HR ANALYTICS

Aleena
Sp21-rms-001
 HR Analytics
HR analytics is the process of collecting and
analysing Human Resource (HR) data in
order to improve an organization’s workforce
performance. 
OR
HR analytics is defined as the process of
measuring the impact of HR metrics, such as
time to hire and retention rate, on business
performance.
HR analytics is a method used to create
and assess insights into the workforce, to
determine the contribution of every
employee towards generating revenue for
the organization, reducing overall costs,
modifying risks
Why we need HR Analytics
HR analytics provides data-backed insight
on what is working well and what is not
so that organizations can make
improvements and plan more effectively
for the future. 
Process of HR Analytics
Collecting Data

Collecting and tracking high-quality data is

the first vital component of HR analytics
Data Includes;
Employees profiles
Employees performance
Training
Turnover
Absenteeism
 Measurement

At the measurement stage, the data begins

a process of continuous measurement and
comparison, also known as HR metrics
HR metrics are measurements used to
determine the effectiveness and efficiency
of HR policies
Analysis

The analytical stage reviews the results

from metric reporting to identify the
problems within the organization.
Application
Once metrics are analysed the findings
are used as actionable for organizational
decision-making.
Importance of HR Analytics
HR analytics can help HR teams monitor
employee performance and engagement to
reduce turnover and build a more productive
workforce.
HR analytics aim to provide insight into how
best to manage employees and reach business
goals. 
HR analytics are helping to guide talent,
management, and hiring decisions for
organizations of all sizes and in all industries.
HR Analytics Software used in
Pakistan
People Qlik
PeopleQlik’s HRMS software is a strategic
process in which all activities of HR
department such as Recruitment, performance
Management, Training Management, Payroll,
Leave Management, Time & Attendance
Management, HR Analytics
Used by Punjab Group of college,Vopak,
Imroz
ORACLE
Gulahmed Textile
MillsLtd. Attock oil refinery
Kohinoor textile
Habib Bank Ltd
OGDCL
Mobilink
Meezan Bank
Telenor
SAP
FaujiFertilizer Company Ltd
Byco Petroleum Pakistan Ltd
National Bank of Pakistan
Research Papers
HR Analytics’ - An Effective
Evidence Based HRM Tool
Purpose

This paper elevates the importance of HR

analytics practices and applicability in different
sectors. Attempt is also made to track the periodic
developments in HR analytics as an effective
evidence based HRM tool.
Methodology

Data collected from literature, Wikipedia and

other sources
Evidence-based management
Evidence-based management is intended
to contribute to organizational and
management effectiveness. The adoption
of evidence-based practices is likely to be
organization-specific, where leaders take
the initiative to build an evidence-based
culture
The five principles of evidence-based
HRA
 Logic-driven Analytics:

The notion that one set of management criteria does not fit
all leaders, especially within a diverse organization, and
that these nuances must be observed to lead you to more
robust understanding of how your organization can
function at its best.
 Segmentation:

The understanding that one employee group is different

from another. The next generation of HR must
acknowledge these differences, communicate them, and
motivate actions that reflect them for the purpose of
evaluation.
 Risk Leverage:
Next generation HR is not simply about reducing the risk
of turnover or low performance. It is also about the
practice of risk leverage. It‘s about knowing when – and
when not – to take risks.
 Integration and Synergy:

A look at how the individual HR practices work together,

but also how the HR processes in different units work
together across the organization.
 Optimization:

: Means investing more where it will make a big difference

and having the courage to make smaller investments in
less important areas and finding the right balance between
standardizing and customizing.
The main benefits of evidence based
human resource analytics
Organization can see more informed and
effective decision making
An enhanced ability to align human
resource practice with the strategic goals
of the organization
HR Analytics is divided into three
levels
Descriptive HR analytics
Describe relationships between current and historical
data patterns.
Predictive HR analytics

It covers a variety of techniques (statistics, modelling,

data mining) that use current and historical facts to
make predictions about the future.
Prescriptive analytics

It is used to analyse complex data to predict outcomes,

provide decision options, and show alternative
business impacts.
Findings
HR Analytics is not only driving best HR
decisions with accurate evidence, but also
provoking organizations to maintain
adequate quality data for justifying ROI in
HR Investments.
HR Analytics and Organizational
Effectiveness
 Purpose

The purpose of this paper is to conduct a systematic

review of Human Resource Analytics and its different
issues that relate to the topic such as the processes
involved, the emerging trends, the consequences
(specifically, organizational effectiveness), and the
influences impacting the success of its adoption.
 Methodology

We used secondary data collection and a systematic

literature review to investigate the antecedents and
consequences of HR Analytics.
Findings
Findings show that the more investment put
into HRA, the higher the return will be on
the HR department and ultimately the
organizational outcomes.
Future Research
This study identified the three antecedents
affecting workforce analytics; people,
technology, and the organization - each
holding a role as an essential pillar to the
success of HRA implementation.
HR ANALYTICS: A MODERN TOOL IN HR
FOR PREDICTIVE DECISION MAKING

Purpose

The aim of the following research is

understanding the relationship between human
resource and analytics and understand the role it
plays in the improvement of the existing range of
managerial and HR related research
Findings
The findings point to possible success of
analytics-based intervention and how it
impacts the predictive decision making on
parameters which are pivotal to the
operation within the organization
Future Research
The research should focus on a more
quantitative approach to the research with
the aim of observing predictive modelling
as an aspect of HR analytics on an
organizational setting.
The Rise (and Fall) of HR Analytics
Purpose

The purpose of this study is to discuss about the

future evolution of HR Analytics that primarily focus
on the evolution of the analytical component itself.
Methodology

Using a sample of 20 practitioners of HR analytics,

based in 11 large Dutch organizations, the authors
investigated what the application, value, structure,
and system support of HR analytics might look like
in 2025
Findings
The findings suggest that, by 2025, HR
analytics will have become an established
discipline, will have a proven impact on
business outcomes, and will have a strong
influence in operational and strategic
decision making. Furthermore, the
development of HR analytics will be
characterized by integration, with data and
IT infrastructure integrated across disciplines
and even across organizational boundaries.
Limitation
One of the strengths of this research may
also be its key limitation. The sample of
this study consisted of practitioners active
in HR analytics such as manager, advisor
and PhD candidates because they are
involved in professional networks with
other HR analytics.
Future Research
The investments in HRA may lead to an
enhanced HR analytics capability within
organizations, and cultivate the fact-based
and data-driven culture that many
organizations and leaders try to pursue.
APPLYING HR ANALYTICS TO
TALENT MANAGEMENT
Purpose

The purpose of this paper is to summarise the

different areas of talent management and how HR
metrics and analytics can be harnessed to make
those areas more effective.
Methodology

This paper takes three areas for the application of

metrics and analytics, data about individuals, the
effectiveness and efficiency of talent processes
and the extent of the supporting culture
Findings
It is as important to understand the
potential of all employees as it is to assess
their performance. Metrics should be
chosen for all talent processes and related
to business performance indicator.
Implications
This is a practical paper giving guidance
to talent managers in organisations on
how to apply and utilise people analytics.