

References 58 publications

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“…Other studies that address this theme investigate the technical or software-related barriers hindering the adoption of (more) advanced forms of people analytics (Ben-Gal, 2019;Dahlbom et al, 2019;Vargas et al, 2018). Several studies stress that HR information systems are often limited to questions focused on operational reporting rather than providing the capacity HR departments need to perform statistical analysis (Andersen, 2017;Fernandez & Gallardo-Gallardo, 2020).…”

Section: Theme 2: Barriers To Adopting People Analyticsmentioning

confidence: 99%

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

Giermindl

Strich

Christ

et al. 2021

European Journal of Information Systems

102

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Technological advances in the field of artificial intelligence (AI) are heralding a new era of analytics and data-driven decision-making. Organisations increasingly rely on people analytics to optimise human resource management practices in areas such as recruitment, performance evaluation, personnel development, health and retention management. Recent progress in the field of AI and ever-increasing volumes of digital data have raised expectations and contributed to a very positive image of people analytics. However, transferring and applying the efficiencydriven logic of analytics to manage humans carries numerous risks, challenges, and ethical implications. Based on a theorising review our paper analyses perils that can emerge from the use of people analytics. By disclosing the underlying assumptions of people analytics and offering a perspective on current and future technological advancements, we identify six perils and discuss their implications for organisations and employees. Then, we illustrate how these perils may aggravate with increasing analytical power of people analytics, and we suggest directions for future research. Our theorising review contributes to information system research at the intersection of analytics, artificial intelligence, and human-algorithmic management.

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Section: Theme 2: Barriers To Adopting People Analyticsmentioning

confidence: 99%

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

Giermindl

Strich

Christ

et al. 2021

European Journal of Information Systems

102

View full text Add to dashboard Cite

show abstract

“…Employees are considered one of the most important assets for modern organizations; hence, many efforts are invested in improving their success in the workplace. This has led to the rise of fields such as human resources (HR) analytics (which includes other related topics, such as "workforce analytics", "people analytics", and "human capital analytics" [40]). A recent review [40] maps the different tasks of HR practices to HR analytics tools and discusses how these tools can influence the organizational return on investment (ROI).…”

Section: Hr Practices and Hr Analyticsmentioning

confidence: 99%

“…This has led to the rise of fields such as human resources (HR) analytics (which includes other related topics, such as "workforce analytics", "people analytics", and "human capital analytics" [40]). A recent review [40] maps the different tasks of HR practices to HR analytics tools and discusses how these tools can influence the organizational return on investment (ROI). The review shows that HR predictive analytics in workforce planning and recruitment have the highest effect on organizational ROI (similar conclusions are shown in a report by the Boston Consulting Group in [1]).…”

Section: Hr Practices and Hr Analyticsmentioning

confidence: 99%

“…Interestingly, as opposed to recruitment and workforce planning, other HR tasks, such as "industry analysis", "job analysis" and "performance management", have low expected ROI. Tasks such as "training", "compensation" and "retention" have medium expected ROI [40].…”

Section: Hr Practices and Hr Analyticsmentioning

confidence: 99%

“…Gelbard et al (2017) [41] state that one of the main reasons for the rather scarce adoption of HR analytics approaches among organizations is the use of "black-box" methods and a lack of actionable items. As shown in [40], indeed, the focus of most human resources studies is mostly descriptive or predictive, and fewer are focused on prescriptive methodologies; however, a prescriptive solution can benefit organizations greatly [18]. For further information about the literature in the field of HR analytics, we refer the reader to recent reviews in [40][41][42][43][44].…”

Section: Hr Practices and Hr Analyticsmentioning

confidence: 99%

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Employees recruitment: A prescriptive analytics approach via machine learning and mathematical programming

Pessach

Singer

Avrahami

et al. 2020

Decision Support Systems

Self Cite

146

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In this paper, we propose a comprehensive analytics framework that can serve as a decision support tool for HR recruiters in real-world settings in order to improve hiring and placement decisions. The proposed framework follows two main phases: a local prediction scheme for recruitments' success at the level of a single job placement, and a mathematical model that provides a global recruitment optimization scheme for the organization, taking into account multilevel considerations. In the first phase, a key property of the proposed prediction approach is the interpretability of the machine learning (ML) model, which in this case is obtained by applying the Variable-Order Bayesian Network (VOBN) model to the recruitment data. Specifically, we used a uniquely large dataset that contains recruitment records of hundreds of thousands of employees over a decade and represents a wide range of heterogeneous populations. Our analysis shows that the VOBN model can provide both high accuracy and interpretability insights to HR professionals. Moreover, we show that using the interpretable VOBN can lead to unexpected and sometimes counter-intuitive insights that might otherwise be overlooked by recruiters who rely on conventional methods.We demonstrate that it is feasible to predict the successful placement of a candidate in a specific position at a pre-hire stage and utilize predictions to devise a global optimization model. Our results show that in comparison to actual recruitment decisions, the devised framework is capable of providing a balanced recruitment plan while improving both diversity and recruitment success rates, despite the inherent trade-off between the two.

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The 5 E(lements) of employee‐centric corporate social responsibility and their stimulus on happiness at work: An empirical investigation

Kocollari,

Cavicchioli,

Demaria

2023

Corp Soc Responsibility Env

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In recent times, there has been a growing interest in corporate social responsibility (CSR) practices that focus on employees, with an increasing emphasis on investigating employees' experiences of CSR in relation to their happiness. The purpose of this study is to explore employee‐centric CSR initiatives with the aim of identifying the elements stimulating happiness at work (HAW). To accomplish this, we adopt a non‐linear and data‐driven approach to analyze self‐reported data from 441 employees across 21 small and medium‐sized enterprises spanning various industries. The analysis brings to light 5 E(lements) of employee‐centric CSR: envisioning, related to personal and organizational value orientation; equity, related to definition and distribution of rewards; empowerment, related to career development and professional growth; experimentation, related to innovative tasks and organizational forms; and empathy, related to a supportive workplace and coworkers' network. These 5 E(lements) serve as stimuli for HAW in different ways: envisioning, empowerment, and experimentation play a major role in promoting employees' happiness and underscore the importance of initiatives related to shared values, inclusivity, and innovative work practices. Thus, this study sheds light on the influence of employee‐centric CSR in promoting HAW and on effective strategies that may contribute to achieving Sustainable Development Goals targets.

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An ROI-based review of HR analytics: practical implementation tools

Cited by 81 publications

References 58 publications

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

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

Employees recruitment: A prescriptive analytics approach via machine learning and mathematical programming

The 5 E(lements) of employee‐centric corporate social responsibility and their stimulus on happiness at work: An empirical investigation

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