Managing HR-related data is critical to any organization’s success. And yet progress in HR analytics has been glacially slow. Consulting firms in the U.S. and Europe lament the slow progress. But a Harvard Business Review analytics study of 230 executives suggests a stunning rate of anticipated progress: 15% said they use “predictive analytics based on HR data and data from other sources within or outside the organization,” while 48% predicted they would be doing so in two years. The reality seems less impressive, as a global IBM survey of more than 1,700 CEOs found that 71% identified human capital as a key source of competitive advantage, yet a global study by Tata Consultancy Services showed that only 5% of big-data investments were in human resources.
Recently, my colleague Wayne Cascio and I took up the question of why HR analytics progress has been so slow despite many decades of research and practical tool building, an exponential increase in available HR data, and consistent evidence that improved HR and talent management leads to stronger organizational performance. Our article in the Journal of Organizational Effectiveness: People and Performance discusses factors that can effectively “push” HR measures and analysis to audiences in a more impactful way, as well as factors that can effectively lead others to “pull” that data for analysis throughout the organization.