Design thinking: a cognitive resource for improving workforce analytics and training evaluation

Abstract

Purpose The firms use training evaluation practices (TEPs) to determine the return of billions of dollars spent on employee training and development activities. The firms need to modernize the set of TEPs for evidence-based workforce management decisions. This study aims to examine a mediation mechanism to explain how human resource (HR) professionals’ design thinking (DT) mindset strengthens the set of TEPs using predictive workforce analytics (PWAs). Design/methodology/approach The authors used SPSS computational named MLMED to test the proposed relationships by collecting data from 180 management professionals serving in subsidiaries of multinational corporations in Pakistan. Findings The statistical results demonstrated that DT is not directly related to firms’ TEPs. However, the statistical results supported the mediating role of firms’ use of PWAs between DT and TEPs. Originality/value The findings offer a new perspective for firms to use HR professionals’ DT mindset for modernizing the set of existing HR practices.

Integrative Literature Review on People Analytics and Implications From the Perspective of Human Resource Development

“…For example, Jörden et al (2022) used the term “people analytics” throughout their article, but they adopted Marler and Boudreau’s (2017) definition of “HR analytics.” In the literature, “analytics” is considered a process, practice, principle, method, or organizational capability. Some researchers have limited analytics to the HR function (Zafar et al, in press), whereas others consider it a broader organizational-level practice (McIver et al, 2018). Although multiple perspectives exist, several common elements of “people analytics” have emerged: a data-driven approach, a strategic focus, a continuous process, and the integration of multiple areas.…”

“…Many researchers have argued that although technology facilitates the implementation of people analytics, it should be viewed as a means to achieve an organization’s goals rather than the main driver (Marler & Boudreau, 2017; van den Heuvel & Bondarouk, 2017). Though technology enables the processing of vast amounts of data and the generation of valuable insights, it is essential to recognize that the successful adoption of people analytics also depends on the organizational culture and leadership support as well as their data or digital literacy (Dahlbom et al, 2020; Zafar et al, in press). Depending on how it is integrated and aligned with broader organizational strategies and HRD objectives, technology may be either a help or a hindrance in the effective implementation of people analytics (McCartney & Fu, 2022; Shet et al, 2021).…”