The rise of people analytics and the future of organizational research

Polzer, Jeffrey T.

doi:10.1016/j.riob.2023.100181

Cited by 9 publications

(3 citation statements)

References 98 publications

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“…Successful HR programs are those prepared to respond, evolve, and align with the ever-changing workplace [31]. Learning labs in HR that regularly examine change in the workplace and measure their effectiveness is a potential new area of study that could help academics and practitioners better understand how to prepare others for the challenges ahead.…”

Section: Discussionmentioning

confidence: 99%

Putting the Leadership Back into Human Resources Degrees: A Focus on Emerging Curricula and Pedagogy

Galloway,

Boozer,

Hubbard

2023

Human Resource Management - An Update

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This chapter delves into the dynamic and rapidly changing skill requirements needed by today’s Human Resource [HR] professionals. Specifically, we investigate the trends currently shaping graduate preparation programs and what sort of curricular changes are needed to prepare the next generation of HR professionals. We bring an explanatory sequential mixed-methods approach to the problem, first gathering empirical data describing trends in enrollment and degrees awarded to understand the demand for and supply of graduate HR programs. We also collected data on programmatic offerings that included the cost and the number of graduate units required in the leading master’s programs in human resources, as well as similar data from California that described the various graduate certificate programs offered within the state. We then conducted a series of interviews and a focus group that was comprised of local HR professionals enabling us to think through potential program designs. Our study revealed that there is a pressing call for programs that shift from theory-intensive courses toward those that offer practical skills in navigating an ever-evolving workplace. Furthermore, participants strongly advocated for a hybrid program to better prepare them for both the real and virtual world that HR professionals must now navigate.

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Section: Discussionmentioning

confidence: 99%

Putting the Leadership Back into Human Resources Degrees: A Focus on Emerging Curricula and Pedagogy

Galloway,

Boozer,

Hubbard

2023

Human Resource Management - An Update

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“…The analysis of text data through natural language processing (NLP) is one of the most notable technology-enablers in HR analytics (Cho, Choi, & Choi 2023;Margherita 2021;Polzer 2022).…”

Section: Personality Assessment Based On Linguistic Analysismentioning

confidence: 99%

Assessment of Personal Values for Data-Driven Human Resource Management

Kimura

2023

Data Science Journal

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Business organizations have introduced data analytics to human resource management (HRM) to predict employee behavior in recent years. This practice is called HR analytics, and uses the various properties of employees, including their personal values, as inputs. Personal values are conceptualized as stable personal traits that represent the relevant employee. Previous studies in the area have shown that the personal values of employees influence their attitudes and behaviors as well as the performance of their group. Assessing these values is thus important in HRM. Although most previous studies have measured personal values based on self-reported questionnaires, this method encounters many problems, such as the social desirability bias. Accordingly, more recent studies have proposed alternative methods that apply machine learning algorithms to linguistic or visual data. This study reviews research on personal values by focusing on the methods used to measure them, and discusses the usefulness of and the challenges to the measurement of personal values. We also discuss future directions of research on the assessment of personal values.

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“…The HR landscape is currently undergoing a significant shift, as evidenced by technological disruptions and more prominent use of big data, artificial intelligence (AI), and machine learning (ML) to make more evidence‐based decisions (Fernandez & Gallardo‐Gallardo, 2020; Harney & Collings, 2021; Minbaeva, 2021; Polzer, 2023; Strohmeier, 2018). These advancements have facilitated the rapid growth and adoption of people analytics, leading to multiple explorations of why and how people analytics can add value to organizations through enhanced decision‐making practices (Harris et al, 2011; McCartney & Fu, 2022a; Minbaeva, 2018, 2021; Rasmussen & Ulrich, 2015; Samson & Bhanugopan, 2022; Sivathanu & Pillai, 2020).…”

Section: Introductionmentioning

confidence: 99%

Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills

McCartney,

2023

Human Resource Management

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Although research identifies analytical and storytelling skills as the two broad human capital inputs required to perform people analytics, further research is required to better understand how People Analysts that is, the enactors of people analytics, perceive the impact of these skills on their performance. Accordingly, this study draws on the human capital resource (HCR) and HCR complementarity frameworks to investigate the individual and collective impact of analytical and storytelling skills on People Analysts perceived job performance. A mixed‐method sequential explanatory research design is adopted, finding mixed results. Consistent with existing research, results from Phase 1 find People Analysts perceive storytelling skills to be positively associated with their job performance. However, contrary to existing claims, the findings reveal that analytical skills are only perceived to be significant in influencing People Analysts job performance when combined with storytelling skills, supporting a complementarity HCR relationship. To further explain the findings from Phase 1, Phase 2 involved collecting data from 50 people analytics professionals via semi‐structured interviews. Results from the thematic analysis reinforce the survey findings while also illustrating that People Analysts perceive the complementarity relationship between analytical and storytelling skills as important for improving job performance. Accordingly, we argue that debate in this area should be reframed to acknowledge the necessity of complementarities in building people analytics capabilities.

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The rise of people analytics and the future of organizational research

Cited by 9 publications

References 98 publications

Putting the Leadership Back into Human Resources Degrees: A Focus on Emerging Curricula and Pedagogy

Putting the Leadership Back into Human Resources Degrees: A Focus on Emerging Curricula and Pedagogy

Assessment of Personal Values for Data-Driven Human Resource Management

Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills

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