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HR and analytics: why HR is set to fail the big data challenge
Author(s) -
Angrave David,
Charlwood Andy,
Kirkpatrick Ian,
Lawrence Mark,
Stuart Mark
Publication year - 2016
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12090
Subject(s) - transformational leadership , big data , analytics , transformative learning , function (biology) , set (abstract data type) , business , field (mathematics) , public relations , data science , knowledge management , computer science , political science , sociology , data mining , programming language , pedagogy , mathematics , evolutionary biology , biology , pure mathematics
The HR world is abuzz with talk of big data and the transformative potential of HR analytics. This article takes issue with optimistic accounts, which hail HR analytics as a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board‐level influence while doing little to benefit organisations and actively damaging the interests of employees.