Unlock the Art of People Analytics through Workforce Competency Management
DOI:
https://doi.org/10.56294/saludcyt2022245Keywords:
Human Resource Management, Human Resource Analytics, Decision-making, LAMP, COM, HRA, Competency Model, BASP, HR AnalyticsAbstract
Data application in organizations has shifted its focus to meeting the legal requirements of employment. This shift in data use gradually altered the dynamics of the Human Resource Management (HRM) role, and organizations now expect high-quality analysis from HR professionals.
Various studies suggested that the use of Human Resource Analytics (HRA) would assist HR professionals in developing diverse viewpoints on their contribution to the financial targets of organizations through the creation of suitable measurements. Still, not many researchers have explored the role of HRA in increasing the business outcomes of Indian organizations. In this study, we analysed the role of HRA competencies in determining business outcomes as well as examined the gap existing in the expected and existing competencies of HR analysts in Indian organizations.
Our in-depth literature review prepared a conceptual framework based on Capability Motivation and Opportunity (CMO) model. A quantitative methodology was adopted to gather the data as it integrates the components of HRA competency and measures their impact on business outcomes. A structured questionnaire was designed and distributed to 230 HR professionals, including HRA users as well as HR managers who work in different organizations in the city of Bengaluru. The data were analysed using various statistical tools and SPSS software. Overall, our study provides a significant depiction of the role of HRA in determining business outcomes, as well as the gap between the competencies demonstrated by HR analysts and the competency levels expected of them
References
1. Mortenson MJ, Doherty NF, Robinson S. Operational research from Taylorism to Terabytes: A research agenda for the analytics age. European Journal of Operational Research 2015;241:583–95. https://doi.org/10.1016/j.ejor.2014.08.029.
2. Beer M. The transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic role. Human Resource Management 1997;36:49–56. https://doi.org/10.1002/(SICI)1099-050X(199721)36:1<49::AID-HRM9>3.0.CO;2-W.
3. Caldwell R. The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties. Journal of Management Studies 2003;40:983–1004. https://doi.org/10.1111/1467-6486.00367.
4. Haines VY, Lafleur G. Information technology usage and human resource roles and effectiveness. Human Resource Management 2008;47:525–40. https://doi.org/10.1002/hrm.20230.
5. Bassi L. Raging debates in HR analytics. People and Strategy 2011;34:14.
6. Dias I, Sousa MJ. Business Intelligence Applied to Human Resources Management. In: Rocha A, Correia AM, Costanzo S, Reis LP, editors. New Contributions in Information Systems and Technologies, Cham: Springer International Publishing; 2015, p. 105–13. https://doi.org/10.1007/978-3-319-16528-8_11.
7. Guest DE. Human resource management and performance: still searching for some answers. Human Resource Management Journal 2011;21:3–13. https://doi.org/10.1111/j.1748-8583.2010.00164.x.
8. Walsh K, Sturman MC, Longstreet J. Key Issues in Strategic Human Resources 2010.
9. Lawler III EE, Levenson A, Boudreau JW. HR metrics and analytics–uses and impacts. Human Resource Planning Journal 2004;27:27–35.
10. Pape T. Prioritising data items for business analytics: Framework and application to human resources. European Journal of Operational Research 2016;252:687–98. https://doi.org/10.1016/j.ejor.2016.01.052.
11. Rasmussen T, Ulrich D. Learning from practice: how HR analytics avoids being a management fad. Organizational Dynamics 2015;44:236–42. https://doi.org/10.1016/j.orgdyn.2015.05.008.
12. Wright PM, Gardner TM, Moynihan LM, Allen MR. The Relationship Between Hr Practices and Firm Performance: Examining Causal Order. Personnel Psychology 2005;58:409–46. https://doi.org/10.1111/j.1744-6570.2005.00487.x.
13. Bhardwaj S, Patnaik S. People Analytics: Challenges and Opportunities–A Study Using Delphi Method. IUP Journal of Management Research 2019;18:7–23.
14. Acito F, Khatri V. Business analytics: Why now and what next? Business Horizons 2014;57:565–70. https://doi.org/10.1016/j.bushor.2014.06.001.
15. Ward MJ, Marsolo KA, Froehle CM. Applications of business analytics in healthcare. Business Horizons 2014;57:571–82. https://doi.org/10.1016/j.bushor.2014.06.003.
16. Momin WYM, Mishra K. HR analytics as a strategic workforce planning. International Journal of Applied Research 2015;1:258–60.
17. Lawler EE, Boudreau JW. Global Trends in Human Resource Management: A Twenty-Year Analysis. Stanford University Press; 2015. https://doi.org/10.1515/9780804794558.
18. Trends DGHC. Rewriting the rules for the digital age 2017.
Published
Issue
Section
License
Copyright (c) 2022 Gayathri R Babu , Shivaprasad Govindappa (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
The article is distributed under the Creative Commons Attribution 4.0 License. Unless otherwise stated, associated published material is distributed under the same licence.
