Abstract
Drawing on a case study of a large multinational fashion company, we describe the process of development of a Workforce analytics initiative within the corporate HR department resulting from the collaboration of practitioners and researchers. The article elaborates on three main points: (a) how social science research methods and the competences of management researchers may act as the basis for a rigorous Workforce analytics infrastructure and support the development of such practice along time, (b) some of the key levers and limitations for the creation of a Workforce analytics initiative within a company, and (c) how this emerging practice illustrates a symbiotic relationship between academics and practitioners. After presenting the case, we close with a set of lessons learned both for practitioners and scholars in the field.
Published Version
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