MBA 701A – Capstone Project 1

Final Report

Topic – HR Analytics

MBA – 3rd Semester

Submitted To Submitted By
Prof. RRK Sharma Prakhar Dikshit
DIME, IIT Kanpur 19125028
MBA 2nd Year

1
 Acknowledgement

I would like to express my special thanks of gratitude to my guide Prof. RRK Sharma who
gave me the golden opportunity to do this wonderful project on the topic HR Analytics,
which also helped me in doing a lot of Research and I came to know about so many new
things.

Secondly, I would also like to thank the Capstone Committee and MBA Dept. of IIT
Kanpur who helped me a lot in finalizing this project within the limited time frame.

I am grateful to all those who have helped me to put these ideas, well above the level of
simplicity and into something concrete.

Thanking you,

Prakhar Dikshit

19125028

MBA 2nd Year

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 INDEX
S. No. Topic Page Number
1 HR ANALYTICS - A STRATEGIC APPROACH TO HR
4
EFFECTIVENESS
2 THE ROLE OF HR ANALYTICS IN HIGHER EDUCATION
5
INSTITUTION
3 Role of Analytics in Renovating Human Resource Management 6
4 HR ANALYTICS AND ITS MODERATING FACTORS 7
5 Human Resource Analytics Latest Development in Business
8
Organizations
6 UNDERSTANDING THE ADOPTION OF HR ANALYTICS IN
9
INDIAN CORPORATIONS
7 PREDICTIVE HR ANALYTICS AND HUMAN RESOURCE 10
MANAGEMENT
8 THE ROLE, RELEVANCE AND FUTURE OF HR ANALYTICS AS
11
AN ENABLING HRM TECHNIQUES
9 People analytics—A scoping review of conceptual boundaries and
12
value propositions
10 Overview of HR Analytics to maximize Human capital investment 13
11 HR Analytics and Organizational Effectiveness 14
12 Human Resource Analytics- Discovering Research Issues Posited in its
15
Milleu in India Organization Human Resource Analytics (HRA)
13 Workforce Analytics: Increasing Managerial Efficiency in Human
16
Resource
14 HR Analytics: A Literature Review and New Conceptual Model 17
15 The Impact of HR Analytics on the Training and Development
18
Strategy
16 Human Capital Analytics: A Game Changer for HR Professionals 19
17 The Role HR Analytics, Performance Pay and HR Involvement in
20
influencing Job Satisfaction and Firm Performance
18 ETHICAL DILEMMAS IN HR ANALYTICS - Perspectives from the
21
global workforce

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 HR ANALYTICS - A STRATEGIC APPROACH TO HR EFFECTIVENESS

P. MADHAVI LAKSHMI & P. SIVA PRATAP

1. KEYWORDS: HR Analytics, Workforce Planning, Strategic Workforce, Human

Capital Management
2. HR analytics is playing major role in today's business changing environment with
increased business requirements towards organizational efficiency.
3. It enables better decision making about workforce using employee data. HR
analytics supports organizations for mapping HR metrics with strategic business
goals majorly focus on acquiring talent to assessing future HR needs by improving
employee morale and satisfaction.
4. HR analytics supports data interpretation to recognize trends and take corrective
measures for profitable functioning of business.
5. The paper highlights how the business analytics provides a multi – dimensional
approach towards building an effective HR strategy.

Final Learning

To play a more relevant and strategic role in the organization, the HR function needs to
move beyond mere reporting to accurate prediction. Instead of just generating reactive
reports, it needs to embrace advanced analytics and predictive techniques that support
strategic organizational goals. Application of predictive analytics in HR entails utilizing

relevant data to solve specific business problems. The insights derived can help improve
business performance as well as employee engagement and satisfaction.

