Human Resource Analytics: Implications For Strategy Realization and Organizational Performance

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University Honors Theses University Honors College
3-2-2018
Human Resource Analytics: Implications for Strategy Realization

and Organizational Performance
Xylia Kathleen M. Lydgate
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Running Head: HR ANALYTICS AND STRATEGY
Human Resource Analytics:
Implications for Strategy Realization and Organizational Performance
by
Xylia Lydgate
An undergraduate honors thesis submitted in partial fulfillment of the
requirements for the degree of
Bachelor of Arts
in
University Honors
and
Business Administration: Human Resource Management and Marketing
Thesis Adviser
David E. Caughlin
2018
2
HR ANALYTICS AND STRATEGY
Abstract
Human resource (HR) analytics continues to attract significant attention from organizations
worldwide as the HR profession is being held to a higher standard in terms of data-driven
decision making and strategy realization. This paper defines HR analytics based on a thorough
review of 71 sources and offers a foreground for understanding the role it plays in strategy
formulation and implementation across business. A total of 9 case studies will be integrated
throughout the body of the thesis to further contextualize its practicality and impact on US-based
firms. The primary objective of this paper is to demonstrate that HR analytics continues to make
progression in both the literature and real-life business cases. I recommend that future research
address the skills and competencies required for the practice of HR analytics as well as identify
the best practices and principles of an effective HR analytics function.
Keywords: human resource analytics, strategy, strategic human resource management

3
Human Resource Analytics:
Strategy Realization and Firm Performance
Increasingly, many companies offer employees benefits and perks, such as an all-you-
can-eat assortment of free food, an open-pit barbecue shack, sushi and juice bar, ice cream
cookie bakery, unlimited snacks all day (Sullivan, 2013), full-coverage pet insurance (Jenks,
2017), $4,000 in “baby cash” for soon-to-be parents, or even a $2,000 bonus each year to travel
anywhere in the world (Smith, 2016). The purpose behind these incredible benefits and perks
extends beyond happy employees. In fact, successful companies such as Google, Facebook, and
Apple are able to measure and evaluate the effects of such talent management practices and, in
turn, make data-driven decisions to justify their returns on business performance – an approach
called human resource analytics. Although it has been defined in different ways, human resource
(HR) analytics refers to the practice of using data to support decisions pertaining to HR systems,
policies, and practices. In a world where top management often looks to the numbers before
making decisions, HR analytics represents a growing trend amongst the management field (Pfau
& Cohen, 2003; Rasmussen & Ulrich, 2014), as the practice offers a useful framework and set of
tools for measuring and evaluating the efficacy of HR systems, programs, and interventions. For
instance, senior leaders who are paying close attention to the rise of big data and its impact on
the field of human resources have potential to advance their organizations’ productivity and
profitability by up to 6% higher than their peers (Barton & Court, 2012). Other literature
suggests that measuring employee management practices is essential for driving shareholder
value and positively increasing business metrics including employee growth, average profit, and
revenue per employee (Bates, 2003; Pfeffer & Veiga, 1999).

4
According to Mondore, Doutitt & Carson (2011), HR analytics “[demonstrates] the direct
impact of people data on important business outcomes” based on empirical evidence (p. 21).
Other terms that are more or less synonymous with or inclusive in the definition of HR analytics
include talent analytics, workforce analytics, people analytics, human capital analytics, human
capital strategy and human capital metrics, HR metrics, and evidence-based management. For
reasons of parsimony, I will use the term HR analytics throughout this thesis.
It should be noted that HR analytics is more than collecting data and conducting analyses;
rather, it can be used as an approach to quantify the effects of HR initiatives, influence executive
buy-in, and enable cross-functional interaction amongst departments (Bates, 2003; Chadwick,
Super & Kwon, 2015; Mondore et al., 2011). Further, a variety of approaches to HR analytics –
and data analytics more generally – exist, and in most cases, these approaches can be categorized
along a continuum of complexity, ranging in ascending order of sophistication from descriptive,
predictive, and prescriptive analytics.
HR analytics is a relatively new term and reflects a multidisciplinary trend toward using
data to inform decision making, as reflected in the rapid growth of data science. With that said,
HR analytics has roots in industrial and organizational psychology – a discipline which has been
in existence for over a century – as well as mathematics, statistics, and economics. For example,
industrial and organizational psychologists have, for many decades, used data to validate
employee selection tools and evaluate training (as well as numerous other practices) in
organizations. Accordingly, for some organizations, the rise of HR analytics has resulted in a re-
branding of an existing function, whereas in other organizations, an entirely new function was
introduced. As will be addressed later in this thesis, HR analytics tends to place more of an
5
emphasis on informing and supporting organizational strategy, and in the process, integrating HR
with other business functions. Finally, HR analytics packages many data-analytic techniques and
concepts into a HR-specific bundle, while simultaneously accounting for legal, ethical, and
business considerations and implications.
Logically, the HR analytics function may be integrated within an organization’s broader
strategic human resource management (HRM) function, as one can argue that doing so may help
the organization identify and develop commitment-based HR systems and high performance
work practices (Chadwick et al., 2015; Combs, Liu, Hall, & Ketchen, 2016). Commitment-based
HR systems refer to heavy organizational investment in resources that support the growth and
development of employees. For example, when managers implement intense, rigorous, and
competitive talent acquisition practices and training and development for employees, this
collection of systems and practices is often referred to as commitment-based HR systems
(Chadwick et al., 2015). Similarly, according to strategic HRM scholars, high performance work
practices refer to systems of practices designed to enhance worker motivation and performance,
such as pay-for-performance plans and flexible work arrangements, to name a few (Bates, 2001;
Combs et al., 2016). Thus, it stands to reason that HR analytics has the potential to facilitate the
realization of strategic objectives and improve organizational competitiveness by leveraging data
to identify and develop better commitment-based HR systems and high performance work
practices. With that said, the following questions remain:
What is the current state of the science and practice of HR analytics? How does HR
analytics and strategic HRM operate synchronously to impact firm performance? Does
6
HR analytics support the identification, deployment, and evaluation of high-performance
work practices?
Despite the growing interest in HR analytics and the logical argument that HR analytics
can be integrated into strategic HRM, relatively few empirical studies have directly investigated
whether companies with a defined HR analytics function outperform those that lack a defined
HR analytics function, or as Rasmussen and Ulrich (2014) stated: “the lack of analytics on
analytics” (p. 237). Of course, the absence of evidence on a particular phenomenon does not
necessarily mean evidence of absence. In other words, there is a gap in the literature, and more
research is needed to understand how HR analytics is operationalized across organizations and
under what conditions a well-defined HR analytics function contributes to an organization’s
performance. In recognition of this gap in the literature, in this thesis, I will be compiling and
synthesizing peer-reviewed scholarly sources, practitioner journal articles, published books,
news articles and press releases, white papers, popular magazines, blog posts, and case studies to
clarify disparities in the differences between scholarly and practitioner literatures, and evidence
pertaining to my aforementioned research questions. Specifically, I will conduct a rigorous
review of the extant literature to identify how and why a HR analytics function is implemented in
organizations, and the extent to which a HR analytics function can add value and facilitate the
attainment of strategic objectives. To contextualize HR analytics and provide concrete examples,
I will integrate case studies throughout this thesis. Case studies will be identified in accordance
with literature findings and be paired alongside discussions inspired by the HR analytics
discourse community. The structure of the paper will lead with a literature review methodology
section, followed by an introduction that includes an in-depth definition of HR analytics and

7
strategic HRM, as well as the state of science and practice in those areas. Lastly, I will discuss
the limitations of the present review and implications for future research and practice.
Literature Review Methodology
The primary method of information gathering utilized for this thesis is an extensive
literature review. A total of 71 sources published from years 1995 to 2018 were reviewed from a
collection of journals, including the Academy of Management Journal, Harvard Business
Review, Human Resource Management Journal, Journal of Business Strategy, People and
Strategy, Personnel Psychology, and Organizational Dynamics, as well as non-refereed sources.
A combination of academic databases served as the foundation for searching for and
documenting such articles, including Google Scholar, Emerald Insight, GALE Business
Collection, and Elsevier ScienceDirect. Thirteen sources were books on the topics of human
capital, talent management, employee experience, big data, and analytics and metrics. As there is
not one agreed on term regarding HR analytics in the both the scholarly and practitioner
literatures, my keyword search terms included workforce analytics, people analytics, people
research, talent analytics, predictive analytics, human capital analytics, human capital
management, high performance work practices, strategic human resource management,
employee experience, human resource architecture, human resource metrics, human resource
data, and evidence-based human resources. In addition to conducting manual searches in
specific databases, I searched for other related articles based on the listed citations and
corresponding references of key articles, and by using the “cited by” function in Google Scholar.
Relevant information from 71 sources will be highlighted in the following literature review to
address my research questions.

8
Table 1, Table 2, and Figure 1 list all sources reviewed in this paper categorized by
publication type. Among the literature reviewed, peer-reviewed (20) and practitioner (15)
journals were given more weight in the analysis followed by books (13). The additional 24
sources include blog posts, white papers, news articles, and popular magazines which
contributed to the discussion on HR analytics, strategic HRM, and other similar topics.
Table 1. Specific Sources of Reviewed and Source Type.
Source Type
Alharthey & Rasil (2011) Scholarly journal
Angrave et al. (2016) Scholarly journal
Barrette (2015) Practitioner journal
Barton & Court (2012) Practitioner journal
Bassi (2011) Practitioner journal
Bates (2001) Practitioner journal
Bates (2003) Popular magazine
Bauer & Caughlin (2017) Blog
Beatty (2005) White paper
Becker et al. (2001) Book
Bock (2015) Book
Boselie et al. (2005) Scholarly journal
Boudreau & Ramstad (2007) Book
Brown (2013) Book
Burris (2016) Blog
Carlson & Kavanaugh (2015) Book
Campion & McClelland (1991) Scholarly journal
Cascio & Boudreau (2011) Book
Caughlin, D. E. (in press) Other
Chadwick et al. (2015) Scholarly journal
9
Combs et al. (2016) Scholarly journal

Davenport & Patil (2012) Practitioner journal
Davenport et al. (2007) Practitioner journal
Deloitte’s Bersin Finds Effective Use of People Analytics Is Other
Strongly Related to Improved Talent and Business
Outcomes (2017)
De Treville & Antonakis (2006) Scholarly journal
Dobbs et al. (2012) Practitioner journal
Dorio et al. (2014) White paper
Edwards and Edwards (2016) Book
Falletta (2014) Scholarly journal
Fitz-enz (2010) Book
Fitz-Enz & Mattox (2014) Book
Future Insights: the top trends according to SHRM's HR White paper
subject matter expert panels (2009)
Gale (2015) Popular magazine
Harris & Light (2011) Scholarly journal
Heskett et al. (2008) Practitioner journal
Humphrey et al. (2007) Scholarly journal
Hunt (2014) Book
Huselid (1995) Scholarly journal
IBM Watson Talent Insights (2018) Other
Isson and Harriott (2012) Book
Jackson et al. (2014) Scholarly journal
Jiang et al. (2012) Scholarly journal
Kaur & Fink (2017) White paper
Khoso (2016) Blog
Lawler et al. (2004) White paper
Levenson (2010) White paper
Marler & Boudreau (2017) Scholarly journal
10
McAfee and Brynjolfsson (2012) Practitioner journal

