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Summary HR Analytics literature + lecture

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HR Analytics (760819M6)

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Tilburg University (UVT)

This is a summary of all the core articles of the course HR analytics (-M-6). The articles have been supplemented with notes from the lectures. This summary is perfect to use as a guide during the open book exam. I did this myself and passed it with a 7.5

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Edwards & Edwards (2019) – Chapter 1

Predictive HR analytics = systematic application of predictive modeling using statistics to
existing HR people-related data to:
- Predict causes
- Predict results and outcomes
- Interrogate patterns in order to understand causal factors
- Make better decisions

Khan & Millner (2020) – Chapter 1 & 2

Chapter 1 – Redefining HR

Data can provide
insights that will make
the customer or
employee experience
better

Overwhelmed workforce
Key challenges revolve around:
- Execution (achieve more with less)
- Employee expectations (increasing need to learn new processes/skills)
- Manager priorities (finding the right balance between operation and human touch)
- Leader bandwidth (issues are becoming more complex, not only executing demands)
- Wellbeing (operational challenges vs. wellbeing)

,Constant change is the new normal
Within change, challenges are:
- Resilience to change
- Change programs (employees need to be involved to make changes)

Employee experience: making work personal
In an increasingly automated world, it’s hard to remain work personal.
Employee experience = the perceptions and feelings of the employees towards their job
experience at work.

Approaches that are designed to make the experience at work more individualized and
future-focused
- Recruitment and selection
- Onboarding and job previews
- Personalized learning
- Development support
- Engagement and continuous listening
- Employee management
- Performance and pay

Reshaping jobs: new skill demands
The business-led automation debate means that there is a clear need to determine an
approach that optimizes the combination of human and automated work. the three major
dimensions of work will remain in place:
1. The work: what work is being completed? (automated process)
2. The workplace: where is the work being completed (static workplace?)
3. The workforce: who does the work? (fulltime vs parttime, gig, freelance)

The three dimensions are interconnected. Changes in one area can have an impact for both
employees and employers

New business models and structures
The structures of organizations must focus on tomorrow’s demands as much as today’s,
otherwise competitive advantage could be lost

Data and analytics driving new decision-making
Using data and analytics adds value to the HR function. It can provide insights that will make
the customer or employee experience better.

,Constant new digital technology
Digital transformation is about the integration of digital technology into all areas of an
organization that results in fundamental changes (culture change).

The three Ds – Data, Design, Digital

These three elements are interconnected and reliant upon each other to ensure that they
drive better outcomes from each aspect

Data (informing people strategy)
Data is crucial to understand
- The success of various people’s practices in terms of adding value
- Opportunities for improvement and enhancement across both people’s practices and
experience
- Alignment between strategies

Design (shaping the culture and employee experience)
- The design of the new organization of the future
- Designing the new and reshaped jobs that automation will demand
- Identify new behaviors and technical capabilities and requirements

Digital (Driving the change process)
Digital HR is about process optimization where, social, mobile, analytics, and cloud
technologies are leveraged to make the HR function more efficient.

, The shift of HR into a people function
The HR function can be split into two
1. HR function = supporting the workforce with day-today administrative tasks
2. Strategic HR function = improving organizational performance with people-based
insights

Technology can help a lot with the HR function, whereas more time remains for the larger
organizational challenges.

The shift in the HR function has already occurred.
The challenge is whether the function is making the business impact that it needs to
To be an integrated business-driven HR department, you need to:
- Be proactive and responsive (meeting future needs of the business)
- Be measuring value (ROI: become more data-, metrics- and analytics-oriented)
- Have effective people practices (leadership focus to line managers)
- Have HR capabilities (capability in business, finance, technology appreciation)

The role of the strategic part of HR
HR should be really close to key organizational decision-makers and should provide insights
that are crucial for the business.
The role of the new leader CPO (Chief people function) includes:
- Measurement, reporting, and analyzing of the intangible value of the business
- Develop of people/workforce strategy
- The alignment of the workforce strategy to the business strategy (underpinned by a
data-driven people-centric culture)
- Gather information from not only inside, but also outside the organization (customers)
- Being a business partner, introduce people to analytics, workforce capability, and
future jobs

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