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    HR Analytics: Fundamentals and Applications
    HR Analytics: Fundamentals and Applications
    HR Analytics: Fundamentals and Applications
    Ebook634 pages2 hours

    HR Analytics: Fundamentals and Applications

    By Sandeep Kumar Kautish and Anuj Sheopuri

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    About this ebook

    HR Analytics: Fundamentals and Applications provides a comprehensive exploration of the role of HR analytics in modern people management. The book covers critical topics such as the impact of HR analytics on organizational performance, the use of predictive models in recruitment and employee performance, and the benefits and challenges of implementing HR analytics. It offers practical tools, techniques, and strategies to enhance HR decision-making. With a focus on real-world applications, this book is a valuable resource for HR professionals, educators, and anyone interested in leveraging analytics for strategic HR management.
    Key Features:
    - The role of HR analytics in people management.
    - Predictive analytics for recruitment and performance.
    - Practical tools and templates for HR analytics.
    - Challenges and opportunities of HR analytics
    - Future of HR analytics in organizations
    - Case studies
    Readership:
    Ideal for HR professionals, educators, and students seeking to improve their understanding of HR analytics and its applications in the workplace.

    LanguageEnglish
    PublisherBentham Science Publishers
    Release dateDec 3, 2024
    ISBN9789815274196
    HR Analytics: Fundamentals and Applications

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      Book preview

      HR Analytics - Sandeep Kumar Kautish

      Role of HR Analytics in People Management: Challenges and Opportunities in the Indian IT/ITeS Space

      Freeda Maria Swarna M.¹, Shaheed Khan², *, Panch Ramalingam³, Amarnatha Reddy P.⁴

      ¹ Dharthi NGO, Bangalore, India

      ² Research and Training, Dharthi NGO, Bangalore, India

      ³ UGC-HRDC, Pondicherry University, Pondicherry, India

      ⁴ Custard Apple Consulting, Hyderabad, India

      Abstract

      Human capability and capacity are what determine what an organization can do, and thence, managing human resources (HR), or human capital, is one of the most important, if not significant, functions of an organization. Considering the size of the organization, and in a day and age where organizations have thousands of employees that are spread across a wide geographical area, HR analytics comes into play. HR analytics, in a true sense, provides the necessary scientific support to decision-making and process improvement concerning a firm/organization’s HR and the organization in general. The way organizations are growing, and the dynamic role that the HR ecosystem plays makes it pertinent that a robust HR analytics system is in place. With more organizations realizing that qualitative data helps to hire, engage, and retain the right talent, the investment in HR analytics has seen an increase. It is right to say that HR analytics aims to provide insights into how best to manage employees and reach business goals. Because of data availability, it is important for HR teams to identify data relevance and its usage, leading to maximizing return on investment (RoI). The chapter places a perspective on how HR is i) identifying high-performing applicants, ii) supportingthe analysis of pertinent aspects of engagement, iii) identifying high-value career paths and leadership applicants, iv) analyzing strengths of prospective and existing associates, v) ushering in a qualitative and metric oriented performance management system (PMS), and vi) managing/predicting attrition.

      Keywords: Data, HR analytics, Leadership, Performance management systems (PMS), Prediction, RoI.

      * Corresponding author Shaheed Khan: Research and Training, Dharthi NGO, Bangalore, India; E-mail: shaheeddharthi@gmail.com

      INTRODUCTION

      Human resources (HR) analytics bridges the gap between HR activities in the corporate world and displays the outcomes that the decision makers receive from the same. With the Information Technology (IT) and Information Technology-enabled Services (ITeS) sector being considered the vibrant and dynamic segments for the innovative working culture, it is by choice that HR analytics plays a role that is unique and important, if not critical, to the HR function and the organization for ensuring decisions to be taken on a real-time basis.

      The National Association of Software Companies (NASSCOM) stated that, "investing for growth is the primary focus of the Software business. One must realise that, (i) the forward-looking policies of the sector, (ii) a strong facet of governance, (iii) investment on talent, that is the crux of the industry, and (iv) digital trust, which makes efforts to ensure, privacy, security, and reliability across the spectrum; the IT/ITeS space in India is galloping toward a growth factor of $500 by 2030 (NASSCOM, 2023)." This is an incredible statement by Debjani Ghosh, President (NASSCOM, 2023), NASSCOM (https://nasscom.in), on the IT/ITeS and the way it is growing.

      The IT/ITeS business segment, with its vast global delivery model (GDM) and enormous human capital for managing the onsite, offshore, nearshore, and even client locations, provides a huge opportunity for the human resources (HR) department to ensure the best for the organizations. HR engages itself in talent acquisition (TA), talent engagement (TE), talent management (TM), talent transformation (TR), and the various other activities to enable organizations to function smoothly. Sun (2022) put forward data about the totality of IT/ITeS employment for 2009-2022, which was enormous and stood at 4.85 million employees as of 2022 (Fig. 1). This clearly sends a perspective that managing people, the most important facet of the business, must and should be done in a scientific way to ensure that the investment that is done in HR is captured well.

      The sheer numbers clearly showcase the need for HR analytics, the metric that has become critical to the HR function. Bersin (2023) mentions the amount of data that is generated on account of the human capital that needs to be managed. Josh Bersin mentions that the single most common expenditure in most companies is people, followed by (i) salaries, (ii) benefits, (iii) real estate, and (iv) the domain of HR. The challenge is how do we manage this expenditure in the best way possible? Thence, the need of the hour is to ‘integrate people data’ (Bersin, 2023). It is here that Bersin (2023) introduces the facet of systemic people analytics (SPA), a new concept and a thought process about HR and the technologies it imbibes.

      Fig. (1))

      Employment of IT/ITeS industry in India, 2009-2022, Sun (2022).

      HR ANALYTICS?

      For an HR professional or a layman, what is HR analytics? How does it impact the IT/ITeS sector in India? As mentioned by Chanakya Sehgal (Sehgal, 2023), a senior HR professional in the Indian IT Industry with nearly three decades of experience, when HR analytics was spoken of, we thought, it just about numbers, about metrics, and what we need to put up to the leadership to decide. But as we progressed into understanding the dynamics of HR analytics, we realized that it was much more. HR analytics was an enablement to take decisions, decide, a course of action and ensure the same. Sehgal spoke of how academia has tried to define HR analytics, which fits the bill for the practitioner who would like the discipline to usher in positivity to the subject of human capital management. To enable the academic and the practitioner alike, HR analytics has been defined and considered a corporate practice by Marler and Boudreau (2017), wherein the enablement of IT uses (i) descriptive, (ii) visual, and (iii) statistical analysis of data and information related to human resources management (HRM) and its processes, human capital, organizational performance and, external economic benchmarks, which will establish and support business impacts and enable a data-driven decision-making system, which further helps the organization to move forward in a robust fashion. This provides a broad base to all those who are interested in HR analytics and furthers the cause of HR through the milestones provided in the seminal article by Coy (2017), which speaks of four levels/stages of workforce analytics, which was eloquently adapted by Banerjee (et al., 2019), as seen in Fig.

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