Molefe (2014) Other
Mondore et al. (2011) Practitioner journal
Morgan (2017) Book
New Bersin by Deloitte Research Shows Organizations with Other
High-Impact Talent Analytics Realize Major Financial,
Leadership, and Recruitment Gains (2013)
Pease (2015) Book
Pemmaraju (2007) Practitioner journal
People analytics at Google: using data to make Google a great Blog
place to work (2017)
Pfau & Cohen (2003) Scholarly journal
Pfeffer & Veiga (1999) Scholarly journal
Rasmussen & Ulrich (2014) Scholarly journal
Rousseau & Barends (2011) Practitioner journal
Schiemann & Seibert (2017) Practitioner journal
Sinar (2018) Blog
Smith (2016) Blog
Sullivan (2013) News article
Taylor (et al. 1996) Scholarly journal
The Dollars and Sense of Employee Engagement, Calculate Blog
Your ROI (2017)
Thibodeau (2018) News article
Ulrich, Schiemann & Sartain (2015) Practitioner journal
van den Heuvel, S., & Bondarouk, T. (2016) Other
Walsh et al. (2010) Scholarly journal
Welbourne (2015) Practitioner journal
Witte (2016) Scholarly journal
11
Table 2. Literature Reviewed by Source Type.
Source Type Number of sources
Scholarly journal (peer-reviewed) 20

Practitioner journal 15
Book 13
Blog post 7
Other 6
White paper 6
News article 2
Popular magazine 2
Figure 1. Bar chart of the relative number of sources per source type
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The specific literature selected for this review addresses HR analytics or similar concepts
that contribute to the overall understanding of the function and its applications in business. The
following literature review will follow a process timeline from an organizational perspective
beginning with strategy formulation to strategy realization. First, I will provide an overview of
the state of the science pertaining to HR analytics, including contemporary definitions and
applications. Second, I will discuss the contingencies involved in building organizational support
from upper management and stakeholders to support a HR analytics function. Third, I will
describe the development process of a HR analytics function and the role it plays in strategy
formulation and planning. Fourth, I will provide an overview of the major steps involved in
implementing HR analytics within an organization. Lastly, I will summarize any literature
investigating the effects of HR analytics and strategic HRM on firm performance. Concurrently,
I will be making connections, identifying gaps, and drawing conclusions abfvout the literature in
relation to my research questions. Upon assessing the effects of HR analytics on organizational
performance, I will be considering factors such as financial gains, employee attrition, customer
satisfaction, and cost savings.
HR Analytics: State of the Science and Practice
The current body of literature on HR analytics suggests that many organizations collect
and/or analyze relatively few types of HR data and engage in a backwards-looking approach for
reporting HR processes to executive management (Angrave, Stuart, Charlwood, Kirkpatrick, &
Lawrence, 2016; Harris & Light, 2011; Mondore et al., 2011). In terms of the analytics
complexity continuum (i.e., descriptive, predictive, and prescriptive analytics), such approaches
can be categorized as basic descriptive analytics. While informative, by themselves, these

13
approaches to HR analytics are necessary but not sufficient for developing and implementing HR
systems, policies, and practices with a measurable impact on business performance. Further, they
may be insufficient for convincing key stakeholders, such as executive management, to invest
more resources in the HR function. This emphasis on descriptive analytics has its roots in the
metrics reported commonly by HR departments (e.g., turnover rate, yield ratio) and by HR
information systems. Some place the blame for the overreliance on HR metrics and descriptive
analytics on the HR information systems used by organizations, as they can be limited in
functionality and report solely historical information (Angrave et al. 2016). While these
traditional forms of analytics may be useful for reporting, they fall short of predicting important
employee and organizational outcomes (Harris & Light, 2011). Thus, given that strategic HRM
is inherently future-oriented, it stands to reason that a robust HR analytics, replete with
descriptive, predictive, and prescriptive analytics, has the potential to facilitate strategy
realization and ultimately improve firm performance through its influence on high performance
work practices and commitment-based HR systems.
Defining HR Analytics
Prior to an in-depth discussion on the literature, it is critical to establish a common
definition of HR analytics and how it differs among the discourse community. Additional terms
that are more or less synonymous with HR analytics include talent analytics, workforce analytics
and workforce science, talentship decision science, people analytics and people research, human
capital analytics, human capital strategy and human capital metrics, HR metrics and HR
architecture, talent architecture, and evidence-based HR and management. Additional terms that
14
are related to the definition and application of HR analytics include descriptive, predictive, and
prescriptive analytics.
Regarding data analytics, in general, scholars recognize that the practice and application
of analytics can be defined along a continuum (Cascio & Boudreau, 2011; Fitz-Enz & Mattox,
2014; Isson & Harriot, 2016; Kaur & Fink, 2017; Pease, 2015; Witte, 2016). First, one can
conceptualize two broad categories of analytics that organizations may practice: retrospective
and prospective. Retrospective analytics is a backwards-looking approach for reporting historical
organizational performance (Molefe, 2014). Prospective analytics is a forward-looking approach
which builds upon retrospective data for making predictions about future performance (Fitz-enz,
2010; van den Heuvel & Bondarouk, 2016).
Subsumed within the overarching categories of retrospective and prospective analytics
are three dimensions of analytics: descriptive, predictive and prescriptive (see Figure 2) (Fitz-
Enz & Mattox, 2014; Isson and Harriot, 2016). Nested with retrospective analytics, descriptive
analytics answers the question: “What happened in the past?” (Fitz-Enz & Mattox, 2014).
Descriptive analytics is practiced by using various measurement tools to conduct basic reporting,
including those generated from mobile and cloud-based software programs (Gale, 2015).
Predictive analytics answers the questions: “What will happen, why will it happen, and how will
it happen?” Predictive analytics can be used to make evidence-based predictions about future
outcomes (Bock, 2015; Edwards & Edwards, 2016; Fitz-Enz & Mattox, 2014). Finally,
prescriptive analytics leverages predictive analytics findings to prescribe specific actions and to
anticipate organizational change (Hunt, 2014; Pease, 2015).

15
Figure 2. This figure illustrates the three dimensions of the data analytics continuum with
applications to business and HRM (Fitz-Enz & Mattox, 2014; Isson & Harriot, 2016).
Regarding HR analytics, specifically, there is not one conclusive way to define and
conceptualize HR analytics. With that said, some consensus is building that HR analytics is more
than just retrospective analytics, descriptive analytics, or traditional HR metrics. Of the 71
sources reviewed, 19 of them mention HR analytics, or a similar term, but do not define it; 32
sources define HR analytics or a similar term; and the 20 remaining sources comprise of other
related terms that contribute to the literature surrounding HR analytics, strategy, and its
significance to the discourse community. As previously mentioned, there appears to be
conflicting information (or, at times, misinformation) regarding what an effective HR analytics
function looks like (Angrave et al. 2016; Rasmussen & Ulrich, 2014). By definition, there does
not appear to be a consistent way HR analytics is defined across-the-board in literature. There are
a number of reasons for disparities in the definition of HR analytics. These can range from the
way an organization customizes its processes to the size of an organization to the competencies
of the individuals who work in the HR department (Bassi, 2011; Kaur & Fink, 2017). Bassi
(2011) highlights several important factors that contribute to the implementation of HR analytics
and sets the groundwork for trending gaps in the literature. Namely, no organization is the same
16
in the way its processes and procedures are designed. If an organization is striving to incorporate
a HR analytics function, it is expected that it will look different across organizations and
industries. Further, Bassi argues that the size of an organization plays a role in an organization’s
capacity and likelihood to design a HR analytics function. For example, as Bassi notes, a smaller
company may be more concerned with the daily operations of running a business and gaining
stability rather than investing additional resources in HR analytics. Furthermore, the knowledge,
skills, and abilities of current HR analysts and managers – particularly with respect to
quantitative skills – influence the extent HR analytics will lead to prescriptive action in support
of strategic business initiatives (Bassi, 2011; Pfau & Cohen, 2003).
A summary of the collected definitions can help business leaders and scholars alike
generate a more comprehensive understanding of what HR analytics is and how it can be used to
transform business decisions and performance (see Table 3). After reviewing this collection of
definitions, I expand the preliminary definition of HR analytics provided in the introduction of
this thesis and define HR analytics as the practice of analyzing HR-related data to support
decision making and implement measurable action for improving employee and organizational
performance, realizing strategic objectives, and achieving and maintaining a competitive
advantage. This is a comprehensive definition of HR analytics that was derived after careful
recognition of patterns across 32 different descriptions of the term noted in this literature review.
17
Table 3. Definitions of HR analytics.
Source Mentions HR Defines HR If yes, the definition provided:

