As interest in People Analytics has increased, many scholars and practitioners have focused on successful case studies of its implementation and strategies of adoption and development.
However, certain organisations that have adopted People Analytics face difficulties with its full implementation due to a lack of necessary resources such as data quality, organisational culture, lack of analytical capabilities, etc. Are these aspects enough to implement People Analytics in organisations? What other factors should we consider prior to implementation?
Many eminent professionals suggest starting with forming business questions. Do HR practitioners really agree with this approach? Should forming business questions be considered a core and initial step for implementing People Analytics in organisations?
This study, analysing interview and survey data from approximately 700 HR practitioners with diverse backgrounds, uncovers impeding factors in the application of People Analytics. These findings constitute a strategic starting point for both multi-national corporations and SMEs who are willing to introduce or further develop People Analytics.
This session will explore:
- Research Summary – why is this study needed and how is it designed?
- Theoretical lens – applying Multi-Level Perspective to People Analytics
- Key insights from HR practitioners on the barriers of using People Analytics
- How academic theory can be applied to the practice of People Analytics
- To what extent Korean HR practitioners use People Analytics, and the main barriers on using People Analytics.
- Most practitioners consider People Analytics to be a quantitative concept, but understanding of contextual backgrounds in the organisation is even more important than numerical analysis itself in order to achieve successful implementation
- Finding 1 – 10 hindrance factors of implementing People Analytics
- Finding 2 – Newly created framework: the 3 Stages + 8 Steps model for successful People Analytics.