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 THE ROLE OF HR ANALYTICS IN HIGHER EDUCATION INSTITUTION

Priyanka Singh, Rajesh Kumar Upadhyay & Dr. Monika Srivastava

1) KEYWORDS: HR Analytic, Academic Analytics, Operational Analytics Business

Excellence.
2) This paper tries to figure out the theoretical and conceptual the framework of analytics
in higher education intuitions.
3) The objectives of the study are to understand the role of HR analytics for education
institution in increasing the organizational effectiveness and efficiency.
4) The research used exploratory research design and further study came up with
categorizing the data analytics of industry it into Academic Analytics, Operational
Analytics and special reference is given to HR analytic as its contribution in attaining
the business excellence for the organizations.

Managerial Implications
1) Understanding the analytical frame work and especially human resource domain
can have a significant mark in the institutional growth.
2) As the human capital in these organizations is sole the source of knowledge capital
growth of theses higher education. Thus, providing a considerable thought to the
dynamics of academic community hiring & retention analytics is the need.
3) Thus, in total understanding and acceptability of HR analytics is a proven as a new
strategic tool to enhance the efficiency and organizational excellence.

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 Role of Analytics in Renovating Human Resource Management
Shilpi Verma, Prof. Rajesh Mehrotra
1) Keywords: Human Resource Management, Analytics, Strategic HRM, Planning,
Retention, Human Resource Practises
2) There are incredible number of pressures on Human Resource Management
system, to help their firm navigate through the multiplying transitions, e.g. -
Increasing Globalisation, rapid technological change, neck to neck competition;
organisational changes
3) In order to play this role, HR essentially seeks to update its pace of modernisation
& clearly needs to adopt latest technologies to avail best information for
management. Analysis of large size employee records is the spine of Human
Resource management, which is used as a basis of strategic layers.
4) With the effective application of analytical approach, HR can build a remarkable
strategic business partnership with the organisation, giving two significant
outcomes: increased organisational efficiency and a highly satisfied workforce by
formulating strategic human resource designs.
5) This study attempts to inspect the outlook of Managers and Human resource
personnel towards the resultants of Analytics application in Human resource
management and study the imperative roles of analytics in managing workforce
strategically by facilitating HR to design and execute growth promoting Human
Resource practises for the company.
6) By analytically evaluating the available and possible talent pull, company’s Human
Capital supply should be maximised with highest conceivable efficiency.
7) An integrated system must be run for designing and development of HR and
Analytics function to introduce stronger and adept HRM activities with integrated
capabilities, which can cater to both information collection and service provider for
the workforce.
8) HR analytics function should serve as a centralised source for information needed
by HR management, enabling it to act a strategic business partner for the
organisation.
9) Thus, the research strongly recommends analytics integrated Human Resource
Management, that can work as a strategic business partner to the company and aid
to utmost efficiency towards Company’s maximum revenue generation.

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 HR ANALYTICS AND ITS MODERATING FACTORS

KRISTIAN KREMER

1) Keywords: HR Analytics, People Analytics, HR Metrics, Big Data, Strategic HRM

2) This theoretical paper elaborates the moderating factors of Human Resource Analytics
(HR Analytics), which is seen as one of the top initiatives in HR today.
3) Although HR Analytics holds a high priority for most organizations, the implementing
process is slow and only a minor proportion of organizations even reports applying it.
4) HR Analytics is not making progress as it is proposed by many academics in the last
10 years. Therefore, it seems to be necessary to identify the moderating factors of HR
Analytics that promote or prevent its success.
5) The number of academic research articles dealing with this topic is very low. The
impact of moderating factors on the level of HR Analytics is vague and remains
unexplored.
6) This paper offers potential explanations for the relationship between the moderating
factors and HR Analytics and provides suggestions for organizations on how to best
address these factors.
7) The process of applying big data in HR has been given different names, including HR
Analytics, People Analytics, Talent Analytics, and Workforce Analytics.
8) A first definition approach distinguishes HR Analytics from HR metrics and states that
it represents statistical and experimental techniques that are used to demonstrate the
effect of HR activities on the performance of a company
9) Moderating Factors
a) Identify Problem
b) Data Infrastructure
c) Information Technology
d) Analytical Skills
e) Enterprise Approach
10) The development of an integrated, strategic framework on how to implement and
operate HR Analytics would reduce the uncertainty early-adopters are facing at this
early stage.
11) This review helps to better understand the relationship between important contextual
factors and the successful adoption of HR Analytics. However, further research is
needed to better evaluate the impact of these factors.

