Redefining HR using people analytics: the case of Google

Abstract

Purpose This paper aims to highlight the importance of analytics and its advantages in the human resource domain using the example of Google, which has extensively used analytics to improve various aspects of people management. Design/methodology/approach The paper discusses human resource analytics and illustrates how it has been successfully implemented by Google to enable better decision-making. Findings Implementation of analytics in the area of human resources can make people-related decision-making objective, transparent and data-driven and, thus, make the function “quantitative” in nature. Originality/value Although analytics has been widely implemented in functions such as finance and marketing, it is yet to gain a strong foothold in the domain of human resources. This paper discusses how Google, a leading organization in the field of technology, has been able to take impactful people-related decisions with the help of analytics.

Digitalization and its Impact on the Future Role of SCM Executives in Talent Management – An International Cross‐Industry Delphi Study

“…Similar to the present study, the existing research indicates that most executives are trapped in their daily business and do not spend enough time on performance feedback, which often makes talented employees feel dissatisfied and undervalued, leading to withdrawal and a direct impact on performance (Buck and Morrow 2018). It is assumed, as we do, that increasing digitalization changes performance management processes from standard appraisals to continuous monitoring, feedback, and coaching and therefore transforms the role of executives (Buck and Morrow 2018; Pape 2016; Shrivastava et al 2018; Tursunbayevaa et al 2018). There are already pioneer research projects, for example, from Google (Shrivastava et al 2018) or McKinsey (Fecheyr‐Lippens et al 2015) with first successes in this field of research.…”

“…It is assumed, as we do, that increasing digitalization changes performance management processes from standard appraisals to continuous monitoring, feedback, and coaching and therefore transforms the role of executives (Buck and Morrow 2018;Pape 2016;Shrivastava et al 2018;Tursunbayevaa et al 2018). There are already pioneer research projects, for example, from Google (Shrivastava et al 2018) or McKinsey (Fecheyr-Lippens et al 2015 with first successes in this field of research. However, there are also critical studies that consider the topic more of a hype due to the modest progress made in recent years (Angrave et al 2016;Leonardi and Contractor 2018).…”

Tackling the HR digitalization challenge: key factors and barriers to HR analytics adoption

“…We found two general definitions (see, Leonardi and Contractor, 2018;Gaur et al, 2019) that basically refer to PA as a process that offers information to make better decisions. On the other hand, Nielsen and McCullough (2018) and Shrivastava et al (2018) offer a more detailed definition and highlight several analytical techniques (e.g., data mining, prediction, and experimental research) that PA use to offer higher-quality information. When referring to PA, individuals' attributes are the basic data considered.…”

Fearless path for human resource personnel’s through analytics: a study of recent tools and techniques of human resource analytics and its implication

“…HR Analytics differ to different people and different organization; some refers it as data matrices, decision making tool and statistical tool for data visualization [ 19 , 20 ]. The later researches have marked a synthesized and systematic approach for HR Analytics which proves to be beyond HR matrices [ 11 , 21 ] inviting for more focused approach to draw meaningful insights and play a key role in strategic execution [ 11 ]; thus redefining the HR Analytics from new and broader perspective [ 22 ].…”