دانلود رایگان مقاله اجتناب تحلیل منابع انسانی از شوق مدیریت

INTRODUCTION

Far better an approximate answer to the right question, which is often vague, than an exact answer to the wrong question, which can always be made precise. John W. Tukey, mathematician, 1962 Half a century later, Tukey’s point is as relevant as ever. It helps explain whyHR (human resources) analyticsrisks becoming a management fad, instead of providing powerful insights for general managers and HR leaders making key decisions about talent, incentive structures, organization design, allocation of training budget, etc. to support value creation and the business strategy. Management fads exist. Some fads become institutionalized within companies(e.g., MBO, matrix management, core competence); other fads fade (e.g., time management, zero-defects, T-groups). They are shiny new ideas that get attention but do not endure (e.g., learning organization, Japanese management, one minute manager, re-engineering). That HR analytics is one of the latest emerging fads is a paradox in itself. The promise of analytics is great: replace fads with evidence-based initiatives, data-based decision making, bridge management academia and practice, prioritize impact of HR investments, bring rigor toHRand supplementHRintuition with objectivity. Large parts of HR analytics, however, are not new and people have talked about HR metrics, utility analysis, HR scorecards, HR ROI (return on investment), personnel economics, and evidencebased management for years without a large noticeable stepchange in the business impact of HR. So far the published evidence supporting the alleged value of HR analytics is actually quite slim — it is currently based more on belief than evidence, and most often published by consultants with a commercial interest in the HR analytics market, while organizations rarely share the same success stories of business impact, but typically share cases with turnover prediction (even if turnover is not an issue) or projects with a similar narrow HR focus. Rigorous analyses of loads of data on the wrong questions often have little practical value. Yet HR analytics tops most conferences this year (greatly helped by the many HR technology and consulting firms who see a major future business opportunity in selling data and statistics capabilities to a function that is short on both), and is also the dream of many management academics of how what they do finally becomes the center of the HR profession.

CONCLUSION

We experience that as soon as we question the analytics movement, we get labeled troglodytes who live in the past and are out of date with modern HR. We disagree. The HR field is littered with good ideas that have not been institutionalized. We hope that our recommendations offer a way to make HR analytics a realistic and ongoing part of improved HR impact.