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 Human Resource Analytics Latest Development in Business Organizations

Mr. Sreenu Telu, Prof (Dr.). Yoginder S. Verma

1) Key words: HR analytics, big data, HR metrics, HR policies and organizational

performance
2) Recent scholarship has displayed a growing interest in the concept of human resource
analytics (HR analytics) in business organizations.
3) HR analytics examines the association between people related policies and practices
and employee and organization related outcomes.
4) This article attempts to explore the concept of HR analytics and its importance in the
business industry.
5) Furthermore, it presents the obstacles that may hinder adoption and implementation of
HR analytics and explores the solutions for overcoming them.
6) There is an important advancement in the implication of HR analytics. It evolved from
descriptive analysis to predictive analysis
7) There are six steps in conducting HR analytics. They are as follows:
a) Determine critical outcomes
b) Create cross-functional data team
c) Assess outcome measures
d) Analyse data
e) Build program and execute
f) Measure and adjust or readjust
8) Business organizations need to understand the growing relevance of HR analytics in
business and exploit it to the optimum level to gain competitive advantage over others
in the industry.
9) They also need to recognize its disadvantages which are likely to negatively affect not
only HR professionals, but also employees of the organization and organization itself
as well as find solutions to overcome them.
10) Organizations should take people related decisions based on the outcomes given by
HR analytics in such a way that they can improve both individual and organizational
performance.
11) It is suggested that an integrated approach that involves HR analytics as well as
human judgment and managerial expertise will lead to better decision making in the
organizations

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 UNDERSTANDING THE ADOPTION OF HR ANALYTICS IN INDIAN
CORPORATIONS

Mrs. Malini N, Dr. Manasa Nagabhushanam

1) Keywords: HR Analytics, Metrics, Adoption, Human Resources.

2) This Research Paper focuses its understanding to know the adoption of HR analytics in
Indian corporations.
3) The study also makes an attempt to describe how organizations can make all that
important connection between employee and decision making.
4) From the HR Performance dashboard, operational managers can correlate financial
measures with key workforce metrics to demonstrate HR’s strategic value in the
workforce.
5) Managing the effectiveness of an organization’s workforce is one of the most critical
performance management objectives for this decade – and, we anticipate, for future
decades as well.

6) FINDINGS: Based on Regression analysis Alternate Hypothesis is accepted.

a) About 62% of respondent organisations have the significant understanding of
adoption of HR Analytics in Indian Companies.
b) About 81% of the application of HR Analytics is significant in Indian Companies
based on the respondent organisations.
c) About 84% Middle Management involvement in HR Analytics is significant in
Indian companies based on the respondent organisations
7) The leader with the vision and mission can turn the very face of organisation and great
results can be achieved as has been seen in the organisation under the preview of the
study.

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PREDICTIVE HR ANALYTICS AND HUMAN RESOURCE MANAGEMENT

Ejo-Orusa, Henry and Okwakpam, Joy Amina

1) Keywords: Predictive HR Analytics, Human Resource Management, amongst Human

Resource Management Practitioners
2) The research examined and analysed the impact of the use of Predictive Analytics
(PHRA) on Human Resource Management (HRM) Practices (recruitment & selection,
performance management and succession planning) amongst HR Practitioners in Port
Harcourt.
3) A cross sectional study with the use of questionnaire survey was adopted, and the
questionnaires were distributed through self-administered procedure. Data was
generated from 159 respondents comprising of all levels of HR practitioners.
4) A correlation analysis was done to determine the nature of relationship that existed
between PHRA and the HRM practice.
5) The outcome from the correlation analyses showed that there is a significant positive
relationship between PHRA and the HRM practices used for the study. Based on the
findings, it can be concluded that PHRA is an important factor in enhancing the HRM
practice outcomes.

