An evidence-based review of HR Analytics
Abstract
We conduct an evidence-based review using an integrative synthesis of published peer-reviewed literature on Human Resource analytics (HR Analytics). Our search of several publication databases identified 60 articles on this topic, however only 14 articles were in quality peer-reviewed journals. Our review of these articles addresses the following 5 questions: (1) What is HR Analytics (how has the concept definition evolved)? (2) How does HR Analytics work (what are the processes)? (3) Why does HR Analytics work (what theories explain cause-effect relationships, antecedents, and consequences)? (4) What does HR Analytics produce (what are the outcomes)? (5) What is required for HR Analytics to succeed (what are the moderators of the analytics-outcome relationships)? We conclude that despite evidence linking the adoption of HR Analytics to organizational performance that adoption of HR Analytics is very low and academic research, and therefore, evidence on this topic is sparse. We offer potential explanations for this paradox and suggest avenues for future research.
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Access to HR technology plays a critical role in offering HR professionals the ability to gather, analyze and visualize data, enabling senior management to make more informed decisions.
“As can be seen, access to HR technology plays a critical role in offering HR professionals the ability to gather, analyze and visualize data, enabling senior management to make more informed decisions (Kapoor and Sherif, 2012;Ulrich and Dulebohn, 2015;Marler and Boudreau, 2017;McIver et al., 2018).”
From Bridging the gap: why, how and when HR analytics can impact organizational performance (2022) · cites this paper as Marler and Boudreau, 2017
HR analytics contributes to organizational evidence creation through acquiring and translating high-quality workforce data into information, resulting in critical organizational insights.
“At the same time, HR analytics contributes to organizational evidence creation through acquiring and translating high-quality workforce data into information, resulting in critical organizational insights (Marler and Boudreau, 2017;Minbaeva, 2018;Coron, 2021).”
From Bridging the gap: why, how and when HR analytics can impact organizational performance (2022) · cites this paper as Marler and Boudreau, 2017
The significant growth of access to HR technology has offered HR departments the ability to collect, manage and analyze large volumes of employee data, compared to earlier legacy IT systems.
“Furthermore, the significant growth of access to HR technology, including human resource information systems (HRISs), cloud platforms and apps, has offered HR departments the ability to collect, manage and analyze large volumes of employee data, compared to earlier legacy IT systems (Bondarouk and Brewster, 2016;Marler and Boudreau, 2017;Kim et al., 2021).”
From Bridging the gap: why, how and when HR analytics can impact organizational performance (2022) · cites this paper as Marler and Boudreau, 2017
HR analytics generates evidence through organizational facts allowing managers and senior leaders to make more informed decisions.
“As indicated previously, HR analytics generates evidence through organizational facts allowing managers and senior leaders to make more informed decisions (Kapoor and Sherif, 2012;Ulrich and Dulebohn, 2015;Marler and Boudreau, 2017;Levenson, 2018;McIver et al., 2018;Shrivastava et al., 2018).”
From Bridging the gap: why, how and when HR analytics can impact organizational performance (2022) · cites this paper as Marler and Boudreau, 2017
There has been little academic research on people analytics despite mushrooming market penetration of vendor solutions and widespread corporate interest in engaging with these innovations.
“there has been little academic research on the topic of PA, despite the mushrooming market penetration of vendor solutions and widespread corporate interest in engaging with these innovations.”
From The ethics of people analytics: risks, opportunities and recommendations (2022) · cites this paper as Marler and Boudreau, 2017
Human Resource Analytics (HRA) provide managers with the information and knowledge of HRM processes to connect it to employee attitudes and behaviours and ultimately to organisational outcomes.
“Human Resource Analytics (HRA) provide managers with the information and knowledge of HRM processes to connect it to employee attitudes and behaviours and ultimately to organisational outcomes (Marler & Boudreau, 2017).”
From AI-augmented HRM: Antecedents, assimilation and multilevel consequences (2023) · cites this paper as Marler & Boudreau, 2017
Academic research on selected digital HRM activities, and any or all of its related components, lags the popularity of this term in practice.