analytics or analytics or
similar term? similar term?
Alharthey & Rasli (2011) No No N/A
Angrave, et al., (2016) Yes Yes Using it [HR data] to answer strategic questions about how
people create value for the organization, so that value can
be captured and leveraged (5)
Barrette (2015) Yes No N/A
Barton & Court (2012) Yes No N/A
Bassi (2011) Yes Yes The application of a methodology and integrated process
for improving the quality of people-related decisions for
the purpose of improving individual and/or organizational
performance (16)
Bates (2001) No No N/A
Bates (2003) Yes Yes Calculating with confidence the return on investment
(ROI) of individual employees (1)
Bauer & Caughlin Yes No N/A
(2017)
Beatty (2005) No No N/A
Becker et al. (2003) Yes Yes The sum of the HR function, the broader HR system, and
the resulting employee behaviors (1)
Bock (2015) Yes Yes Moving from description to analysis and insight to
prediction, using employee attrition as an illustration (288)
Boselie et al. (2005) No No N/A
Boudreau & Ramstad Yes Yes To increase the success of the organization by improving
(2007) decisions that depend on or impact talent resources
[talentship decision science] (25)
Brown (2013) Yes Yes Calculating the knowledge and skills of the workforce
[human capital analytics] (215)
Burris (2016) Yes No N/A
Carlson & Kavanaugh Yes No N/A
(2015)
Campion & McClelland No No N/A
(1991)
Cascio & Boudreau Yes Yes Fact-based decision making (21)
(2011)
Caughlin, D. E. (in press) Yes Yes The systematic and scientific process of applying
quantitative or qualitative data analysis methods to derive
insights that shape and inform employee-related business
decisions and performance (2)
Chadwick et al. (2015) No No N/A
Combs et al. (2006) No No N/A
Davenport & Patil (2012) No No N/A
Davenport et al. (2007) Yes Yes Analytical HR starts with the delivery of historical facts
and ends with real-time deployment of talent based on
rapidly changing needs (3)
Deloitte’s Bersin Finds Yes No N/A
Effective Use of People
18
Analytics Is Strongly
Related to Improved
Talent and Business
Outcomes (2017)
De Treville & Antonakis No No N/A
(2006)
Dobbs et al. (2012) No No N/A
Dorio et al., (2014) Yes yes [It is] the application of behavioral science, statistics and
psychological principles to improve employee and
organizational performance [workforce science] (2)
Edwards & Edwards Yes Yes The systematic application of predictive modelling using
(2016) inferential statistics to existing HR people-related data in
order to inform judgements about possible causal factors
driving key HR-related performance indicators (2)
Falletta (2014) Yes No N/A
Fitz-Enz (2010) Yes Yes HR analytics is a communications tool, first and foremost.
It brings together data from disparate sources, such as
surveys and operations of different units or levels, to paint
a cohesive, actionable picture of current conditions and
likely futures (9)
Fitz-Enz & Mattox Yes Yes HR or human capital analytics is primarily a
(2014) communications device. It brings together data from
disparate sources, such as surveys, records and operations,
to paint a cohesive, actionable picture of current
conditions and likely future. [It] is an evidence-based
approach to making better decisions. (3)
Future Insights: the top Yes No N/A
trends according to
SHRM's HR subject
matter expert panels
(2009)
Gale (2015) Yes No N/A
Harris & Light (2011) Yes No N/A
Heskett et al. (2008) No No N/A
HR analytics (n.d.) Yes Yes HR analytics enables organizations to use their wealth of
employee data to make better decisions about their
workforces and improve operational performance.
Humphrey et al. (2007) No No N/A
Hunt (2014) Yes Yes [It] enables companies to find, attract, and engage high-
quality candidates with the minimal investment possible
[workforce analytics] (64)
Huselid (1995) No No N/A
IBM Watson Talent Yes Yes [It] analyzes human resources (HR) information to help
Insights (n.d.) you gain actionable insight, make fact-based decisions,
forecast impacts and discover new opportunities [IBM
Watson Talent Insights].
Isson & Harriott (2013) Yes Yes People analytics starts with a talent management business
question or goal, and then integrates disparate data sources
together to create predictions for the future, which can
19
then be used to outline businesses' actions with measurable

results (46)
Jackson et al. (2014) No No N/A
Jiang et al. (2012) No No N/A
Kaur & Fink (2017) Yes Yes [It] is the attempt to understand patterns in an
organization’s workforce through analysis of employee-
related data (1)
Khoso (2016) Yes No N/A
Lawler et al. (2004) Yes Yes HR analytics transforms HR data and measures into
rigorous and relevant insights. It includes statistics and
research design, but it goes beyond them to include
identifying and articulating meaningful questions,
gathering and using appropriate data from within and
outside the HR function, setting the appropriate standards
for rigour and relevance, and enhancing the analytical
competencies of HR throughout the organization (2)
Levenson (2010) Yes Yes HCA helps tell and validate a story that illustrates the
driving forces behind individuals’ and groups’ behaviors
and performance (4)
Marler & Boudreau Yes Yes A HR practice enabled by information technology that
(2017) 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 (15)
McAfee & Brynjolfsson No No N/A
(2012)
Molefe (2014) Yes No N/A
Mondore et al. (2011) Yes Yes Demonstrating the direct impact of people data on
important business outcomes.
Morgan (2017) Yes Yes [It] gives organizations the data and the insight they need
to make people-related decisions. People analytics also
empowers organizations to test ideas and run experiments
(38)
New Bersin by Deloitte Yes No N/A
Research Shows
Organizations with High-
Impact Talent Analytics
Realize Major Financial,
Leadership, and
Recruitment Gains.
(2013)
Pease (2015) Yes Yes Human capital analytics is the application of sophisticated
data mining and business analytics techniques to human
resource data (110)
Pemmaraju (2007) Yes No N/A
People analytics at Yes No N/A
Google: using data to
20
make Google a great

