Abstract
The purpose of this paper is to discuss the opportunities talent analytics offers HR practitioners. As the availability of methodologies for the analysis of large volumes of data has substantially improved over the last ten years, talent analytics has started to be used by organizations to manage their workforce. This paper discusses the benefits and costs associated with the use of talent analytics within an organization as well as to highlight the differences between talent analytics and other sub-fields of business analytics. It will discuss a number of case studies on how talent analytics can improve organizational decision-making. From the case studies, we will identify key channels through which the adoption of talent analytics can improve the performance of the HR function and eventually of the whole organization. While discussing the opportunities that talent analytics offer organizations, this paper highlights the costs (in terms of data governance and ethics) that the widespread use of talent analytics can generate. Finally, it highlights the importance of trust in supporting the successful implementation of talent analytics projects.
Highlights
Over the last decade or so, the exploitation of big data has become very popular among organizations (Mayer-Schönberger and Cukier 2013)
The resource-based view (RBV) in particular has been widely used for this purpose: in this context, talent analytics is associated with improvements in performance as it is a unique resource that organizations can use to generate competitive advantage
We have focused on analytics and how it can support the management of human resources
Summary
Over the last decade or so, the exploitation of big data (i.e., large volumes of structured and unstructured data generated by the routine activities of organizations) has become very popular among organizations (Mayer-Schönberger and Cukier 2013). Following the practitioners’ interests, academic researchers have started to reflect on the use of big data within organizations and its impact on performance (Davenport et al 2010; Rifkin 2014). Interest in talent analytics has been driven by a number of factors (CRF Research 2017; OrgVue 2019): a) the wide use of analytics in marketing, finance, and other business functions has led to the increasing awareness that the exploitation of data can help to create value (Davenport et al 2010); b) the availability of cheap systems has made data collection, storage, and processing straightforward as well as visually appealing (OrgVue 2019); c) the increasing use of metrics among HR teams has led organizations to invest resources into the development of quantitative skills among HR professionals.
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