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 THE ROLE, RELEVANCE AND FUTURE OF HR ANALYTICS AS AN
ENABLING HRM TECHNIQUES
F. R. Alexander Pravin Durai, M. Mahalakshmi

1) Key Words: HR Analytics, Evolution of HR Analytics, HR Analytics tools

2) Human Resource Management is always a challenge for organisations of all sizes.
Proper human resource planning is essential to evaluate the ability and utilization of
workforce.
3) The HR analytics provides strategic edge to organisations in Human Resource
Management. This HR Analytics can measure the efficiency of workforce, provide
correct information for decision making and improve the productivity of firms
through identification of the loopholes of the human resource management processes.
4) This paper discusses HR Analytics as a tool for effective human resources
management. It also discusses about HR Analytics maturity model as an aid to human
resource planning.
5) HR analytics is the statistical techniques for insight and evaluating the causal
relationship between HR practices and organisational performance outcomes.
Standardisation of such HR practices has helped companies to achieve important
goals like consistency, efficiency and fairness to gain a global view of their
workforce. Thus, the HR functions now has two major mandates i.e., to recognise the
unique talent of each employee and deploy these talents in a manner that maximises
the employee’s energy to drive business outcomes.

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People analytics—A scoping review of conceptual boundaries and value propositions

Aizhan Tursunbayevaa, Stefano Di Lauroc, Claudia Pagliaria

1) Keywords: People analytics, HR analytics, Workforce analytics, Talent analytics,

Human, resource management, HRIS, Administrative data analytics, Business
analytics, Business informatics
2) This paper mapped the emergence of the term People Analytics (PA), the value
propositions offered by vendors of PA tools and services and the PA skillsets being
sought by professionals.

3) An HR practice enabled by information technology that uses descriptive, visual, and

statistical analyses of data related to HR processes, human capital, organisational
performance, and external economic benchmarks to establish business impact and
enable data-driven decision making.
4) People Analytics is an area of HRM practice, research and innovation concerned with
the use of information technologies, descriptive and predictive data analytics and
visualisation tools for generating actionable insights about workforce dynamics,
human capital, and individual and team performance that can be used strategically to
optimise organisational effectiveness, efficiency and outcomes, and improve
employee experience
5) With advances in privacy regulations, such as recently enforced European General
Data Protection Directive, PA practitioners may soon have to re-think some of these
approaches.

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 Overview of HR Analytics to maximize Human capital investment

1) Key Words: workforce, Analytics, manpower planning

2) The aim of this paper was to find out what HR analytics holds the promise of both
elevating the status of the HR profession and serving as a source of competitive
advantage for organizations that have put it to good use for service industry that can
go a long way to make India for human capital investment.
3) The realization of this promise hinges on our individual and collective ability to
master the art and the science of HR analytics. That, in turn, will happen much more
quickly if we can achieve clarity even consensus on a number of issues where neither
clarity nor consensus currently exists.
4) The increasing globalization of the job market combined with an ever-increasing
shortage of skilful staffs and advances in technology have resulted in large scale
changes to the recruitment practices throughout the world through the use of HR
Analytics.
5) Future studies can focus on extending the proposed theoretical frameworks into a
validated model, and also quantifying the implications of Evidence Based
Management practices to HR and Organizational performance can also be explored.
6) Human resource analytics (HR analytics) is an area in the field of analytics that refers
to applying analytic processes to the human resource department of an organization in
the hope of improving employee performance and therefore getting a better return on
investment. HR analytics does not just deal with gathering data on employee
efficiency. Instead, it aims to provide insight into each process by gathering data and
then using it to make relevant decisions about how to improve these processes.
7) The Five Evolution stages of HR Analytics
a) STAGE 1: OVERRELIANCE ON MANAGERIAL JUDGMENT SUCH AS
INTUITION AND INSTINCTS
b) STAGE 2: USE OF ANALYTICS IN A FEW DEPARTMENTS
c) STAGE 3: EXPANDING USE OF ANALYTICS IN SEVERAL
DEPARTMENTS, NOTED BY AN INCREASING AMOUNT OF
COLLABORATION.
d) STAGE 4: SCALING DECISION MAKING THROUGHOUT ALL RANKS OF
THE ORGANIZATION IN AN INTEGRATED, HOLISTIC APPROACH