place to work (2017)
People analytics Yes No N/A
maturity: Top findings
from
high-impact people
analytics research (2017)
Pfau & Cohen (2003) No No N/A
Pfeffer, & Veiga (1999) No No N/A
Rasmussen & Ulrich Yes No N/A
(2015)
Rousseau & Barends Yes Yes EBHR is a decision-making process combining critical
(2011) thinking with use of the best available scientific evidence
and business information (221)
Schiemann & Seibert Yes No N/A
(2017)
Sinar (2018) Yes Yes The systematic identification and qualification of the
people drivers of business outcomes, with the purpose of
making better decisions.
Smith (2016) No No N/A
Sullivan (2013) Yes Yes People analytics produces many products, including
employee surveys that are not anonymous, and
dashboards. It also attempts to identify insightful
correlations and to provide recommended
actions.
Taylor et al. (1996) No No N/A
The Dollars and Sense of No No N/A
Employee Engagement
Calculate Your ROI
(n.d.)
Thibodeau (2018) Yes No N/A
Ulrich et al. (2015) Yes No N/A
Van den Heuvel & Yes Yes The systematic identification and quantification of the
Bondarouk (2017) people drivers of business outcomes, with the purpose to
make better decisions (4)
Walsh et al. (2010) Yes Yes Research-based approach [that] attempt[s] to understand
the effects caused by the implementation of HR programs
(14)
Welbourne (2015) Yes Yes Compelling communication using data…to ensure that
critical insights are conveyed to the principal decision
makers in a way that maximizes the likelihood of taking
action (27)
Witte (2016) Yes Yes The usage of data and data-based analysis as a basis for
decision making in companies and is currently a hot topic
in HR.
21
HR Analytics and Employee Outcomes
As described above, HR analytics has the potential to shape HR systems, policies, and
practices, particularly when aligned with strategy, thereby shaping and affecting the way
employees are treated at work. As such, HR analytics may be instrumental in shaping employee
experiences and, more generally, affective, cognitive, behavioral outcomes at work and beyond.
Over the years, a number of meta-analyses in the areas of industrial and organizational
psychology and HR and organizational behavior have shown that indeed the application of
statistical and data-analytic techniques commonly associated with HR analytics, such as
regression, can demonstrate the effects of HR practices and interventions on employee outcomes.
As an example, a meta-analytic investigation of the effects work characteristics by
Humphrey, Nahrgang, and Morgeson (2007) showed that employees’ perception of autonomy at
work tends to be associated with greater job satisfaction, objective performance, perceived
meaning of work, and fewer absences. Further, the investigation showed that employees’
perception of on-the-job feedback tends to be associated with greater job satisfaction, subjective
ratings of performance, perceived meaning of work, as well as fewer absences. Given such
findings, it stands to reason that improving employee perceptions of autonomy and on-the-job
feedback using job (re)design and job crafting interventions can improve important employee
outcomes, and the effectiveness of such interventions can be informed and evaluated as part of a
HR analytics function. To that end, some scholars have proposed that redesigning jobs using lean
production principles may improve employee outcomes, such as intrinsic motivation (De Treville
& Antonakis, 2006). In terms of empirical support, Campion and McClelland (1991) investigated
the effects of a job design intervention aimed at increasing the number of tasks and
22
responsibilities associated with a job, and they found that employees whose jobs were redesigned
showed improved outcomes, such as higher employee satisfaction and customer services, but
also higher training requirements. In sum, prior theory and empirical evidence has shown that
indeed HR interventions can impact employee outcomes, and techniques and methodologies
associated with HR analytics can be used to inform and support such interventions.
In addition, work by scholars and practitioners has suggested other direct linkages of HR-
related functions and employee outcomes. For example, Boselie et al. (2005) reported on
empirical evidence supporting the intersection of human resource management (HRM) and
performance, including employee satisfaction, motivation, retention, involvement, trust, loyalty
and reduced absenteeism as outcomes of HRM activities. And Morgan (2017) strongly supported
the intersection of experiential organizations, or companies that invest in improving employee
experience shaped by culture, technology, and physical space, and employee outcomes. These
results are reported as observed or anecdotal behavior including “a more productive workforce, a
larger talent pipeline, improved levels of innovation, increased morale,” improved customer
service, brand value contributions and admiration and respect for the company (Morgan, 2017, p.
150). Additionally, high performance work practices contribute to improving employee
experiences and is found to support bottom-line impact (Bates, 2001, 2003).
To that end, a company’s business goals, successes, and failures can be directly attributed
to the way people are treated in an organization (Bates, 2001; Davenport, Harris, & Shapiro,
2007; Pfeffer & Veiga, 1999). Furthermore, Boselie et al. (2005) recommends that HR focuses
on “what drives people to generate business successes” (p. 3). At this point in time, scholars and
practitioners can speculate that HR analytics has the potential to play a role in evaluating and
23
implementing employee-experience strategies, and HR data can be collected, analyzed, and
leveraged to justify employees’ value and to provide evidence that they will produce quantifiable
returns (Mondore et al., 2011).
HR Analytics and Organizational Outcomes
As noted in the introduction, there is a relative dearth of published, peer-reviewed
evidence investigating the direct or causal impact of HR analytics on organizational outcomes
(Angrave et al., 2016; Marler & Boudreau, 2017; Mondore et al., 2011; Rasmussen & Ulrich,
2014). Rasmussen and Ulrich referred to this phenomenon as “the lack of analytics on analytics”
(p. 237). Of course, the absence of evidence on a particular phenomenon does not necessarily
imply evidence of absence. Accordingly, more scholarly research is needed that explicitly
investigates whether a well-defined and -integrated HR analytics function does indeed lead to
improve organizational outcomes, such as firm performance, and under what conditions is this
effect strongest or weakest.
In terms of non-peer-reviewed research, a recent Bersin report by Deloitte Consulting
LLP (2017) found that organizations with a sophisticated HR analytics function reported “82%
higher three-year average profit” than low-maturity organizations. However, it remains
inconclusive whether this is a direct, causal relationship, and scholarly research is needed to test
this potential effect more rigorously. As another example of the promise of HR analytics when it
comes to improving organizational outcomes, some have shown that when looking at large,
publicly-traded companies, executive leaders often attribute the data-driven decisions made by
its HR analytics team to business success, although such companies do not openly share the
direct return on investment as a result of its people decisions (Davenport et al., 2007; Sullivan,
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2013). Some of the success stories associated with HR analytics, however, can best be described
as anecdotal or perhaps company-specific. In sum, there remains a gap in the body of
quantitative and qualitative scholarly evidence supporting the direct impact of HR analytics on
bottom-line performance and return on investment (Marler & Boudreau, 2017).
Strategic HRM: State of the Science and Practice
Given that HR analytics is being used as a foundation for organizational decision making
in some companies, I contend that HR analytics can be used to support strategic HRM. In
another sense, I argue that strategic HRM can serve as a foundation for understanding the
importance of HR analytics and how it might inform and support HR and organizational strategy.
Generally speaking, strategic HRM refers to situations in which HR initiatives “work in tandem”
to support overall business strategy (Walsh et al., 2010, p. 8). The current body of literature
suggests there are two key resources that contribute to supporting strategic HRM: people and
systems. People refers to the employees in an organization who possess knowledge, skills,
abilities, and motivation, and systems refers to the practices designed to further develop
employees and their knowledge, skills, abilities, and motivation within an organization (Walsh et
al., 2010). Further, strategic HRM is cross-functional in nature and involves multiple HR and
business functions working in tandem and interdependently as a system (Jackson, Schuler, &
Jiang, 2014). There is some consensus regarding which common systems reinforce strategic
HRM; these include resource orchestration, which encourages employee integration, and high-
performance work practices, which focus on employee motivation and improvement of their
knowledge, skills, and abilities (Alharthey & Rasil, 2011; Combs et al. 2006; Taylor, Beechler,
& Napier, 1996). Overall, the main objectives of strategic HRM are to influence organizational
25
decision making and determine how to leverage an organization’s people as a competitive
advantage (Alharthey & Rasil, 2011; Combs et al. 2006; Taylor et al., 1996; Walsh et al., 2010).
Defining Strategic HRM
Strategic HRM can be broadly defined as the alignment of HR-related actions that are
concerned with impacting overall business strategy and goals throughout an organization
(Alharthey & Rasli, 2011; Combs et al., 2006). Moreover, strategic HRM involves understanding
how specific HR practices impact organization-wide initiatives and business outcomes (Combs
et al., 2006; Huselid, 1995; Pfeffer & Veiga, 1999). As mentioned previously, resource
orchestration is a form of HR practice that supports strategic HRM as a whole. Resource
orchestration suggests that it is the integration of “resources, capabilities and managerial
acumen” from top-level to lower-level management that results in organizational success and
ultimately a competitive advantage (Chadwick et al., 2015, p. 360). High performance work
practices constitute a secondary approach to strategic HRM intended to enhance firm
performance (Combs et al., 2006; Huselid, 1995). Examples of high performance work practices
vary across organizations and include, but are not limited to, employment security, selective
recruitment and hiring, self-managed teams, performance-based and incentive compensation,
extensive training, transparency and information sharing, and flexible work arrangements
(Combs et al., 2006; Huselid, 1995; Pfeffer & Veiga, 1999).
HR analytics can be applied to identify and support high performance work practices in a
particular company. For example, using HR analytics, Google created Project Oxygen with the
overarching goal of categorizing the attributes of high-performing managers (Davenport et al.,
2007). After conducting a series of interviews for both low- and high-performing managers, the
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company was able to pinpoint eight behavioral categories of good managers that could be used in
future hiring and development of high-potential employees. In another example, the IBM Kenexa
predictive hiring model illustrated how companies can use HR analytics to make data-driven
decisions regarding candidates to eliminate the “guesswork” when recruiting for high-potential
employees to join their workforce (Dorio, Rasch, & Feinzig, 2014). As such, HR analytics can be
used to measure and evaluate high performance work practices by leveraging data as opposed to
anecdotal evidence or subjective judgments. In sum, strategic HRM can serve as the foundation
for HR analytics, and similarly, HR analytics can be used to inform and support strategic HRM
decision making, such as by identifying high performance work practices.
Strategic HRM and Employee Outcomes
When strategic HRM is realized across a whole organization, employees stand to benefit
from it. Scholars recognize there to be multiple dimensions of strategic HRM practices that
directly influence employee outcomes, including skill-, motivation-, and opportunity-enhancing
practices (Combs et al., 2006; Jiang et al., 2012; Lepak et al., 2006). In turn, these practices
influence employee outcomes such as knowledge, skills, abilities, and motivation. Namely, in
their meta-analytic investigation of 120 studies, Jiang, Lepak, Hu, & Baer (2012) found that
skill-enhancing practices (e.g., recruitment, selection, training) exhibited stronger, positive
relations with the quality of human resources in an organization, which includes employees’
knowledge, skills, and abilities. In contrast, motivation-enhancing practices (e.g., performance
management, compensation, benefits, job security) and opportunity-enhancing practices (e.g.,
job design, teamwork) showed stronger relations with employee motivation. Building
employees’ knowledge, skills, abilities, and motivation can have direct benefits for the
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employees themselves, as doing so may help employees reap the benefits of a pay-for-
performance system (should one be in place) by performing at a higher level, and more
generally, improve their employability and promotability. As I will describe in the following
section, collectively, the employee outcomes of knowledge, skills, abilities, and motivation have
important implications for organizational outcomes.
Strategic HRM and Organizational Outcomes
In addition to employee impact, strategic HRM practices have demonstrated effects on
organizational outcomes. For instance, in the same aforementioned meta-analytic investigation
by Jiang et al. (2012), skill-, -motivation, and -opportunity-enhancing practices were shown to
ultimately lead to better organizational outcomes, including lower turnover, higher productivity,
and better financial outcomes (e.g., return on assets, sales growth) via the employee outcomes of
knowledge, skills, abilities, and motivation. In other words, strategic HRM practices have the
potential to improve employees’ knowledge, skills, abilities, and motivation, and these human
resources (collectively known as human capital) can, in turn, lead to organizational performance
(Combs et al., 2006; Jiang et al., 2012). Further, numerous proponents of high performance work
practices, as derived from commitment-based HR systems, have reported positive results on
organizational performance, including “lower turnover, higher employee productivity, and
superior financial and stock market results” (Chadwick et al., 2015, p. 364). Whole Foods
Market, for example, attributed its significant sales growth (864%) and net income growth
(438%) between 1991 and 1996 to its team-oriented philosophy and management practices,
including self-managing teams and information sharing (Pfeffer & Veiga, 1999), which
presumably impacted employees’ knowledge, skills, abilities, and motivation, and ultimately the
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financial outcomes. In a study conducted on 190 multi-industry Korean firms, Chadwick et al.
(2015) found an average increase in sales per employee of $129,527 per a one-unit increase in
commitment-based HR systems. This not only demonstrates its potential impact on employee
performance but implies positive results on firm performance as well. Additionally, numerous
studies have demonstrated that a single standard deviation increase in high performance work
practices has potential to lead to significant economic returns, including $27,044 more in sales
per employee and up to $41,000 of shareholder value per employee (Pfeffer & Veiga, 1999).
However, it is important to consider that these outcomes vary depending on the type of
organization; for example, multinational corporations and international business provide
different contexts for the organizational impact of strategic HRM (Taylor et al., 1996). In sum,
accumulated evidence has shown that HR practices consistent with strategic HRM philosophies
tend to lead to better organizational outcomes, and it can be argued that HR analytics can be used
to inform and support strategic HRM by collecting and analyzing data related to such practices
and systems associated with strategic HRM.
Developing a HR Analytics Function
Considering the positive implications of strategic HRM and HR analytics in the literature,
there are also challenges involved with developing and designing a HR analytics function. And
issues pertaining to design and development may have direct implications for the success of a
HR analytics function. As Jackson et al. (2014) noted, traditional HRM can be characterized by
designing policies and practices that align with business goals after the fact of them being
created; however, the modern role of HR professionals is shifting to one that is actively involved
in the decision-making process for business planning and strategy. The first challenge of the
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design and development phase involves building organizational support for HR analytics. This is
a critical step because when key stakeholders understand the value and involvement required for
an effective HR analytics function, future barriers to implementation are likely to be eliminated
or mitigated earlier in the process.
Building Organizational Support for HR Analytics
Despite HR analytics being associated with successful companies such as Google, Apple,
Disney, Amazon and Microsoft (Bock, 2015; Boudreau & Ramstad, 2007; Morgan, 2017), some
companies have been reluctant to design and develop a HR analytics function (Bassi, 2011;
Falleta, 2014; Rasmussen & Ulrich, 2014). Building the necessary support from upper
management and decision makers to support a HR analytics initiative will be the first challenge
HR leaders may face prior to implementing a robust analytics function (Rasmussen & Ulrich,
2015). HR leaders should acknowledge any barriers, such as cost, time, capability and
bandwidth, the company may face when implementing, but also be able to demonstrate how a
properly designed function will outweigh the costs and result in improved firm performance
(Deloitte’s Bersin Finds Effective Use of People Analytics Is Strongly Related to Improved
Talent and Business Outcomes, 2017).
In many cases, companies leverage HR analytics as an opportunity to reduce hiring costs
and attrition via quantifiable methods (Harris & Light, 2011). For example, the IBM people
analytics team developed an algorithm that allows managers to “deliver personalized coaching
and guidance” tailored towards individual employees; as a result, they were reportedly able to
reduce employee attrition by 2% (Morgan, 2017, p. 40). The analytics team also developed a
program called “Blue Matching” designed to connect current employees with job opportunities
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within the company, thereby aligning their “skills, performance, location and area of expertise”
(Morgan, 2017, p. 40). Since implementing Blue Matching, the company successfully completed
500 job placements for employees who otherwise could have left IBM to seek opportunities
elsewhere. The case of IBM is just one case of a company that was able to significantly reduce
and prevent attrition by leveraging HR analytics.
If HR leaders are able to gain buy-in from executive leaders and convince them to invest
in HR analytics, the function is more likely to gain sufficient funding for the resources needed to
implement a successful analytics function (Hunt, 2014). One way to encourage buy-in from
managers is incorporating compelling data and information and data visualizations that aid in
understanding the impact of HR analytics on firm performance (McAfee & Brynjolfsson, 2012).
For example, the performance yield curve is a well-known visual aid for understanding the
impact of business operations and management practices on strategic value and performance in
an organization (Boudreau & Ramstad, 2007; Cascio & Boudreau, 2011). The conceptual graph
depicted in Figure 3 illustrates how small changes in management practices have the potential to
make a tremendous difference on strategy realization and value in an organization. The top curve
can represent a resource that often maintains an incremental impact on firm performance, but
once that resource is slowly removed from the organization it would reach a “pivot point” in
which its performance impact would drop drastically (Boudreau & Ramstad, 2007). The bottom
curve can represent a resource that holds average value on firm performance except that a small
change would not result in a significant reduction on firm performance (Boudreau & Ramstad,
2007).
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Figure 3. This graph illustrates a performance yield curve, and how certain management
practices impact a firm’s strategic value and performance (adapted from Boudreau & Ramstad,
2007).
To illustrate this model in action, consider the performance of Disney employees and
their impact on guest satisfaction at its theme park attractions; an employee in the Mickey Mouse
costume can be represented by the top curve and “sweepers,” or park employees responsible for
guiding and answering guest questions, are represented by the bottom curve (Cascio &
Boudreau, 2011) (see Figure 4). Because the Mickey Mouse character is incrementally valued by
park guests, Disney has eliminated room for error in this role by protecting the identity of the
person in costume, not allowing the character to speak, and accompanying the character with a
supervisor to manage guest interactions (Cascio & Boudreau, 2011). As a result, talent of the
Mickey Mouse character is likely to remain consistent and plateau on the top performance curve,
whereas park sweepers have greater freedom to customize guest interactions resulting in more
variation in performance below the curve. With this example aside, HR leaders can use the
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performance yield curve as a tool to demonstrate how changes in an organization can be critical
for firm performance. In sum, high performance work practices, for instance, may not be
essential in all cases for a business to operate, but if deployed successfully they could result in
significant value to the organization.
Figure 4. This graph illustrates Disneyland's Mickey Mouse versus Sweeper performance and
contextualizes the performance yield curve with the case of Disney employees or “cast
members” (adapted from Cascio & Boudreau, 2011).
Moreover, data-driven storytelling is another method for gaining organizational support
(Welbourne, 2015). This is a practice that extends beyond the human resources function to other
cross-functional departments (Welbourne, 2015). When HR professionals take the next step to
influence buy-in from the leadership team, they must be able to link data information with
actionable outcomes in order to address relevant business challenges (Isson & Harriot, 2012).
While colorful and well-designed charts and graphs may aid in the visual appeal of a data
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presentation, HR leaders that are able to articulate a compelling story that evokes emotion are
likely to generate action from senior leadership (Welbourne, 2015). This could be achieved by
“branding” HR analytics as an incrementally valuable resource in supporting management and
employee objectives (Hunt, 2014). HR leaders might consider partnering with their marketing
department to create a branded story and tell a data-driven narrative for building organizational
support. HR leaders might also consider adapting the following three frameworks when
presenting the possibility of how a HR analytics function may work for their organization:
Capability-Opportunity-Motivation (COM) model, Logical, Analytics, Measures, and Process
(LAMP) framework, and Business Analytics Success Pillars (BASP) framework.
Capability-Opportunity-Motivation (COM) model. Levenson (2010) recommends the
Capability-Opportunity-Motivation (COM) model as a stepping stone for HR analytics that does
not require the application of advanced statistical and data-analytic techniques. The purpose of
the COM model is to enable managers, who may not necessarily have the bandwidth to conduct
in-depth analytics, to ask the right diagnostic questions and test scenarios to better understand the
behavior, motivation, and performance of their employees. According to this model, capability
represents the time spent on training and development for an employee to achieve full
productivity in a new role. Next, opportunity refers to both formal and informal processes that
enable or hinder employee performance. Finally, motivation refers to the consideration of all
factors that may affect an employee’s ability to stay motivated (i.e., supervisors, co-workers,
work-life balance, compensation and rewards). Rather than conducting in-depth data analytics,
using this model, one can leverage simple survey methods to identify the range of data that
should be collected in order to establish a foundation for further analysis. Although this
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framework does not involve heavy analytics, each factors of COM have been shown to be
indicators of employee motivation and performance. Overall, the COM model strives to enhance
an organization’s productivity, and the concepts of capability, opportunity, and motivation
generally map onto skill-, opportunity-, and motivation-enhancing strategic HRM practices,
respectively, which were discussed earlier in this review and which have received a great deal of
attention in the strategic HRM literature.
Starbucks is an example of a company that utilizes the COM model to realize enhanced
performance throughout more than 11,000 stores worldwide. Dave Pace, executive vice president
of Partner Resources at Starbucks, attributed the reason for its business success to the way
employees are treated (Boudreau & Ramstad, 2007). Pace believed its rapid growth model and
storewide success was a result of its embedded culture of trust within the organization. The
capabilities aspect of Starbucks’ talent practices begins with extensive training and development.
Before a new employee or “partner” is allowed to begin hands-on training, they undergo
extensive learning on its product portfolio with six hours to complete all sections of the training
material. Each section is designed to emphasize the responsibilities of a Starbucks barista,
expected levels of service, and is followed by a written test. Store managers further develop
employees by encouraging them to customize the way they deliver the Starbucks experience by
incorporating their unique talents and capabilities so long as the quality of service remains
consistent.
Starbucks also creates opportunities wherein employees may apply their capabilities.
Although there are a number of formal processes in place at every store, there are certain
informal processes that enable baristas to excel in their performance. For example, one Starbucks
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barista in Cincinnati, Ohio noticed that yelling orders began to strain her voice. As a trained
opera singer, she approached her manager and asked if she could sing the orders instead.
Consequently, she was able to not only save her voice but deliver a new form of charm to her
store and create a unique experience for customers. Furthermore, baristas are encouraged to
“experiment and produce new product ideas” (Boudreau & Ramstad, 2007, p.162).
In addition to the customizable in-store experience at Starbucks, other factors that
contribute to the motivation of employees include health insurance for all frontline staff and
similar pay and benefits regardless of a barista’s part- or full-time employment status. The case
of Starbucks’ people practices sheds light on how a company is able to experience rapid growth
and financial success by implementing employee retention tactics and striving for consistent
customer satisfaction. It is important to note that advanced HR analytics was not used in this
case, but that the COM model was used to strive for organizational success. When it comes to
recruiting partners, who are fluent in data analysis, Starbucks’ director of market planning,
Patrick O’Hagan, seeks people with proficiency in a variety of statistical programs such as “R,
Python, and Tableau” (Khoso, 2016). However, the details as to how Starbucks applies HR
analytics to its people practices is not apparent in the information pertaining to this specific case
involving the COM model.
Logical, Analytics, Measures, and Process (LAMP) framework. Cascio and Boudreau
(2011) introduce Logistics, Analytics, Measures, and Process (LAMP) framework to help
business leaders to conceptualize how HR analytics will be designed as well as to identify
important factors to emphasize to management. First, the term logical emphasizes the importance
of drawing logical connections to explain data that are collected, their effects on the business and
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any plausible outcomes. Second, the term analytics refers to the importance that data are
analyzed and interpreted correctly to avoid incorrect assumptions. Third, the term measures
encourages managers to focus on the quality of data, not quantity, and its potential to drive
organizational impact. Finally, the term process refers to the change-management process that
must occur once management accepts that HR analytics will be valuable and informative to their
organization. They recommend that HR leaders align their analytics initiative with existing
problems and discussions the organization is currently facing. This way, HR leaders may gain
credibility quickly and become actively involved in conversation at the leadership table (Cascio
& Boudreau, 2011). Together, the components of the LAMP framework offer a way to ensure
that a relevant and strategically-aligned HR analytics function is designed and developed.
Business Analytics Success Pillars (BASP) framework. Developed by Isson and
Harriot (2012), the Business Analytics Success Pillars (BASP) framework serves as a tool for
managers to mobilize through the five stages of analytical maturity (Davenport et al., 2007), with
the ultimate goal of achieving a competitive advantage in business analytics. BASP is founded
upon seven pillars that can be used as a guide to strategically align a HR analytics function with
a company’s overarching business objectives; these pillars include: business challenges, data
foundation, analytics implementation, insight, execution and measurement, distributed
knowledge, and innovation. As there is never a one-size-fits-all strategy (Bassi, 2011; Bates,
2003), there is no chronological order that leaders must follow when using BASP; instead the
seven pillars should align with the company’s mission, core values, and strategy.
Three of the seven pillars are particularly relevant during the design and development
process. The first is the business challenges pillar, which translates to planning for an analytics
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function that is driven by critical business challenges, thereby resulting in increased profitability
or decreasing costs. Designing an analytics function around critical challenges will focus
management on pressing business needs rather than the individual curiosity of management. The
second pillar is data foundation, which urges an organization to consider how and what type of
data it will collect for subsequent analysis. It is recommended that an organization conducts a
data audit in which a team or individual searches for all internal sources of data outside the HR
department, collects external data that provides insight about the market and competitors,
prioritizes data that aligns with critical business challenges, and creates a customer data profile
that is stored in one place. This pillar will also enable managers to sort through and discard
unnecessary data. Finally, once management has agreed on the desired business outcomes of
their HR analytics function, the analytics implementation pillar serves to remind business leaders
to implement data analytics with the end-users in mind and anticipate their actions as a result of
the initiative. It is important for management to also consider how employees might respond to
HR analytics when addressing new challenges and business problems.
Resource Orchestration
A secondary aspect of developing and design of a HR analytics function is concerned
with planning how the organization will ultimately communicate and share resources cross-
functionally during the implementation phase. This is made possible when individuals
collaborate and work in cohesion within an organization to achieve competitive advantage
(Alharthey & Rasli, 2011; Beatty, 2005; Bassi, 2011).
When it comes to resource orchestration in action, consider the case of Restaurant.com, a
business-to-business and business-to-consumer web-based organization that recognizes the

