Summary

This dissertation examines the use and impact of HR analytics, a practice leveraging workforce data to demonstrate the impact of HR activities on business outcomes, improve HR practices, and make better HR decisions. Many organizations have already embraced HR analytics, believing it will help fulfill the HR function’s strategic potential and elevate the HR function to a core business function. However, the academic field on HR analytics is relatively nascent and research on the topic is dispersed and fragmented. Altogether, the goal of this dissertation is to provide empirical evidence, based on systematic research, which can guide practitioners and researchers in the adoption and use of HR analytics. In so doing, this dissertation aims to contribute to a more mature research field by exploring its adoption, strategic impact, and application in HRM processes. Specifically, I explore four sub-questions: (1) what is the current state of the HR analytics field? (2) What is needed for individuals to adopt HR analytics into their decision-making process? (3) How can HR analytics contribute to a more strategic HR function? and (4) How can HR analytics be used to gain insights into the effectiveness of and ways to improve HRM processes and practices? The results of these studies contribute to provide a better understanding of the HR analytics practice as well as the HR analytics research field. In addition, the results offer practical value. We provide several recommendations for organizations aiming to implement or enhance their HR analytics practice.