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 HR Analytics and Organizational Effectiveness

S. Zaiden and N. Itani

1. Keywords: Human Resource Analytics, People Analytics, Human Resource

Information System, Strategic HRM, Organizational Effectiveness.
2. Abbreviations: HRA, Human Resource Analytics; HRIS, Human Resource
Information System.
3. The purpose of this paper is to conduct a systematic review by collecting secondary
data from published journals on Human Resource Analytics in an effort to shed more
light on different issues that relate to the topic such as the processes involved, the
emerging trends, the antecedents, the consequences (specifically, organizational
effectiveness), and the influences impacting the success of its adoption.
4. This study is of considerable practical relevance as despite having numerous
empirical researches linking the positive impact of HR Analytics to organizational
effectiveness and business competitiveness, the adoption and implementation rates of
HR Analytics remain comparatively low.
5. The results indicate that despite the increase in popularity and interest in HRA, HR
professionals still have a long way to go before reaching analytical maturity.
Moreover, the research shows that HR is pivoting towards a more strategic function
and playing a more curtail role in the organization’s decision making.
6. Workforce Analytics is facing many challenges in regard to its implementation and
our study highlights some of these obstacles such as a shortage in data analytics skills
within HR, poor IT infrastructure, and insufficient investment from the business. As
more organizations integrate analytics into their daily HR operations, we will start to
see more challenges and obstacles that will completely change or even disrupt the
way we know HR today.
7. We see a shift from an administrative function to a more strategically oriented
function adding value and driving organizational decisions.
8. The Paper recommends longitudinal data collection from various industries in order to
produce generalizable results. Additionally, studies investigating the impact of HR
Analytics on specific organizational outcomes has been extremely limited and further
research is needed to understand these correlations in depth and identify their
significance towards specific HR processes such as talent acquisition, performance
management, and compensation.

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Human Resource Analytics- Discovering Research Issues Posited in its Milleu in India
Organization Human Resource Analytics (HRA)

Mr. Hussain Ahmed Choudhury, Prof. (Dr.) Arup Barman

1) HRA is not a new area or research field to find out the scope of HRA but the study
shows there are limited research work done by researcher on this area and very few
works is done in India.
2) There is huge possibility to carry out research work to reveal the various HRA
applications in India, different fields of applications of analytics in the field of Human
Resource management where ROI is maximum and the current scenario of HRA in
corporations all over the world especially in India.
3) Most of the IT companies, Banks or very large industries have invested on Analytics
in the field of Human Resource management and published reports/research reports
on the same. The research work on HRA is very less in India and Indian companies
during the last decade.
4) HR Analytics, also known as Talent Analytics, People Analytics or Workforce
Analytics, enables the HR Manager to go over and above her gut-feel and helps her to
take decisions based on hard-core data. Human resources analytics, also called talent
analytics, is the application of sophisticated data mining and business analytics (BA)
techniques to human resources (HR) data. Human resource analytics (HR analytics) is
an area in the field of analytics

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 Workforce Analytics: Increasing Managerial Efficiency in Human Resource