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importance of sharing data-analytics resources across the entire organization (Isson & Harriott,
2012). Restaurant.com houses a centralized analytics function that ensures individual
departments that choose to use analytics interpret results in alignment with and with
consideration of the data from other areas of the organization (Isson & Harriott, 2012).
Restaurant.com President and Chief Marketing Officer, Christopher Kohn, recommended that
each department generates reports based on the same data source to ensure consensus on the
“tools, sources and data definitions” used across the organization (Isson & Harriott, 2012, p.40).
Through its consistent expectations and shared resources, this company demonstrates resources
orchestration in its data analytics practice. This practice of resources orchestration is important
because it allows the company to build predictive models that align with other departments and
forecast the return on investment of its analytics initiatives (Isson & Harriott, 2012). The
limitation of this particular case study is that it does not provide concrete examples of the direct
impact resource orchestration has on HR analytics, specifically. Nonetheless, general data-
analytics best practices can be gleaned from the case of Restaurant.com.
Summary
When it comes to the development and design of a HR analytics function, there are many
factors to consider prior to implementation including building organizational support from key
stakeholders and planning the integration of resources to streamline the process. For example,
the performance yield curve and COM, LAMP, and BASP frameworks can be leveraged to
overcome the challenge of convincing executive management to support HR analytics. Lastly,
HR leaders should emphasize clear communication across departments and functions so that all
areas of the business are able to benefit from the initiative.

