Abstract
The world changes and new digital solutions arise in a fast pace, requiring organizations to adapt fast to these changes and innovations. Consequently, the required skills and knowledge of employees to effectively contribute to the core business of an organization, are also subject to changes. Currently, Human Resource (HR) professionals cannot acquire a sufficient insight into organizations’ human capital in order to align it with the current and future core processes of the organization. To acquire the necessary insights and knowledge, organizations see great potential in harnessing the wealth of data about their human capital and core processes. Hence, organizations have a great interest in HR Analytics, which is a rising field on the intersection of HR and big data. Despite the interest, there are only few efforts that focus on HR Analytics and its implementations. In this paper, we analyze the characteristics of the current HR function, present a framework that systematically exploits HR data in order to improve the HR function, and describe our implementation of parts of the presented framework. As such, our framework and its implementations can be regarded as a first step towards conducting HR Analytics in practice.
Highlights
This paper aims at utilizing big data for improving the Human Resource (HR) function in organizations
HR professionals face challenges when searching for an adequate answer to the question of how to match the wishes and abilities of individual employees to the requirements of the organization
To acquire the necessary insights and knowledge that can help HR professionals to minimize the gap or to anticipate an even greater gap, organizations see a great potential in harnessing the wealth of the data about their human capital and core processes
Summary
Organizations have invested heavily in collecting and analyzing various data sets, such as those pertaining to their customers and the usage of their resources. The wealth of the data that organizations have today about their core processes and their human capital has triggered HR professionals to exploit this data for improving the HR function. This is partly due to the fact that organizations are subject to a fast-changing reality in which new digital solutions drive organizations to adapt fast to these changes. HR professionals experience that, on the one hand, the development of the human capital and, on the other hand, the development of the core processes in organizations, are diverging This induces a gap between the competencies of an organization’s employees and what (skillset) is needed to adequately implement the core processes of the organization. HR professionals are increasingly unable to adequately match the wishes and abilities of employees to the requirements of the core processes of organizations
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