Tilottama Singh, Snigdha Malhotra

1) Keywords: workforce analytics, people analytics, workforce management, workforce

planning, human resource management, Attrition
2) Human resource management deals with issues related to the efficiency and
effectiveness of the organization by strategically focusing upon the optimum
utilization of the employees which shall result in profits not only for the organization
but for its employees as well. Workforce analytics combines, the need for analysing
the human resource aptly and an adequate software that can provide us with sufficient
insights to make fruitful decisions.
3) Proper workforce planning through the usage of workforce analytics can lead to
detailed evaluation of the abilities of the human resource, thereby resulting in a
productive way of utilizing the abilities. Workforce analytics further enhances the
productivity of the firm by identifying occasions, on which the workforce
management proves to be inconsistent in terms of its processes, methodology or
strategies. Workforce analytics falls under ―People Analytics‖, which is also referred
to as HR Analytics.
4) People Analytics combines data related to human resource from different sources,
works on its accurate implementation and finding dependable and authentic results.
The technology has become more reliable and enlightening in the recent years.
5) Workforce Analytics is an emerging trend in HR. Along with it comes a set of
challenges and opportunities, which demand to be understood before the trend could
be turned into a fashion. The paper studies various aspects of Workforce Analytics
and the need for it.
6) Evaluation of abilities and utilization of workforce, thereby providing strategic intent
can be of great help to the HR in managing the organization ‘s workforce. During the
last few years, workforce analytics has become a practice area of great importance for
most of the global consulting firms.
7) It is not hidden that analytics and human resource when combined can bring to the
organization major advantages, it helps in improving hiring and increases employee
retention. There is now better understanding of work culture and company ‘s
environment, even the motivational and factors and productivity-enhancing factors
can be easily noting and put to use.

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 HR Analytics: A Literature Review and New Conceptual Model

H.H.D.P.J. Opatha

1) Key words: HR Analytics, HRM, Sustainable, Competitive Advantage, Organization

2) Human resource analytics has emerged as a new trend and challenge in the business
context emphasizing the strategic value of Human Resource Management (HRM) to
the top management leaders.
3) This paper tries to achieve five objectives:
a) what HR analytics means and its importance,
b) what the process of HR analytics is,
c) possible HR questions that can be answered by HR analytics,
d) a new model for HR analytics,
e) challenges that exist for HR analytics.
4) This study is conceptual in nature as it discusses some aspects like definitions,
importance, process, models, challenges etc. under HR analytics. HR analytics is an
application of research designs and advanced statistical tools for evaluating HR data
to find solutions or to make sustainable decisions relating to HR issues based on
evidences.
5) benefits of HR analytics are as follows
a) Improves the performance of the employees.
b) Improves ROI (Return on Investment) of human resources.
c) Provides opportunity to assess how employees contribute to the organization and
assesses the extent to which they can meet their career expectations.
d) Forecasts workforce requirements and determines how to fill the vacant positions.
e) Links workforce utilization to strategic and financial goals to improve business
performance. Forecasts future HR trends and patterns in terms of various aspects
6) HR Analytics Processes
a) Defining Objectives of HR Analytics
b) Data Collection
c) Assessment of HR Metrics
d) Analysis of data
e) Decision making stage

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 The Impact of HR Analytics on the Training and Development Strategy

Kamel Barbar, Radwan Choughri, Moetaz Soubjaki

1) Keywords: HR analytics, training and development, organizational development, HR

professionals
2) This study investigated the impact of HR analytics on the training and development
strategy of private organizations in Lebanon.
3) It sought to test four hypotheses namely:
a) There is a significant relationship between HR analytics use in large businesses
and the development of employee skills;
b) there is a significant relationship between HR analytics use in older busines sees
and the development of employee skills;
c) there is a significant relationship between HR analytics use in large businesses and
the retention of employees;
d) there is a significant relationship between HR analytics use in older businesses
and the retention of employee.
4) HR analytics has a significant influence on the development of employee skills and
HR analytics has a significant influence on the development of HR training strategy.
5) Data from HR analytics is used to predict potential outcomes of important HR and
organization strategy decisions. In conclusion, the findings from this study imply that
businesses should integrate HR professionals and HR analytics into the process of
decision making and development strategy formulation.