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Implementing a HR Analytics Function
The next major phase of deploying a HR analytics function is implementation, which
should involve an effective change management strategy, appropriate resource allocation, and
meticulous evaluation of the results. Ultimately, effective HR analytics implementation requires
careful incorporation and integration of HR analytics into HR systems as well as into the broader
organizational system. There are a number of approaches management can take to incorporate
and integrate HR analytics into its HR and organizational practices and systems. Some
companies choose to conduct analytics within the HR department (Morgan, 2017), some
integrate their analytics with the organization’s information technology function (Barton &
Court, 2012; Bates, 2003), and others opt for a separate cross-functional analytics department
(Isson & Harriott, 2012). Brown (2013) recommends that implementing some form of HR
analytics in a company will be valuable for organizations with over 100 employees that spend at
least 25% of its costs on total compensation. In the following section, I describe the importance
of organizational change management, resource allocation, and evaluation of results.
Organizational Change Management
The underlying purpose for introducing an HR analytics function should be to drive
organizational change through enhanced decision making (Cascio & Boudreau, 2011), but at the
same time, the implementation of a HR analytics function requires its own change-management
process. During the implementation phase, HR professionals have the opportunity to play a
critical role in communicating and engaging employees through the major anticipated or
forthcoming changes. An effective change-management process is essential for a smoother
transition for stakeholders involved in the process. For instance, Hunt (2014) asserts the
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importance of being “extremely clear about what you are changing, why you are changing it, and
how it will benefit the people affected by the change” when initiating a change management
process (p.335). Further, Hunt contends that HR leaders should also act as support agents for
everyone involved and provide the necessary training and tools to support the change.
Barrette (2015) introduced two major aspects of change management that can help HR
leaders be successful: “listening and learning,” and “consulting and strategy building” (p. 14).
The listening and learning phase involves engaging with employees, one-on-one or in a group
setting, to facilitate conversations surrounding their most pressing business needs. Additionally,
the consulting and strategy building phase comes in to play when HR leaders take into account
the feedback received and act as a strategic advisor to justify the rationale, make predictions, and
recommend action regarding data analyses. All the while, HR should anticipate potential
pushback from upper management in terms of HR analytics initiatives and strive to quickly
address unexpected outcomes that may arise (Bates, 2003). As soon as business leaders realize
their analytics function is not delivering the desired results, they should work on realigning HR
analytic practices to meet anticipated business outcomes. That is, a HR analytics function should
target solving important problems and answering important questions that are of interest to key
stakeholders. Moreover, the change-management process can be viewed as a feedback-iteration
cycle as management priorities and business conditions are constantly changing (Barrette, 2015).
In other words, change management involves more than just data collection, analysis, and
interpretation; namely, it requires human touch, transparency with employees, and open
communication.
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Resource Allocation
As part of the implementation process, business leaders must allocate resources based on
the needs of the organization and key stakeholders. So what exactly is required for successfully
deploying HR analytics in an organization? In the following sections, I consider the following
four requirements for HR analytics implementation: analytic competencies, cost, time and space,
and data sharing.
Analytics competencies. In terms of the required competencies for conducting and
interpreting HR analytics, this continues to be a debate amongst the literature (Edwards &
Edwards, 2016; Lawler, Levenson & Boudreau, 2004; Levenson, 2010). Generally speaking,
business leaders fear that society is facing a skills gap and a talent shortage (Morgan, 2017). This
concern may be associated with an organization’s fear that it lacks the bandwidth or the
necessary talent, in terms of knowledge, skills, abilities, and motivation, to successfully
implement HR analytics (Barton & Court, 2012). Some companies believe that their existing
employees need to “develop more skills and capabilities in the area of HR analytics” (Witte,
2016, p. 28), whereas alternatively one might argue that such skills and capabilities might be
acquired via recruitment and selection processes.
Regardless of how a company generates analytics competencies among its workforce, a
talent shortage may nonetheless be on the horizon. Research conducted by the McKinsey Global
Institute found that advanced economies could be facing up to 95 million workers that lack the
skills employers need (Dobbs, Madgavkar, Barton, Labaye, Manyika, Roxburgh, Lund &
Madhav, 2012). The University of Michigan’s Ross School of Business researched HR
competencies over a 10-year span (1988 to 1998) and revealed a pivotal shift in HR
42
professionals spending less time on administrative processes and more time on key strategic
issues – in other words, moving from transactional activities to more transformational activities
(Becker, Huselid, & Ulrich, 2001). One finding suggested that HR professionals are expected to
be knowledgeable about “financial management and external competitive and customer
demands” and to demonstrate the ability to clearly communicate the goals and future directions
of the firm (Becker et al., 2001, p. 158). The talent shortage continues to be a challenge for
recruiters as there is a scarce number of university programs that graduate undergraduate
students in preparation for HR analytics (see Bauer & Caughlin, 2017; Davenport & Patil, 2012).
Cost. One of the biggest questions management is concerned about with HR analytics
initiatives is its cost (Carlson & Kavanaugh, 2015) and return on investment (Barton & Court,
2012). Traditional HR administrative costs, however, typically comprise of a slim 3% of selling,
general, and administrative (SG&A) expenses on a company’s balance sheet (Harris & Light,
2011). Organizations should have a plan in place for measuring the effects on employee and firm
performance as a result of additional costs required to conduct effective HR analytics (e.g.,
software and technology, selecting and training employees). While it is known amongst scholars
that HR analytics has the potential to play an important role in value creation (Boudreau &
Ramstad, 2007; Fitz-enz, 2010), implementation can take years due to inadequate resource
allocation and funding (Fitz-enz, 2010). This is especially evident when the leadership team does
not fully support and understand the strategic value HR analytics might bring to the organization.
When addressing cost, HR leaders might consider sharing success stories and anecdotes
from other companies that have implemented a HR analytics function and realized significant
cost savings as a result. For example, SYSCO Corporation, a global leader in food-service
43
marketing and distribution, measured three key HR metrics including “work climate and
employee satisfaction, productivity (measured as employees per 100,000 cases of food sold), and
retention” (Harris & Light, 2011, p. 8). Upon analysis of these key metrics, the company
discovered that internal stakeholders with high employee satisfaction experienced higher
revenue, lower costs, superior customer loyalty and better retention rates (Harris & Light, 2011).
Consequently, SYSCO chose to measure seven dimensions of its work environment with the
goal of managing employee satisfaction. Not only did SYSCO develop a database for
stakeholders to access best practices, but it was able to identify underperforming units and seek
to improve those areas accordingly, all while using HR analytics to support decision making. As
a result, SYSCO improved its retention rate for delivery associates by 20% in a six-year span and
saved nearly $50 million in hiring and training costs (Harris & Light, 2011). Ultimately, the
biggest expense to implementing HR analytics is not the actual cost of collecting HR data but the
time needed for designing the function (Brown, 2013).
Time and space. The ability for managers and employees to give the HR department the
time and space needed to conduct actionable analysis is another concern companies may have
around the idea of deploying a HR analytics function (Edwards & Edwards, 2016). For example,
in most developed HR analytics teams, there are seven major steps that must take place before
drawing strategic conclusions, which include but are not limited to (a) understanding the data
available, (b) asking the right questions, (c) testing and exploring analytic models, (d) running
the analysis, (e) questioning the analysis, (f) re-running the analysis, and (g) further interrogating
the results (Edwards & Edwards, 2016).

