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Cited by 41AI and HR TechnologiesBig Data and Business IntelligenceHuman Resource and Talent Management

Exploring the phenomenon of HR analytics: A study of challenges, risks and impacts in 40 large companies

Cayrat, Charles, Boxall, Peter·2022·Journal of Organizational Effectiveness: People and Performance
DOI 10.1108/joepp-08-2021-0238
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Abstract

Purpose This paper aims to respond to questions being raised about the challenges, risks and impacts of Human Resource Analytics (HRA). Based on a study of 40 companies, it discusses the implications of HRA for practitioners, praxis and practices in HRM and adds to this a concern with whether HRA is enhancing mutuality in employment relationships. Design/methodology/approach Using an abductive approach, the authors analyzed data from semistructured interviews with an HRA leader or specialist in 40 large organizations. Findings While wrestling with the challenge of data quality and integration, the practice of descriptive analytics is widely adopted in these companies and the majority can demonstrate improvement in the efficiency and effectiveness of HR activities through predictive analytics. The analytical competence of HR specialists is an ongoing issue. While much more research is needed, the companies in the authors’ sample demonstrated some valuable examples of mutual gains from HRA. Practical implications Education in HRA must not only help to raise quantitative competencies among HR specialists but should also help them to ask critical questions about the theoretical propositions and subjective data points being built into HRA. Boundary spanning is important to enable effective HRA and processes for employee voice to be improved. Arguably, the time has come for a more formalized data analytics' strategy in large organizations. Originality/value This paper provides evidence on how HRA is being implemented in large companies, including how HRA leaders are managing its challenges and risks and the impacts it is having on business and employee outcomes.

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Crossref · 10.1108/joepp-08-2021-0238

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  • Existing literature often frames people analytics value creation through an inside-out lens, emphasizing how people analytics can optimize workforce processes and improve organizational performance through data-driven decision-making.

    “Existing literature often frames people analytics value creation through an inside-out lens, emphasizing how people analytics can optimize workforce processes and improve organizational performance through data-driven decision-making.”

    From Reframing people analytics value creation: Balancing organizational performance and common good HRM values (2026) · cites this paper as Cayrat & Boxall, 2022

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Authors
Cayrat, C., & Boxall, P.
Affiliations
University of Auckland (NZ)
ORCID
Venue
Journal of Organizational Effectiveness: People and Performance
Publisher
Emerald
Published
2022-07-12
Volume
9
Issue
4
Pages
572-590
ISSN
2051-6614 (ISSN-L)
DOI
10.1108/joepp-08-2021-0238
OpenAlex
W4284988378
Cited by
41
References
41
Citations by year
2026: 10 · 2025: 11 · 2024: 10 · 2023: 9 · 2022: 1
FWCI
7.33
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
Journal of Organizational Effectiveness People and Performance (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › AI and HR Technologies
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Big Data and Business Intelligence
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
Keywords
HR analytics, predictive analytics, descriptive analytics, data quality, data integration, HR professionals, analytics strategy, employee voice, boundary spanning, large organizations

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