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 Human Capital Analytics: A Game Changer for HR Professionals

M. Rathi Meena, G. Parimalarani

1. Keywords: Workforce analysis, decision making, recruitment

2. In the digital era, Human resource practices has digitally transformed over the last
decades. In that human capital analytics is one of the essential elements for HR
professionals. Human capital analysis replaces the traditional HR practices.
3. It assists the HR Professional to measure and monitor employee’s performance. The
main function of human resources management is to achieve the goal of the
organization through its human capital.
4. Beginning from searching right workforce to retaining the finest workforce, HR is
striving to take smart decisions to recruit the workforce with the help of human capital
analysis.
5. The target of this study is to provide insight about the basic concepts of human capital
in HR system generally and more exclusively in recruitment system.
6. Human capital analytics provides information to have insight for decision making to
support the management of employees in an organization.

7. Big data analytics have become essential element for HR professionals for
transformation of traditional practices into digital practices. It reduces the work
burden for HR professional and assist them to take fact-based decision making.
Human capital helps the organization to design a strategic employee planning by
analysing the all aspects of manpower data in organization and managing augmented
workforce

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The Role HR Analytics, Performance Pay and HR Involvement in influencing Job
Satisfaction and Firm Performance

Muhammad Asif Qureshi, Samiullah Soho

1) Keywords: HR Analytics, HR Involvement, Performance pay practices, Malaysia.

2) This study is pioneer in examining the combined effects of HR Involvement,
Performance Pay practices and HR Analytics in determining job satisfaction (JOS).
3) Given the vitality of JOS in raising firm’s performance growth, the current study
further investigates the influence of HR analytics, job satisfaction and HR
involvement in driving organizational performance.
4) Given the limited empirical work in this regard, the current study would add greater
value to the existing literature in identifying the critical association of HR, IT and
Performance nexus.
5) The results of partial least square structural equation modelling confirm that HR
analytics, performance pay practices and HR involvement have positively and
significantly impact on job satisfaction.
6) Moreover, the results of partial least square equation modelling displaying likewise
demonstrate that HR analytics, HR involvement and Job satisfaction have a positive
and significant impact on firm performance in multinational firms of Malaysia.
7) Technical speaking, the results of partial least square modelling affirm that the three
components, i.e., HR analytics, performance pay, and HR involvement are
significantly and positively impact on firm performance in different multinational
firms in Malaysia. Finally, the results suggested that HR analytics, HR involvement
and job satisfaction are positive and significant contributors to enhance the
performance of multinational firms in Malaysia.

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ETHICAL DILEMMAS IN HR ANALYTICS - Perspectives from the global workforce

NIGEL GUENOLE, PH.D., SHERI FEINZIG, PH.D., DAVID GREEN

1) Over 20,000 workers in 44 countries were surveyed for their ethical perspective on
data use in HR analytics.
2) This paper presents the results and practical implications for HR analytics projects.
3) The countries surveyed have been classified according to one of four ethical
ideologies: Absolutism, Situationism, Subjectivism, and Exceptionalism.
4) Most countries are classified as predominantly Absolutist. The next biggest categories
are Situationist followed by Exceptionalism. No countries were classified as
Subjectivist.
5) They conclude by discussing the implications of these ethical perspectives, including
the need for clear, transparent policies about data use, and what to do when
multinational organizations have offices in countries with different ideologies with
regard to data use.
6) New analytical capabilities are revolutionizing the field of Human Resources (HR),
and evidence-based approaches are replacing intuition as the preferred way to make
decisions in HR.
7) These developments are driven by improvements in both scientific understanding and
technology: These developments, in turn, allow better decision-making on topics such
as: which candidates companies should hire, how workers should be rewarded, and
who is most at risk of leaving.
8) It seems the limit to what professionals could do with analytics in HR is set only by
our analytical creativity. But what we could do and what we should do in analytics
within HR are altogether different questions.
9) BEHAVIORAL SCIENCE THEORY and research are able to clearly specify which
information about employees HR departments should measure. TECHNOLOGY
PLATFORMS can now store large volumes of relevant HR information and offer
sophisticated methods of analysis. OPEN STANDARDS allow methodology experts
to link disparate data sources to generate more accurate predictions about employee
behaviour.

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