44
To address the time and space concerns, companies may consider re-designing their HR
department to reflect the time and space needed to perform a robust analytics function. For
example, they may separate administrative HR tasks from strategic HR tasks. Whereas
administrative HR involves functional tasks such as payroll processing, administering medical
benefits, handling contract work related to hiring, and terminating employees, strategic HR
includes tasks aimed at gaining a competitive advantage, increasing workforce productivity, and
impacting “profit, growth, and long-term sustainability” in an organization (Hunt, 2014, p.3).
Hunt argues that it is through strategic HR tasks that a HR department can add value, which can
be informed and evaluated by using HR analytics. It is fair to reason that an organization might
assign HR professionals who specialize in one or the other, so that their time is not spread too
thin tackling both administrative and strategic functions. For example, IBM has a HR analytics
team that is distinct from its administrative HR department, the former of which has grown to
over 70 employees (Morgan, 2017).
Ultimately, the need for time and space in deploying a HR analytics function should
strive to reduce time spent on unnecessary HR tasks that otherwise would not be identified
without a HR analytics function. Google serves as an example of how a company was able to
reduce time spent on interviewing. Google’s People Analytics team analyzed high performers
within the organization to determine the backgrounds and capabilities associated with those
employees (Davenport et al., 2007). This allowed hiring managers to significantly streamline its
interview process to five interviews rather than 10 (Davenport et al., 2007). In this example,
Google’s analytics team was provided with the time and space to conduct its HR analytics, and
in doing so, cut time spent on interviewing in half for the company.
45
Data sharing. In a survey conducted by the Columbia Business School’s Center on
Global Brand Leadership and the New York American Marketing Association (NYAMA), 51%
of the companies surveyed claimed their biggest barrier to big data implementation was the “lack
of sharing of data among company departments” (Isson & Harriot, 2012, p.68). One of the pillars
in the BASP framework suggests that “distributed knowledge,” is an essential factor in an
analytics function” (Isson & Harriot, 2012). Isson and Harriot argue that rather than a
“command-and-control” management approach for distributing analytics knowledge, a
competitive analytics function should strategize a collective approach to sharing information;
this way, data analytics is accessible to all critical stakeholders and value is realized across the
entire organization (p. 44-45). Companies who are unable to integrate and leverage data
effectively for strategic HRM will continue to be at a disadvantage when compared to companies
that succeed in this regard (Hunt, 2014; Isson & Harriot, 2012).
Another way companies can leverage effective data sharing is through investment in
appropriate information systems and technology (Carlson & Kavanaugh, 2015). In recent years,
many companies have transitioned from operating and maintaining their own data servers to
contracting with another firm that hosts their data via cloud-based human resource information
systems (HRISs), and now more than 60% of companies use mobile-based technology to
implement HR tasks (Gale, 2015). Organizations should choose a cloud-based or electronic
software platform where all HR data can live digitally (Barton & Court, 2012). As Hunt (2014)
notes, if a company has not already made the transition from paper to digital files, then it should
digitize its data in order to build an effective HR analytics function, and moreover, when
selecting the appropriate HR information system to deploy, managers should consider the
46
functionality, usability, accessibility, and transparency the technology will provide. The selected
technology should be accessible and usable to minimize barriers for logging into the system and
managers should consider the learning curve required to navigate through the system (Hunt,
2014).
Evaluation
A thorough evaluation of business performance and results is a final and critical aspect of
implementing an effective HR analytics function. According to an article published by the firm
Deloitte (Deloitte’s Bersin Finds Effective Use of People Analytics Is Strongly Related to
Improved Talent and Business Outcomes, 2017), the last stage in achieving analytic maturity is
when “data-driven decision-making is embedded in the culture.” This requires continuous
follow-up and evaluation on the impact HR analytic initiatives have on daily decision making by
executive leaders in an organization. Referring back to the BASP framework, the previously
undiscussed execution and measurement pillar encourages management to integrate solutions
and take action derived from data insights and implementation. Analytic solutions should also be
utilized by internal stakeholders to generate positive change and support the organization’s
desired business outcomes. Measurement should be a constant practice during the evaluation
phase to track stakeholder adoption, bottom-line impact, and other metrics linking execution with
results (Isson & Harriot, 2012). Finally, the innovation pillar from the BASP framework serves
to remind managers that business and technology are dynamic fields in which analytics must
adapt accordingly in order to remain agile and competitive (Isson & Harriot, 2012).
Furthermore, it is important to recognize that a continuous learning curve is critical
following the initial implementation step. Managers should continue to seek external academic
47
published research, HR analytic outcomes from benchmark organizations, and their company’s
own internal HR analytics findings to support future change and progression in their HR
analytics practices. The evaluation phase might consider integrating organizational research to
account for other factors related to measuring the impact of HR initiatives on performance.
According to Kaur and Fink (2017), organizational research encourages HR professionals to
evaluate workforce performance not only within their company but also outside of the company.
External research can help business leaders gain insight beyond the internal organization and
prescribe action accordingly. For example, Google’s People Analytics function includes a team
of 30 researchers, analysts, and consultants dedicated to researching employee-related decisions
and issues (Davenport et al., 2007). Considering that today’s business climate is constantly
evolving, it is critical for management to proactively study organizational issues beyond the
company to aid in evaluation and decision-making processes.
HR Analytics Successes
Given the recommended processes involved in designing, developing, and implementing
HR analytics, case studies that demonstrate HR analytics successes can elucidate important
contextual details that bring concepts and techniques to life and showcase how HR analytics can
be leveraged to inform and support strategy. In the following sections, I present cases studies on
Jack in the Box, Convergys, AC Milan, and Chevron. Jack in the Box introduces a restaurant
industry concept known as the service-profit chain for analytics achievement in the areas of
productivity, customer satisfaction, and reduced attrition. Convergys created an integrated
marketing and HR analytics function to provide employees with custom benefits aimed at
reducing attrition. AC Milan houses an analytics lab to predict and select high-performing
48
players and customize training programs that support player longevity. Finally, Chevron
demonstrates its ability to leverage HR analytics to predict attrition by location while developing
analytic teams across the organization.
The Case of Jack in the Box
The restaurant industry has several notable examples of businesses that incorporate
strategy and analytics into their HR practices and systems (Heskett, Jones, Loveman, Sasser, &
Schlesinger, 2008; Isson & Harriott, 2012). In Schiemann and Seibert’s (2017) practice forum,
Jack in the Box’s Chief of People, Mark Blankenship, shared how the company began utilizing
the service-profit chain1 and People Equity Model to measure its people investments as effective
predictors of business outcomes. The People Equity Model includes three factors – Alignment,
Capabilities, and Engagement – otherwise known as the ACE Scorecard. The scorecard can be
summarized as the degree to which (a) employees are aligned with the company’s brand, goals,
and customer service; (b) employee capabilities meet or exceed the needs of both internal and
external stakeholders; and (c) employees show engagement with regards to “satisfaction,
commitment and advocacy” (p. 318). Data were collected in the form of employee surveys, and
data were analyzed using regression analysis to understand the relative impact of ACE results as
predictors of business performance.
The ACE scorecard enabled managers to find that restaurants with higher ACE scores
actually outperformed those with lower scores, both operationally and financially. Management
1 Service-profit chain is the linkage between customer loyalty and profitability and growth as a
result of employee satisfaction in the service industry (Heskett et al., 2008).
49
was not only able to pinpoint underperforming restaurants, but specifically were able to identify
that a lack of employee capabilities was the most significant predictor of employee attrition and
guest dissatisfaction. Consequently, Jack in the Box prescribed action based on these findings to
train restaurant managers on the importance of training capabilities with their employees.
Furthermore, Jack in the Box customized their analytics approach by aligning it with their
culture of “head, heart and hands” to ensure that employees were aligned with its core values and
managers understand how it plays a role in decision-making. As a result of restaurant
optimization by the ACE scorecard, Jack in the Box experienced 21% less attrition ($27,000 less
costs) and 10% higher productivity ($72,000 increased profits) per restaurant per year;
Blankenship equates this impact to be in the millions of dollars when multiplied across all Jack
in the Box locations. Jack in the Box’s use of HR analytics exemplifies three aspects of its
impact on firm performance: reduced attrition, improved productivity, and improved customer
satisfaction.
The Case of Convergys
Harris and Light (2011) shared how Convergys, a HR service agency specializing in
compensation and benefits administration, utilized analytics to “calculate what employees value
most” and generated a plan to reduce turnover within the company (p. 8). Since its initial public
offering, employee attrition was the company’s biggest employee issue. In response, the
company adapted a “consumer marketing technique, conjoint analysis” to predict employee
preferences and future behavior in the workplace, and tailored HR actions accordingly in efforts
to support retention (p. 8). Consequently, managers were able to determine customized benefits
plans for its employees by region. This analytic technique followed by predictive modeling and
50
action mirrors what other large companies such as Google and Facebook are doing to support
their unique assortments of employee benefits (Smith, 2016; Sullivan, 2013). Despite being a
considerable investment, the custom benefits adjustments were made possible at a low-cost to the
company. As a result, Convergys estimated its attrition was reduced by 58,000 over four years
and saved $57 million on recruiting and training costs. This is one example of a company that
calculated significant cost savings and reduced attrition as a result of action prescribed by HR
analytics.
The Case of A.C. Milan
Harris and Light (2011) also presented the case of AC Milan, a professional Italian soccer
team that reportedly used data analytics to predict high performance and longevity of its players.
The purpose of longevity (or durability) of recruiting players was to determine who was the
healthiest and least susceptible to injury, thereby demonstrating greater value over a long period
of time to the team. (From a HR perspective, player longevity can be compared to employee
turnover.) To do this, AC Milan constructed a research lab that collects up to 60,000 data points
on each of its players, examining both physical and psychological traits. By implementing
extensive data analyses, the team was able to leverage data to determine players that are more
likely to yield consistent high performance. In terms of injury-prevention, AC Milan frequently
tests players to identify the development of habits that could lead to future injury. Jeanne-Pierre
Meersseman, lab director, explained they use predictive algorithms and fact-based assessments
to customize training regimes designed for maximizing player longevity. As a result, AC Milan
was able to reduce injuries by over 90% in a five-year span. Although this case is often
categorized as sports analytics, it is arguably a form of HR analytics in that it suggests an

51
organization with the proper resources has potential to formulate a data-driven method for
retaining and developing key talent (longevity and injury-prevention, in this case) thereby
reducing turnover, or attrition.
The Case of Chevron
As a multinational leader in energy and oil, Chevron faced the challenge of maximizing
its profits and revenue per employee given the economy of falling oil prices (Collins, Fineman,
& Tsuchida, 2017). In response, Chevron’s Head of Talent Analytics, RJ Minor, articulated the
importance of “informing and supporting business strategy” through people and HR data to solve
critical business problems and to provide unique insight (How Data Shapes Talent Strategy,
2017). Minor shared that one of the biggest challenges in talent analytics is determining the most
important metrics HR should measure which he recommends should be based on business
strategy. In support of this recommendation, Chevron reinvented its traditional HR analytics
model that was previously conducting standard reporting to one in which HR analytics teams
operated across departments trained by an “in-house analytics curriculum” (Collins et al., 2017;
McKeon, n.d.). As a result of this organization-wide shift, Chevron’s improved analytic model
achieved 30% higher productivity while operating at a significantly lower cost and was able to
accomplish more with fewer people and in less time (Collins et al., 2017). In addition to
increased productivity, Chevron found that a single business unit was able to eliminate 100 hours
of metrics reporting that would otherwise be redundant given the traditional analytics model
(Collins et al., 2017). Furthermore, Chevron’s analytics team was able to design customized
attrition models per country to predict “future talent supply and demand” across its different
business locations (Lewis, 2017). When testing this action-oriented attrition model, Chevron
52
calculated it could predict outputs with 85% accuracy (Lewis, 2017). Chevron’s analytics team
has demonstrated its ability to effectively use data to forecast attrition while saving in-house
costs for the function. (Table 4 summarizes the findings from all cases reviewed in this thesis.)
Table 4. Summary of Case Study Findings.
Company Effects on firm performance Page(s)

