HR analytics: what’s holding users back?

Abstract

Purpose HR analytics is a process for systematic computational analysis of data or statistics. It discovers, interprets and communicates significant patterns in data to enable evidence-based HR research and uses analytical insights to help organizations achieve their strategic objectives. However, its adoption and utilization among HR professionals remain a subject of concern. This study aims to determine the reasons that facilitate or inhibit the acceptance of HR analytics among HR professionals in the banking, financial services and insurance (BFSI) sector. Design/methodology/approach A sample of 387 HR professionals in BFSI firms across India was collected through non-probabilistic purposive sampling. Structural equation modeling was applied to analyze the association between predetermined variables. In addition, the predictive relevance of “Data Availability” was analyzed using hierarchical regression. Findings The results revealed that data availability, hedonic motivation and performance expectancy positively influenced behavioral intention (BI). In contrast, effort expectancy, social influence and habit had an insignificant effect on BI. Also, facilitating conditions (FCs), habit, BI achieved a variance of 60% in HR analytics use. The use behavior of HR analytics was significantly influenced by FCs and BIs. Practical implications This study focuses on insights into the elements that influence HR analytics adoption, revealing additional light on success drivers and grey areas for failed adoption. Originality/value This research adds to the body of knowledge by identifying factors that hinder the adoption of HR analytics in Indian organizations and signifies the relevance of easy accessibility and availability of data for technology adoption.

A critical review of HR analytics: visualization and bibliometric analysis approach

“…There exists a huge number of blogs, reports and posts on social media on topics related to HR analytics. This research adds to the existing literature on HR analytics (Chalutz Ben-Gal, 2019;Vargas et al, 2018;Fernandez and Gallardo-Gallardo, 2021;Arora et al, 2022aArora et al, , 2022b as it integrates bibliometric analysis and content analysis for a greater methodical and comprehensive knowledge of HR analytics research and determines the leading journals publishing HR analytics articles. Most productive universities, key hotspots for research, most cited publications, major research regions and the most prominent author.…”

“…Most productive universities, key hotspots for research, most cited publications, major research regions and the most prominent author. The results reveal that HR analytics is in its infancy stage (Qamar and Samad, 2021; Arora et al , 2022a), and this research area is slowly and gradually gaining momentum. This validated the analysis of the degree of collaboration among the authors which increased after 2016 and reached the maximum in 2020.…”

“…Moreover, the question regarding the successful execution of HR analytics within establishments remains unanswered (Qamar and Samad, 2021;Arora et al, 2022b). Previous literature has identified many barriers to the adoption of HR analytics, including a lack of analytical skills among HR professionals, challenges concerning technology integration and low-quality data (McCartney and Fu, 2022;Dahlbom et al, 2020;Arora et al, 2022a) Nevertheless, human resource analytics is still at its nascent stage (Fernandez and Gallardo-Gallardo, 2021;Falletta and Combs, 2021;Arora et al, 2022b), and there is substantial growth in practicing HR analytics despite the lack of adoption of this technology (Dahlbom et al, 2020). Slowly and gradually establishments have started discussing the implementation of HR analytics to formulate strategic people-related decisions (Schiemann et al, 2018).…”

“…The advent of digitization and the availability of huge amounts of data has added fuel to the use of analytics to solve various business-related issues (Chen et al , 2012). As the human resource department is more aligned with the business, analytics in HR management is gradually gaining momentum (Boudreau and Ramstad, 2007) within HR literature (Marler and Boudreau, 2017; McCartney et al , 2021; Arora et al , 2022a). The growing demand for this technology has accelerated the use of a variety of tools related to HR analytics that can effectively and efficiently analyze people-related data for enhanced decision-making Marler and Boudreau (2017), Arora et al (2021).…”

“…Moreover, the question regarding the successful execution of HR analytics within establishments remains unanswered (Qamar and Samad, 2021; Arora et al , 2022b). Previous literature has identified many barriers to the adoption of HR analytics, including a lack of analytical skills among HR professionals, challenges concerning technology integration and low-quality data (McCartney and Fu, 2022; Dahlbom et al , 2020; Arora et al , 2022a)…”