Abstract
PurposeThe purpose of this paper is to explore the key ingredients that people analytics teams require to contribute to organizational performance. As the information that is currently available is fragmented, it is difficult for organizations to understand what it takes to execute people analytics successfully.Design/methodology/approachTo identify the key ingredients, a narrative literature review was conducted using both traditional people analytics and broader business intelligence literature. The findings were summarized in the People Analytics Effectiveness Wheel.FindingsThe People Analytics Effectiveness Wheel identifies four categories of ingredients that a people analytics team requires to be effective. These are enabling resources, products, stakeholder management and governance structure. Under each category, multiple sub-themes are discussed, such as data and infrastructure; senior management support; and knowledge, skills, abilities and other characteristics (KSAOs) (enablers).Practical implicationsMany organizations are still trying to set up their people analytics teams, and many others are struggling to improve decision-making by using people analytics. For these companies, this paper provides a comprehensive overview of the current literature and describes what it takes to contribute to organizational performance using people analytics.Originality/valueThis paper is designed to provide organizations and researchers with a comprehensive understanding of what it takes to execute people analytics successfully. By using the People Analytics Effectiveness Wheel as a guideline, scholars are now better equipped to research the processes that are required for the ingredients to be truly effective.
Highlights
The human resource management (HRM) function is making steps to combine its intuition, experience and beliefs with the new trend of data analytics (Rasmussen and Ulrich, 2015; Van der Togt and Rasmussen, 2017)
Marler and Boudreau define people analytics as “a HR practice enabled by information technology that uses descriptive, visual, and statistical analyses of data related to HR processes, human capital, organizational performance, and external economic benchmarks to establish business impact and enable data-driven decision-making” (2017, p. 15)
In this paper, we have identified and discussed the key ingredients that are required to establish an effective people analytics team based on the existing people analytics and business intelligence literature
Summary
The human resource management (HRM) function is making steps to combine its intuition, experience and beliefs with the new trend of data analytics (Rasmussen and Ulrich, 2015; Van der Togt and Rasmussen, 2017). Marler and Boudreau define people analytics (data analytics applied to human resources [HR]) as “a HR practice enabled by information technology that uses descriptive, visual, and statistical analyses of data related to HR processes, human capital, organizational performance, and external economic benchmarks to establish business impact and enable data-driven decision-making” The bank was looking to recruit specialists to work on Know Your Customer (KYC). This covers transaction screening; client file enhancement, including documentation and data as well as identity verification; and structural solutions to execute the bank’s KYC policies – all focused on protecting the bank from financial economic crime. Due to the shortage of people with the necessary skills
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