Google Interviewing efficiency 25-26
IBM Reduced attrition 29-30
Starbucks Customer satisfaction 34-35
Restaurant.com N/A 37-38
SYSCO Reduced attrition and cost savings 42-43
Jack in the Box Attrition, productivity, cost savings, customer satisfaction 48-49
Convergys Reduced attrition and cost savings 49-50
AC Milan High-performance recruitment, reduced attrition 50-51
Chevron Attrition and cost savings 51-52
Discussion
In summation, HR analytics has been defined in different ways, and its effectiveness has
been investigated in different ways. As I note in this thesis, many sources failed to define and
operationalize HR analytics, and those that did offered a variety of different definitions, ranging
in levels of complexity regarding the inclusion of descriptive, predictive, and prescriptive
analytics. Further, on the one hand, there is a paucity of peer-reviewed scholarly research
investigating the potential causal impact of a well-defined and -integrated HR analytics function
on firm performance and other outcomes. Decades of accumulated research industrial and
organizational psychology, HR and organizational behavior, and strategic HRM, however, imply
53
that using data to inform, support, and evaluate HR practices and systems can have important
implications for employee and organizational outcomes. Nonetheless, in the context of scholarly
literature, the questions remain: Do organizations with a HR analytics function outperform
organizations that lack such a function? And how might the way in which a HR analytics
function is defined and operationalized within organizations influence the effectiveness of the
function when it comes to employee and organizational outcomes? On the other hand, as I have
reviewed, various case studies and non-peer-reviewed, practitioner-oriented sources (e.g., news
magazines, blogs) have offered and described how HR analytics might contribute to
organizational outcomes or how specific organizations have found successes by designing,
developing, and implementing a HR analytics function. Thus, the scholarly literature on HR
analytics has seemingly fallen behind when it comes to evaluating how HR analytics is being
applied and leveraged in organizations today to realize strategic objectives and attain a
competitive advantage.
In this thesis, I have reviewed different considerations that pertain to the design,
development, and implementation of a HR analytics. I discussed that a HR analytics function
should operate synchronously with and integrate with other business functions to achieve desired
business outcomes. Before investing any time and resources into HR analytics, HR leaders and
senior leadership should be in agreement as to the strategic value and expected outcomes the
function will deploy. More specifically, care should be taken when developing and designing a
HR analytics function. The COM model, LAMP framework, and BASP framework are three
examples that I reviewed that might be of value for HR professionals. Specifically, HR
professionals can leverage these frameworks when strategizing and planning for a HR analytics
54
function. HR leaders that facilitate the change-management process should maintain open
communication with employees, explain the reasoning behind critical changes, anticipate push-
back, and be eager to address feedback. During the implementation process, business leaders
should allocate resources accordingly to ensure the best possible outcomes including the
development of analytic competencies, time and space, financial investments, and effective data
sharing that leverages appropriate information systems and technology. Lastly, proper evaluation
must take place to hold leadership accountable, correct potential set-backs, and link HR-analytic
investments with expected (and potentially unexpected) business results.
In terms of HR analytics impact on firm performance, based on the nine case studies I
reviewed, one can conclude that there is some firm-specific evidence that HR analytics may lead
to financial gain, reduced employee attrition, improved customer satisfaction and/or cost savings
(Harris & Light, 2011; Morgan, 2017; Schiemann & Seibert, 2017). Across all nine of the cases,
reduced attrition and cost savings appear to be the most common metrics used to improve firm
performance. Despite these case studies and research in literature, it is inconclusive whether
these findings generalize to other organizations, as there is (as described above) a paucity of
research investigating a causal relationship between HR analytics and firm performance
(Angrave et al., 2016; Marler & Boudreau, 2017; Mondore et al., 2011; Rasmussen & Ulrich,
2014).
Limitations of Present Review
While conducting my review of the extant literature, I found there to be relatively little
scholarly research and literature specifically on HR analytics functions and their intersection
with firm outcomes, especially when compared to other branches of the HR management field.
55
Today, however, there is no shortage of non-peer-reviewed articles, particularly those in the form
of blog posts, organizational white papers, and non-refereed surveys conducted by companies.
With all that said, I must also note that HR analytics stems from other disciplines (e.g., industrial
and organizational psychology, strategic HRM, statistics, data science), and thus certain
techniques associated with and components of HR analytics have received scholarly, peer-
reviewed empirical support over the years.
As another limitation, many organizations that claim to successfully manage a HR
analytics function also present limited details as to how it operates, given the competitive nature
of proprietary information (McKeon, n.d.). This poses a challenge to other companies seeking to
learn more about HR analytics deployment from their counterparts. While several studies focus
on industry-specific effects of HR analytics (e.g., Chadwick et al., 2015; Isson & Harriot, 2012;
Walsh et al., 2010), there is a limited number of research on the effects of HR analytics per
industry usage.
As mentioned in the beginning of this thesis, the extant literature lacks an established
definition of HR analytics; this can result in inconclusive analysis on HR analytics
implementation and its impact on business performance. And as I have noted in several
instances, there also appears to be a gap between scholarly research and the work currently
conducted by practitioners and professionals in the area of HR analytics. This suggests a lack of
communication between the two discourse communities which could be contributing to lapses in
progression of HR analytics research. As I reported above in Tables 1 and 2, I categorized
sources in this paper according to publication type. Among the literature reviewed, peer-
reviewed (20) and practitioner (15) journals were given more weight in the analysis followed by
56
books (13). The additional 23 sources include blog posts, white papers, news articles and popular
magazines which contributed to the discussion on HR analytics, strategic HRM, and other
similar topics. It is important to note that although more peer-reviewed articles were selected,
practitioner journals were referenced more throughout the analysis. Generally speaking,
practitioner journals appear to be advancing quicker when evaluating HR analytics, whereas
peer-reviewed journals seem to be slower to evaluate the impact of HR analytics and more
cautious with assessments on HR analytics’ impact on organizational performance.
Lastly, there is lack of literature that actively addresses a popular theoretical model
referred to as the black box of HRM. This model dates back to the mid-1990s and suggests an
explanation for the skepticism towards HR analytics adoption (see Figure 5) (Boselie, Dietz, &
Boon, 2005; Walsh et al., 2010). The black box of HRM points to the mystery of the processes
that occur in terms of linking HR initiatives with business performance outcomes (Boselie et al.,
2005). This model demonstrates the ongoing need for empirical evidence of a direct relationship
between HR analytic inputs and it impact on a firm’s bottom-line performance. For example,
some scholars have suggested that HR systems appear to enhance performance but raise
concerns towards the actual factors that enhance firm performance (Lepak et al., 2006; Marler &
Boudreau, 2017). Furthermore, the black box of HRM is referenced across literature in many
instances without explicitly referring to it by name (Angrave et al., 2016; Bassi, 2011; Marler &
Boudreau, 2017; Rasmussen & Ulrich, 2014). Once academics and practitioners work together to
tackle the concern of the black box of HRM head-on, the mystery of HR analytics’ impact on
organizational strategic value and firm performance may unfold with greater clarity.
57
Figure 5. Black box of HR management (HRM) (adapted from Boselie et al., 2005; Walsh et al.,
2010); note that HPWPs refers to high performance work practices.
Future Directions for Science and Practice
After conducting the literature review, I have observed that many sources surrounding the
topic of HR analytics tend to criticize organizations that have not yet implemented it in their
business as “behind-the-times” or lacking innovation (Dorio et al., 2014; Isson & Harriot, 2012).
However, the roles of administrative human resources and services should not be considered as
obsolete (i.e., companies still need to process payroll, investigate employee engagement
concerns, administer benefits). The difference is that now organizations have an opportunity to
develop HR professionals who can work as strategic business partners and potentially leverage
HR analytics for improved business decisions (Boudreau & Ramstad, 2007). Interestingly, after
conducting the above literature review, a recent global survey found a significant regression of
58
HR departments’ ability to use analytic tools effectively (Sinar, 2018; Thibodeau, 2018). Rather
concluding HR analytics is destined to fail, the results of this survey suggest a need for further
development in the skills and competencies of HR professionals regarding their ability to use
data-analytic tools and interpret findings in a meaningful way. That is, it seems that the failure of
HR analytics in some companies may have more to do with the lack of data-analytic capabilities
of HR professionals.
To address this issue, the field of HR can begin focusing on how students are trained in
HR at the university level and how organizations train and develop their HR professionals. In
recognition of the relative lack of data-analytic training specifically for university HR students,
Burris (2016) and Bauer and Caughlin (2017) developed a graduate course and an undergraduate
course, respectively that teach students how to collect, manage, analyze, and interpret data in a
HR context. In organizations, leadership has an opportunity to invest in its HR professionals by
selecting HR professionals with data-analytics skills and competencies, and by providing
extensive training and development opportunities in these areas. To encourage success, Collins et
al. (2017) recommended gathering a multidisciplinary group of stakeholders who range in skills
beyond technical analyses such as “data quality, business knowledge, data visualization and
consulting” in addition to planning an investment roadmap for a company-wide function in
analytics.
Given the aforementioned gaps in the literature, future research and academic
publications should consider the extent to which storytelling and information and data
visualization might influence how the design, development, and implementation of a HR
analytics function is communicated to stakeholders. Current literature suggests these tools may
59
be leveraged to eliminate potential barriers to understanding analytics, therefore helping HR
professionals and other stakeholders to build support for a HR analytics function.
Finally, researchers should also conduct more systematic, empirical studies regarding the
impact of HR analytics on firm performance. Angrave et al. (2016) suggested that more
experiments and “quasi-experiments” that identify the cause-effect relationships of HR analytics
on firm performance can lead to more valuable insight (p. 4). In addition, case studies can be
analyzed further to uncover factors contributing to successful deployment of HR analytics in
organizations to inform and inspire future research.
Conclusion
The overarching purpose of this paper was to provide an in-depth analysis of the extant
literature regarding HR analytics, strategic HRM, and their impact on firm performance. Because
companies often invest large amounts of resources in developing and implanting HR practices
and systems, they can potentially improve their decision-making processes in this area by using
data to inform decisions. As such, organizations can build on the findings of this paper to make
an educated decision as to how their business might benefit from a HR analytics function and
what the implementation process may entail. Academic scholars should work closely with
organizational leaders to communicate new and important findings regarding HR analytics. To
that end, there are numerous case studies and non-peer-reviewed sources that tout the benefits of
HR analytics with respect to firm performance; however, the scholarly peer-reviewed literature
has yet to catch up with systematic investigations targeting the extent to which HR analytics, in
the different forms it is applied today, lead to valued organizational outcomes.

60
Throughout the paper, HR analytics is referenced in conjunction with strategic HRM.
This partnership indicates that it is the combination of the two that is required for organizations
to achieve competitive advantage. Other essential factors include resource orchestration, high
performance work practices and commitment-based HR systems. Case studies are embedded
throughout the thesis to demonstrate the potential real-world practicality and effectiveness of a
HR analytics function. Commons metrics used for calculating HR analytic impact on firm
performance include reduced attrition, improved customer satisfaction and cost savings,
measured in terms of financial gains. Academics and organizational leaders are encouraged to
continue developing solutions to more effectively deploy HR analytics in business for the
purposes of attaining of strategic objectives and a competitive advantage.

61
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Human Resource Analytics:

Implications for Strategy Realization and Organizational Performance

An undergraduate honors thesis submitted in partial fulfillment of the

requirements for the degree of

Business Administration: Human Resource Management and Marketing

Portland State University

worldwide as the HR profession is being held to a higher standard in terms of data-driven

the best practices and principles of an effective HR analytics function.

Keywords: human resource analytics, strategy, strategic human resource management

Human Resource Analytics:

Strategy Realization and Firm Performance

revenue per employee (Bates, 2003; Pfeffer & Veiga, 1999).

along a continuum of complexity, ranging in ascending order of sophistication from descriptive,

predictive, and prescriptive analytics.

business considerations and implications.

Logically, the HR analytics function may be integrated within an organization’s broader

collection of systems and practices is often referred to as commitment-based HR systems

realization of strategic objectives and improve organizational competitiveness by leveraging data

practices. With that said, the following questions remain:

HR analytics support the identification, deployment, and evaluation of high-performance

research is needed to understand how HR analytics is operationalized across organizations and

under what conditions a well-defined HR analytics function contributes to an organization’s

synthesizing peer-reviewed scholarly sources, practitioner journal articles, published books,

pertaining to my aforementioned research questions. Specifically, I will conduct a rigorous

attainment of strategic objectives. To contextualize HR analytics and provide concrete examples,

section, followed by an introduction that includes an in-depth definition of HR analytics and

Literature Review Methodology

collection of journals, including the Academy of Management Journal, Harvard Business

Strategy, Personnel Psychology, and Organizational Dynamics, as well as non-refereed sources.

management, high performance work practices, strategic human resource management,

data, and evidence-based human resources. In addition to conducting manual searches in

address my research questions.

Table 1. Specific Sources of Reviewed and Source Type.

Combs et al. (2016) Scholarly journal

McAfee and Brynjolfsson (2012) Practitioner journal

Table 2. Literature Reviewed by Source Type.

Source Type Number of sources

Scholarly journal (peer-reviewed) 20

implementing HR analytics within an organization. Lastly, I will summarize any literature

relation to my research questions. Upon assessing the effects of HR analytics on organizational

satisfaction, and cost savings.

HR Analytics: State of the Science and Practice

reporting HR processes to executive management (Angrave, Stuart, Charlwood, Kirkpatrick, &

can be categorized as basic descriptive analytics. While informative, by themselves, these

analytics on the HR information systems used by organizations, as they can be limited in

is inherently future-oriented, it stands to reason that a robust HR analytics, replete with

work practices and commitment-based HR systems.

Prior to an in-depth discussion on the literature, it is critical to establish a common

and prospective. Retrospective analytics is a backwards-looking approach for reporting historical

organizational performance (Molefe, 2014). Prospective analytics is a forward-looking approach

2010; van den Heuvel & Bondarouk, 2016).

Subsumed within the overarching categories of retrospective and prospective analytics

anticipate organizational change (Hunt, 2014; Pease, 2015).

than just retrospective analytics, descriptive analytics, or traditional HR metrics. Of the 71

significance to the discourse community. As previously mentioned, there appears to be