“In addition to lack of construct clarity, academic research on selected digital HRM activities, and any, or all, of its related components, lags the popularity of this term in practice.”
From Algorithmic human resource management: Synthesizing developments and cross-disciplinary insights on digital HRM (2021) · cites this paper as Marler & Boudreau, 2017
By relying on algorithmic HRM to implement a digital business strategy from their inception, OLPs seem to skip several steps (or move through them quickly) in the digitalization processes that most organizations go through.
“By relying on algorithmic HRM to implement a digital business strategy from their inception, OLPs seem to skip several steps (or move through them quickly) in the digitalization processes that most organizations go through, such as digitizing manual processes in HRIS (Strohmeier, 2020b) or HR analytics for improving HR-related decision making (Marler & Boudreau, 2017).”
From Algorithmic human resource management: Synthesizing developments and cross-disciplinary insights on digital HRM (2021) · cites this paper as Marler & Boudreau, 2017
Organizations in a digitalization process towards digital HRM seem to use software algorithms mostly to augment HRM decision making.
“This is clearly different from organizations in a digitalization process towards digital HRM that seem to use software algorithms mostly to augment HRM decision making (Marler & Boudreau, 2017;Marler & Fisher, 2013).”
From Algorithmic human resource management: Synthesizing developments and cross-disciplinary insights on digital HRM (2021) · cites this paper as Marler & Boudreau, 2017
PA is still not well understood in the business or academic communities beyond HR innovators, or in high-risk sectors such as defence and financial services.
“Despite this potential, PA is still not well understood in the business or academic communities (Marler & Boudreau, 2017) beyond HR innovators, or in high-risk sectors such as defence and financial services, where such practices are often shrouded in commercial secrecy.”
From People analytics—A scoping review of conceptual boundaries and value propositions (2018) · cites this paper as Marler & Boudreau, 2017
The keywords used in Marler and Boudreau's review included HR Analytics and Human Resource Analytics; Information Systems including Human Resource Information Systems; and generic HR terms such as Human Resource or Human Resource Management.
“These keywords included: HR Analytics and Human Resource Analytics; Information Systems including Human Resource Information Systems; and generic HR terms such as Human Resource or Human Resource Management.”
From People analytics—A scoping review of conceptual boundaries and value propositions (2018) · cites this paper as Marler and Boudreau, 2017
Very few articles in Marler and Boudreau's review of HR Analytics research used keywords.
“Very few articles in Marler and Boudreau's review of HR Analytics research used keywords.”
From People analytics—A scoping review of conceptual boundaries and value propositions (2018) · cites this paper as Marler and Boudreau, 2017
Echoing a recent systematic review on HR Analytics, we observed that the authors of most published articles on PA came from consulting or technology companies.
“Echoing a recent systematic review on HR Analytics (Marler & Boudreau, 2017), we observed that the authors of most published articles on PA came from consulting or technology companies.”
From People analytics—A scoping review of conceptual boundaries and value propositions (2018) · cites this paper as Marler & Boudreau, 2017
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- Authors
- Marler, J. H., & Boudreau, J. W.
- Affiliations
- State University of New York (US)
- University of Southern California (US)
- Corresponding author
- Marler, Janet H.
- Venue
- The International Journal of Human Resource Management
- Publisher
- Informa UK Limited
- Published
- 2016-11-11
- Volume
- 28
- Issue
- 1
- Pages
- 3-26
- ISSN
- 0958-5192 (ISSN-L)
- 1466-4399
- OpenAlex
- W2554886781
- Cited by
- 913
- References
- 53
- Citations by year
- 2026: 217 · 2025: 167 · 2024: 141 · 2023: 122 · 2022: 77 · 2021: 85 · 2020: 41 · 2019: 28 · 2018: 28 · 2017: 5 · 2016: 2
- FWCI
- 40.67
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- The International Journal of Human Resource Management (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › AI and HR Technologies
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employer Branding and e-HRM
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
- Keywords
- HR analytics, organizational performance, analytics adoption
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